Academic literature on the topic 'Competing Value Framework (CVF)'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Competing Value Framework (CVF).'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "Competing Value Framework (CVF)"
1
Lindquist, Evert, and Richard Marcy. "The competing values framework." International Journal of Public Leadership 12, no. 2 (2016): 167–86. http://dx.doi.org/10.1108/ijpl-01-2016-0002.
Full textAbstract:
Purpose The purpose of this paper is to explore how the competing values framework (CVF) could be used by public service leaders to analyze and better understand public sector leadership challenges, thereby improving their ability in leading across borders and generations. Design/methodology/approach This paper applies the CVF, originally developed for understanding leadership in the private sector and shows how it can be adapted for analyzing and developing skill in addressing different leadership challenges in public sector contexts, including setting out specific learning exercises. Findings The paper has four parts. The first provides an overview of the origins, logic, and evolution of the CVF. The second part shows how the CVF is relevant and useful for assessing management and leadership values in the public sector. The third part identifies specific leadership challenges and learning exercises for public sector leaders at different stages of development. The final part concludes by reflecting on the CVF and similar frameworks, and where future research might go. Research limitations/implications Because of the chosen research approach, propositions within the paper should be tentatively applied. Practical implications This paper provides guidance for the better understanding of complex leadership challenges within the public sector through the use of the CVF. Social implications The social implications of the paper could include the more widespread use of the CVF within the public sector as a tool to lead more effectively. Originality/value This paper adapts and extends an analytical tool that has been of high value in the private sector so that it can be used in the public sector.
2
Zeb, Ali, Fazal Akbar, Khawar Hussain, Adnan Safi, Muhammad Rabnawaz, and Faheem Zeb. "The competing value framework model of organizational culture, innovation and performance." Business Process Management Journal 27, no. 2 (2021): 658–83. http://dx.doi.org/10.1108/bpmj-11-2019-0464.
Full textAbstract:
PurposeInnovation is the basic input to organizational endurance; therefore, the study of processes that support innovation should be of interest to practitioners and researchers alike. Consequently, there is increasing attention for the supplementary research examination of the influencing elements of innovativeness.Design/methodology/approachThe data were collected in 2018 using adapted questionnaires that were tested. The respondents were 446 employees of Pakistan Electric Power Company (PEPCO). Bivariate correlations and hierarchical regression were used for the data analysis.FindingsThe findings showed that the competing value framework (CVF) model of organizational culture may promote innovativeness that translates to the progress of PEPCO, which deserved barrier for everyone relying on the values made by the culture of the organization. The adhocracy culture is considered to be statistically suitable for the prediction of performance and enhancement of innovation in the organization. Based on the above findings, it may be deduced that innovation mediated the relationship between some particular types of organizational culture and performance.Practical implicationsThe CVF model provides a supportive framework for the development of procedures that promote innovation in the organization. The focus of the CVF model highlighted employees' behavior and function of organizational culture, which can restrain or stimulate performance. This study reported and developed a basis for an empirical model based on the CVF model.Originality/valueThis paper found that the CVF model and innovation are mega sources of innovation at PEPCO. This work should be of interest in the area of innovation and performance improvement. There are very few empirical research studies on the relationship between organizational culture, innovation and performance, specifically in the context of developing countries. This is one of the very few studies conducted to empirically examine the influence of CVF model on performance through the mediating role of innovation in PEPCO.
3
Tong, Yew Kwan, and Richard D. Arvey. "Managing complexity via the Competing Values Framework." Journal of Management Development 34, no. 6 (2015): 653–73. http://dx.doi.org/10.1108/jmd-04-2014-0029.
Full textAbstract:
Purpose – While advancements in theory have helped illumine the complex workings of today’s organization, little is said on the practical implications for managers in terms of their role and behavioral style. The purpose of this paper is to illustrate how a behavioral diagnostic tool – the Competing Values Framework (CVF; Quinn and Rohrbaugh, 1983) – can be utilized to develop managers in the behavioral skills needed to stay relevant and effective amid new organizational realities. Design/methodology/approach – The conceptual anchor of this paper is in complexity theory. The authors conducted a literature search for articles on complexity theory in selective management journals, and reviewed them to extract key lessons for effective managerial behavior. Findings – Three behaviors found to be central to managing complexity were: enabling, sensemaking, and facilitating shared leadership. It is suggested that the CVF is a useful tool for helping managers develop their behavioral repertoire and hence their skills for enacting these behaviors. Originality/value – The paper synthesizes a guiding frame for developing managers in some of the behavioral skills needed to handle complexity at the workplace. Toward this end, useful tips are offered for putting together a short training workshop where the CVF is rediscovered as a unique developmental tool.
4
Botti, Antonio, and Massimiliano Vesci. "Competing Value Framework and Public Administration: Managerial Insights, Theoretical Reflections and Practical Implications from Italy." International Business Research 11, no. 2 (2018): 147. http://dx.doi.org/10.5539/ibr.v11n2p147.
Full textAbstract:
Competing Value Framework (CVF) is a framework used to assess organizational culture in public administration and it is widely used in health services research to assess organizational culture as a predictor of quality improvement, employee and patient satisfaction, and team functioning. At present the CVF framework has never been tested in contexts where reforming action is vague and is characterized by changes and continuous reflections on the changes introduced. The present study try to fill this gap analysing how CVF works in a context characterized by continued uneven homogeneous reforms. The paper has theoretical and practical implication depicting also suggestions for politicians.
5
Belasen, Alan, and Nancy Frank. "Competing values leadership: quadrant roles and personality traits." Leadership & Organization Development Journal 29, no. 2 (2008): 127–43. http://dx.doi.org/10.1108/01437730810852489.
Full textAbstract:
PurposeThe purpose of this paper is to validate the number and order of leadership roles and identify the personality traits which trigger the choice of leadership roles.Design/methodology/approachA survey addressing classification and measurement questions in each of the competing values framework (CVF) quadrants was administered to a sample of managerial leaders across organizations. Multidimensional scaling representing the underlying CVF dimensions in a spatial arrangement was conducted with input derived from LISREL, which was also used to test the degree‐of‐fit between the CVF roles and quadrants as well as to examine the relationships between personality traits and leadership roles.FindingsThe results produced a remarkable synthesis of two separate fields of study within a single competing quadrants grid confirming the causal paths from traits to the compressed CVF latent variables.Research limitations/implicationsThis study raises important questions about the causal effects of personality traits and situational contingencies on the choice of leadership roles.Practical implicationsThe new awareness of precursors to CVF roles calls for significantly shifting the focus of leadership training and education efforts. Leadership development strategies designed to improve current managerial strengths must also target specific weaknesses and their psychological underpinnings.Originality/valueThe paper demonstrates the efficacy of the CVF and at the same time draws more robust conclusions about how traits affect the choice of leadership roles, how they influence the extent of managerial effectiveness and to what extent managerial choice of roles is conscious or just a stimulus response.
6
Chang, Younghoon, Siew Fan Wong, Uchenna Eze, and Hwansoo Lee. "The effect of IT ambidexterity and cloud computing absorptive capacity on competitive advantage." Industrial Management & Data Systems 119, no. 3 (2019): 613–38. http://dx.doi.org/10.1108/imds-05-2018-0196.
Full textAbstract:
PurposeFounded on the concept of organizational ambidexterity and the competing value model, the purpose of this paper is to develop an information technology (IT) ambidexterity framework to underscore the importance of a balanced and harmonious IT environment in enterprise cloud adoption.Design/methodology/approachWith survey responses from 165 IT executives in a managerial position who are in charge of cloud computing implementation, partial least square method is used to test the research model.FindingsCloud absorptive capacity plays an important role for firms to secure a competitive advantage. The synergy of the two capabilities (flexibility and control), which have conflicting characteristics, contributes to the enhancement of cloud absorptive capacity and leads to a firm’s knowledge accumulation and performance.Research limitations/implicationsThis study is the very first attempt that empirically establishes the relationship between a firm’s competitiveness and cloud computing absorptive capacity. This study provides a comprehensive framework that integrates ambidexterity theory with the competing value framework (CVF) with extending the concept of absorptive capacity that is bounded within an organizational perspective into a cloud computing context.Practical implicationsFirms should treat cloud computing as a strategic consideration to secure a competitive advantage in the contemporary business environment. For a firm’s performance, a dual governance structure, that encompasses flexibility and control, is required to achieve competitive advantage from cloud computing adoption.Originality/valueTo facilitate organizational effort in achieving a harmonious cloud environment, the authors propose a comprehensive ambidexterity framework integrating the CVF approach. This framework maps IT ambidexterity onto the CVF. As CVF considers internal and external factors that ambidexterity theory does not cover, integrating two theories can provide more comprehensive implications and discussions regarding cloud computing adoption.
7
Beus, Jeremy M., Shelby J. Solomon, Erik C. Taylor, and Candace A. Esken. "Making sense of climate: A meta-analytic extension of the competing values framework." Organizational Psychology Review 10, no. 3-4 (2020): 136–68. http://dx.doi.org/10.1177/2041386620914707.
Full textAbstract:
Organizational climate research has surged recently, but the disbursement of research contributions across domains has made it difficult to draw conclusions about climate and its connections with performance. To make sense of the climate literature, we used the competing values framework (CVF) to classify domain-specific climates into four climate types (clan, adhocracy, hierarchy, and market climates). We did so by conceptually linking domain-specific climates that are manifestations of the same underlying strategic values. We then conducted meta-analyses to examine the magnitudes, mechanisms, and moderators of the individual and group-level associations between the CVF climates and performance. These meta-analyses revealed positive climate–performance associations for each climate type and supported job attitudes as a common mediator. We also examined several methodological moderators of climate–performance relationships, testing the source of climate and performance measures, the temporal assessment of these constructs, and the level of within-group agreement in climate measures as possible boundary conditions.
8
Kurniawan, Dwi, and Sumarni Sumarni. "Identifikasi Budaya Organisasi Dan Keterampilan Manajemen Untuk Memelihara Eksistensi Usaha Kreatif Batik Jambi Di Kota Jambi." INOBIS: Jurnal Inovasi Bisnis dan Manajemen Indonesia 1, no. 2 (2018): 147–57. http://dx.doi.org/10.31842/jurnal-inobis.v1i2.26.
Full textAbstract:
Penelitian ini berjudul Identifikasi Budaya Organisasi dan Keterampilan Manajemen Untuk Memelihara Eksistensi Usaha Kreatif Batik Jambi di Kota Jambi. Objek penelitian yaitu para pengusaha batik yang berada di Kota jambi dengan jumlah responden sebanyak 20 unit usaha. Penelitian ini menggunakan pendekatan yang dikembangkan oleh Cameron and Quinn yang dikenal dengan Competing Value Framework (CVF) dengan dua pengukuran yaitu Organizational Assessment Culture Instrument (OCAI) untuk mengukur profil budaya, dan Management Skills Assessment Instrumen (MSAI) untuk mengukur kompetensi manajerial para manajemen. Dari hasil penelitian diketahui bahwa tipe budaya yang ingin ditingkatkan proporsinya adalah tipe budaya Adhocracy dan budaya Market yaitu masingmasing bertambah sebesar 3,42 dan 8,86. Perubahan pada proporsi tipe budaya organisasi usaha kreatif pengrajin batik secara umum memperlihatkan bahwa tipe budaya yang diharapkan akan mendominasi adalah tipe Budaya Adhocracy dan Budaya Market. Untuk Profil Keterampilan Manajemen ditemukan bahwa kegiatan usaha batik di Kota Jambi, para manajemen memiliki kecenderungan melakukan keempat profil budaya, baik budaya yang bersifat Clan, Adhocracy, Market, dan Hierarchy.
 Keywords: Profil Budaya, Competing Value Framework (CVF), Organizational Assessment Culture Instrument (OCAI), Management Skills Assessment Instrumen (MSAI), Batik Jambi
9
Vilkinas, Tricia, and Greg Cartan. "The integrated competing values framework: its spatial configuration." Journal of Management Development 25, no. 6 (2006): 505–21. http://dx.doi.org/10.1108/02621710610670092.
Full textAbstract:
PurposeThis study seeks to identify the spatial relationships between the managerial roles within the integrated competing values framework (ICVF). The study also aims to identify the central role the integrator performs with its critical observing and reflective learning function.Design/methodology/approachThe current study investigated the spatial configuration of Quinn's original eight operational roles and Vilkinas and Cartan's ninth role to each other. A total of 100 middle managers participated in a 360° feedback program that sought responses from 928 of their “significant others”. Multiple discriminate scaling (MDS) was used to determine the spatial representation of the ICVF.FindingsThe results of the MDS found that the ICVF was a two‐dimensional, four‐quadrant model. However, one of the dimensions from the CVF, stability‐flexibility, was retitled to reflect more truly the roles that anchored this dimension. It was anchored by people‐task focus. The integrator, as predicted, was found to have a pivotal role for managers. In addition, three of the operational roles – producer, director and coordinator – combined to form a consolidated role called the “deliverer”.Research limitations/implicationsThe model needs to be further researched for gender and cultural differences. In addition, the spatial maps of effective and ineffective managers need to be compared.Practical implicationsThe paper assists managers to gain a clearer understanding of managerial roles, their interrelationships to each other and how to apply them more effectively. The paper would also be of value to those charged with the responsibility for the selection and development of managers.Originality/valueThis paper clarifies the relationship between the paradoxical roles in the ICVF. It also further develops our understanding of the role of the integrator with its critical self‐analysis and reflective learning capability and the central role it plays in the development of effective managers.
10
Riggs, Michael W., and Aaron W. Hughey. "Competing Values in the Culinary Arts and Hospitality Industry." Industry and Higher Education 25, no. 2 (2011): 109–18. http://dx.doi.org/10.5367/ihe.2011.0033.
Full textAbstract:
It is important that education and training programmes align with the needs of the professions they are designed to support. The culinary arts and hospitality industry is a vocational area that needs to be examined more closely to ensure that the skills and competencies taught are those that will actually be needed when students matriculate from career preparation programmes. This study compared the self-assessed leadership roles and managerial competencies of hospitality students and hospitality management professionals in employment. Using the Competing Values Framework (CVF) as a theoretical framework, eight leadership roles and 24 managerial competencies were examined in an effort to identify similarities and differences between the two groups. The authors found limited significant differences between the perceptions of the two groups; overall, the ranking of leadership roles and managerial competencies by the two populations were very similar. Implications for academic culinary arts and hospitality programmes are also presented, together with recommendations for future inquiry.
Dissertations / Theses on the topic "Competing Value Framework (CVF)"
1
Kokt, D., and der Merwe C. A. Van. "The impact of organisational culture on service delivery in a major private security company." Journal for New Generation Sciences, Vol 7, Issue 2: Central University of Technology, Free State, Bloemfontein, 2009. http://hdl.handle.net/11462/535.
Full textAbstract:
Published Article<br>In today's highly competitive business environment service delivery has become a key issue. Providing quality service could enhance an organisation's competitive advantage with beneficial financial implications. Service delivery requires the full cooperation and commitment of all the employees in the organisation, including management. The culture of the organisation supports this by eliciting a unified response from employees that supports the quality of service rendered to customers. In this regard the paper provides a statistical analysis of the impact of organisational culture on service delivery in a major South African private security company. Due to its applicability the Competing Values Framework (CVF) was instrumental in measuring the culture of the organisation and the award winning Baldrige Award Criteria in ascertaining its levels of service delivery.
2
Shahidi, Hooman. "Organizational culture and performance: Moderated mediation role of engagement and supervisor humor." Doctoral thesis, Università degli Studi di Palermo, 2019. http://hdl.handle.net/10447/338069.
Full textAbstract:
Although all public and private organizations, business owners and leaders around the globe constantly try to improve their organization’s performance, still many organizations and industries face a decline in their performance. Achieving target performance is not an easy task and organizations still struggle with this goal, as there are many factors involved. Human capital is one of the most important factors in the productivity of organizations. Employee performance is essentially the financial or nonfinancial outcome of employees, and it is directly associated with the performance and achievements of an organization. These are the people who spin the wheels of industries. But what makes employees to be more engaged and perform better? Keeping the employees motivated in this challenging environment is a big burden on department leaders and the organization as a whole.
Pervious scholars have identified the deficiencies in healthcare services. Although improving performance in the healthcare system is a universal attempt, none of the tools currently in use for improving performance in public health services is flawless.
Strategy, structure, leadership and organizational culture are known to be antecedents of performance. However, there is a lack of research that examines a comprehensive model encompassing all these variables and their influence on employee performance. As such, the current study proposes to investigate several options for improving employee performance. This study intends to use the competing value framework (CVF) of corporate culture . It is a complete framework that considers strategy, structure, and leadership. It also relates culture to performance.
One essential approach to developing performance management practices is to focus on promoting employee engagement as a driver of performance enhancement. Engaged employees typically perform better than others in the workplace. In general, affective and motivational constructs (job engagement, job involvement, job satisfaction, intrinsic motivation, and affective commitment) are shown to have an influence on employee performance and citizenship behavior.
II
A key element of organizational life is relationships. The interaction with the supervisors is vital for the employees in order to gain access to personal and social resources. It is likely that employees who have better interactions with their managers, show a higher level of commitment to the organization, which leads to improved performance and productivity. Therefore, this study intends to propose humor as a managerial tool that may improve relationships and communication between employees and managers. This in turn, would motivate employees to be more engaged and perform better.
Thus, the purpose of this study is to investigate the relationship between organizational culture and in-role and extra-role performance of employees through the mediating role of engagement. It also aims to show how supervisor humor might impact this relationship as a moderator.
The major findings of this study indicate that 1) All types of organizational culture (clan, adhocracy, market, and hierarchy) have correlation with employee engagement 2) Clan and adhocracy cultures have stronger relationships with employee engagement than the other two culture types 3) The different types of organizational culture have correlation with some components of in-role and extra-role performance 4) Employee engagement strongly mediates the relationship between organizational culture and in-role and extra-role performance 5) Supervisor humor moderates the relationship between organizational culture and engagement and also between organizational culture and in-role and extra-role performance.
The purpose of this study is to find out what kind of culture is dominant in public organizations, and how we can improve the engagement and performance of employees in different kinds of culture. Motivational drivers like fun and humor in the workplace have been taken for granted, despite the fact that humor is known as a managerial tool (Axtell Ray 1986), which can smooth communications, especially between leaders (supervisors) and employees. The quality of communication has strong correlation with team performance (Marlow et al. 2017). Therefore, we hypothesized that humor can act as a moderator between corporate culture and engagement and also between corporate culture and in-role and extra-role performance of employees. A comprehensive literature review was conducted as a background to form the hypotheses in this thesis.
III
We have expanded our hypotheses to the related literature in order to examine the relationships between our variables. After gathering N=316 usable questionnaires from public hospitals in Palermo, Italy, we managed to answer the research questions of the thesis. The results of our thesis confirmed the role of humor as a moderator for the engagement and performance of employees in different corporate cultures. The data analysis revealed that the association between corporate culture and engagement will increase if more of humorous communication exists between the supervisor and the supervisee, which proved the role of positive humor in the engagement and productivity of employees. Besides, it confirms that engagement mediates the association between the different elements of corporate culture and in-role and extra-role performance of employees.
These types of studies will help strategic managers to predict the trade-offs involved in selecting a dominant type of culture and its influence on employee engagement and performance.
By investigating the relationship between corporate culture and performance and the moderated mediation role of supervisor humor and engagement, this study illustrates how a managerial tool like humor can be used to improve the supervisor-supervisee relationship and thus create an environment that encourages higher engagement and consequently improved performance and organizational citizenship behavior of employees.
3
Heritage, Brody John. "Clarifying the relationship between culture and values and their impact on workplace satisfaction." Thesis, Curtin University, 2012. http://hdl.handle.net/20.500.11937/366.
Full textAbstract:
My research examines the measurement and properties of values and culture, specifically the integration of Finegan's (2000) four factor values model with Cameron and Quinn's (1999, 2006) Competing Values Framework (CVF). The aim of my research was to reduce the blurring between the constructs of values and culture which has led to ambiguities in both measurement and understanding, such that that the measurement of culture has become highly values-centric.Three hundred and twenty nine participants from Australian local government and private healthcare organizations were surveyed using a cross-sectional design with measures based on Cameron & Quinn’s (1999,2006) Organizational Culture Assessment Instrument and Finegan’s (2000) four factor values constructs, as well as measures of job satisfaction, organizational commitment and turnover intention. Examination of the differences and similarities between values predictors and holistic culture predictors with regards to a generalised measure of workplace outcomes (job satisfaction, organizational commitment, turnover intention) was conducted. Methodological comparisons between traditional hierarchical multiple regression analyses and multilevel modelling were conducted as part of this examination, to account for intra-organizational differences in workplace outcomes.Validation of the four factors of culture represented in the Organizational Culture Assessment Instrument (Cameron & Quinn, 1999; 2006) was broadly achieved for both individual and perceived organizational preferences data. Both individual and perceived organizational culture preferences significantly predicted organizational outcomes. Validation of the four factors of values based on Finegan's (2000) constructs was achieved, although solutions for individual preferences and perceived organizational preferences differed. Again, both individual and perceived organizational values preferences predicted organizational outcomes, as expected. Culture preferences, after accounting for values preferences, significantly predicted organizational outcomes for both individual preferences and perceived organizational preferences data. Perceived organizational preferences were considerably more representative of the variability in workplace outcomes in all analyses. Congruence testing using Edwards' (1994) methodology revealed congruence effects between Humanitarian values / Clan culture and Adherence to Convention values / Hierarchy culture preferences, reinforcing Schneider's (1987) Attraction-Selection-Attrition model predictions.While values and culture are entwined in the literature, my results demonstrated that values-centric explanation of organizational outcomes could not explain as much variability in organizational outcomes as a holistic interpretation of culture. As pointed out by Hofstede et al. (1990; 1998) previously, organizational practices add to the explanatory value of organizational culture. Accounting for intra-organizational differences in predicting organizational outcomes was also identified as important. Differences in specified models for values are possibly indicative of perceptual differences of values when applied to the self compared to values applied to the organization, which may warrant different measurement scales depending on how values are being applied. Congruence between Finegan's (2000) values factors and Cameron and Quinn's (1999; 2006) culture factors was noted, but it was not present between all values/factor pairings as originally predicted. A significant proportion of the variability in organizational outcomes could be explained by perceptions of organizational preferences alone. The results of the thesis indicate the importance of the management of employee perceptions of organization culture (including values) for employee wellbeing.
4
Anderson, Catrine, Francesca Schüldt, and Therese Åstrand. "Organisational culture’s influence on the integration of sustainability in SMEs : A multiple case study of the Jönköping region." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-39757.
Full textAbstract:
Background: Existing literature suggests research about sustainability and Small- and Medium Sized Enterprises (SMEs) to be limited. SMEs tend to have less resources than large companies and as a result of this sustainability integration may be challenging. Despite these resource restrictions, some SMEs still succeed in integrating sustainability. Some literature suggests that organisational culture could influence the integration of sustainability. Purpose: The purpose of this thesis is to investigate how organisational culture attributes influence the integration of sustainability in Swedish SMEs. Method: To fulfil the purpose of this thesis, a multiple case study consisting of six SMEs in the Jönköping region is performed. Qualitative semi-structured interviews are conducted with the manager and/or head of sustainability. Furthermore, structured interviews are conducted with managers and employees, in an attempt to gain insights into the values and cultural attributes of the organisational culture of the SME. Main Findings: The results reveal that an organisational culture which emphasises internal relationships, stability and goal-setting and planning seem to facilitate the integration of sustainability. SMEs with the attribute of valuing internal relationships are aided in the integration of sustainability through the existence of tightly knit groups that work together toward the long-term goal of integrating sustainability. The positive influence of stability stems from the fact that the attribute provides structure, economic stability, and a stable employee base. A high focus on goal-setting and planning may enable the integration of sustainability through providing clear missions and objectives which the company strives toward. Managerial Implications: This study urges three implications for managers of SMEs; 1. It provide managers with some understanding of how their organisational culture may affect sustainability integration. 2. It provide insight into the challenges companies may face as the result of lacking certain cultural attributes. 3. It provide indications of which attributes that could be beneficial to develop or incorporate into the organisational culture in order to aid the integration of sustainability.
5
Carvalho, Liza Fachin de. "Análise da cultura organizacional no gerenciamento de projetos." Universidade de São Paulo, 2015. http://www.teses.usp.br/teses/disponiveis/18/18156/tde-04012016-154049/.
Full textAbstract:
O gerenciamento de projetos de forma sistematizada vem se tornando essencial para todo tipo de organização, pois os mercados a cada dia tornam-se cada vez mais competitivos, os recursos mais escassos e os clientes muito mais exigentes. É possível observar isso com o número crescente de empresas que se associam ao Project Management Institute (PMI) - referência nas melhores práticas em gerenciamento de projetos - que desde o final de 2013 possui mais de 400.000 empresas associadas em todo o planeta. Tal tendência é natural, visto que as empresas necessitam se destacar nos negócios em um mercado cada vez mais dinâmico a fim de garantir a sua sobrevivência. De acordo com Gu et al. (2013), uma questão-chave na investigação de gerenciamento de projetos gira em torno de porquê alguns projetos são bem sucedidos, enquanto outros não. Esta questão levou os pesquisadores a explorar determinantes potenciais que possam levar ao sucesso ou fracasso de um projeto. Por exemplo, o Standish Group International (2009) encontrou uma taxa global de fracasso do projeto em torno de 72% nos EUA. É certo que a cultura organizacional exerce forte influência no sucesso dos projetos, mas seria possível diagnosticá-la para com isso melhor conduzir as equipes de projeto? Deste modo, o objetivo do presente estudo foi analisar a relação entre a cultura organizacional e o gerenciamento de projetos, utilizando-se para tanto dos modelos como o Competing Values Framework (CVF) e o Organizational Culture Assessment Instrument (OCAI). O emprego dos modelos se justifica por serem os mais utilizados na literatura em gestão organizacional, embora não tenham sido encontrados estudos empíricos que os utilize no contexto brasileiro em gerenciamento de projetos. O método utilizado para obtenção do perfil cultural dominante para o sucesso em gerenciamento de projetos foi survey, na qual o modelo OCAI foi adaptado e destinado para gerentes e membros de equipe de projetos. Observou-se através da análise dos dados, que a cultura de clã foi a que apresentou forte influência para o sucesso no gerenciamento de projetos de acordo com a percepção dos respondentes da survey. É importante ressaltar que não há um perfil de cultura melhor que o outro, portanto, a cultura de gerenciamento de projetos obtida é apenas o diagnóstico de uma cultura organizacional que poderá permitir a obtenção de um desempenho superior, ou seja, sucesso no atendimento de escopo, qualidade, custo e prazo. Discute-se para estudos futuros a importância de se empregar respondentes de diferentes estados do Brasil e ainda de outros países, buscando estabelecer que não existam influências de outros fatores culturais regionais na percepção dos respondentes.<br>Project management in a systematic manner has become essential for any type of organization, because the markets every day become increasingly competitive, scarce resources and more demanding customers. You can see this with the growing number of companies that are associated with the Project Management Institute (PMI) - reference the best practices in project management - which since late 2013 has more than 400,000 affiliates around the world. This tendency is natural, since companies need to stand out in business in an increasingly dynamic market in order to ensure their survival. According to Gu et al. (2013), a key issue in project management research centers on why some projects are successful while others do not. This question led the researchers to explore potential determinants that can lead to success or failure of a project. For example, the Standish Group International (2009) found an overall rate of failure of the project around 72% in the US. Admittedly, the organizational culture has a strong influence on the success of the projects, but it would be possible to diagnose it for it better lead project teams? Thus, the aim of this study is to analyze the relationship between organizational culture and project management, using for both models like the Competing Values Framework (CVF) and the Organizational Culture Assessment Instrument (OCAI). The use of models is justified because they are the most used in the literature on organizational management, although we did not find empirical studies that use them in the Brazilian context in project management. The method used to obtain the dominant cultural profile for success in project management was the survey, in which the OCAI model was adapted and designed for managers and project team members. It was observed by analyzing the data, the clan culture showed the strong influence for success in project management according to the perception of the survey respondents. Importantly, there is a better culture profile than the other, so the obtained project management culture is only the diagnosis of an organizational culture that may allow obtaining superior performance, ie success in scope of service, quality, cost and schedule. It is argued for further study the importance of employing respondents from different states of Brazil and even from other countries, seeking to establish that there are no influences from other regional cultural factors in the perception of respondents.
6
Routh, Pallav. "A Framework for Estimating Customer Worth Under Competing Risks." Bowling Green State University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1525688483331787.
Full text
7
Erixal, Camilla, and Helene Palmqvist. "Skilda organisationskulturers påverkan vid affärssystemsimplementationer : En kvalitativ studie om skilda organisationskulturer på ett internationellt företag." Thesis, Högskolan i Halmstad, Akademin för informationsteknologi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-40729.
Full textAbstract:
Allt fler organisationer eftersträvar enhetliga arbetssätt och försöker att uppnå detta genom användandet av affärssystem. Affärssystemsimplementationer är komplexa och tidskrävande projekt och kan försvåras på grund av organisationskultur som betraktas som en kritisk faktor. När organisationer expanderar över landsgränser uppstår utmaningen med att skapa enhetliga arbetssätt trots skilda rådande kulturer, vilket leder fram till frågeställningen: ”Hur påverkar skilda organisationskulturer affärssystemsimplementationer i internationella organisationer?“. Denna studie baseras på intervjuer med anställda på ett internationellt företag som vid tillfället höll på att implementera ett nytt affärssystem i syfte att uppnå enhetliga arbetssätt. Diskursanalys användes för att analysera respondenternas tal med utgångspunkt från de fyra kulturtyperna i Competing Values Framework (CVF) för att identifiera hur kulturella skillnader och likheter påverkar affärssystemsimplementationen i en internationell organisation. Studien resulterar i att skilda organisationskulturer både underlättar och försvårar affärssystemsimplementationen. En av slutsatserna är att skilda organisationskulturer kan påverka tiden för en affärssystemsimplementation beroende på vilken typ av organisationskultur som avdelningen har.<br>Organizations today strive to achieve common work ways and try to do so by using enterprise resource planning systems (ERP). ERP-implementations are complex and time-consuming projects and can be affected by organizational culture which is seen as a critical factor. However, when organizations choose to expand to other countries the challenge to create common work ways is faced due to different cultures which concludes in the question:”How does different organizational cultures affect ERP-implementations in international organizations?“. This study is based on interviews in an international company, who by the time, was implementing a new ERP-system with the purpose to create common work ways. Discourse analysis was used to analyze the informant’s answers through the four types of culture in Competing Values Framework (CVF) to identify how the cultural similarities and differences affect ERP-implementation in an international organization. This study shows that organizational culture both simplifies and complicates the ERP-implementation. One of the conclusions is that the ERP-implementation might affect the time needed for a ERPimplmentation depending on which organizational culture the department has.
8
Zhakata, Norwell. "Control, value, sense and system : dimensions of hierarchy in selected knowledge management theories." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/86231.
Full textAbstract:
Thesis (MPhil)--Stellenbosch University, 2014.<br>ENGLISH ABSTRACT: Knowledge management is an organisational science field that is viewed by many as a
panacea to the challenge of successfully managing knowledge intensive organisations.
Knowledge management is marked by a clear departure from traditional management
thinking that viewed the ideal organisation as a bureaucracy with a clear hierarchical
structure. Much of this has been the natural result of advances in information
technology making new ways of working possible, but frequently, flatter structures are
advocated on the assumption that knowledge work is necessarily stifled in hierarchical
structures.
The thesis sets out to show that whilst this assumption might be true, it can also be
ideological if based on a naive conception of hierarchy and organisation. This is done by
describing various notions of hierarchy that go beyond the pure bureaucratic form.
Thereafter it is demonstrated that these more nuanced notions of hierarchy lie at the core
of some of the foundational knowledge management theories.
The first chapter gives an overview of management thinking; connecting and
contrasting scientific management with knowledge management. The case is made for
why many assume that knowledge management is inherently anti-hierarchical.
The second chapter describes the various notions of hierarchy by tracing the historical
origins of the word and exploring how it has found multiple meanings in the context of
society and organisations. Four prominent usage contexts of the notion of hierarchy
emerge. The first usage is that of control where hierarchy refers to bureaucracies. The
second usage examines the use of hierarchy in identifying various organisational
cultures (Markets, Clans, Adhocracies and Hierarchies). The third usage applies to
organisation sensemaking levels. The fourth usage refers to the use of hierarchy as it
applies to organisations as the coupling of systems and subsystems. In the third chapter it is demonstrated to what extent each of these notions of hierarchy
informs selected mainstream knowledge management theories. It is argued that there are
multiple contexts in which the notion of hierarchy can be used and observed in
knowledge management thinking.
The fourth chapter concludes by restating the multiple meanings of organisational hierarchy and discussing the implications for knowledge management. The thesis comes
to the conclusion that the notion of hierarchy is readily acknowledged and used in
knowledge management thinking, albeit in different contexts and in more nuanced ways
than merely as control. What is needed is to take these various contexts into account
before a claim can be made that hierarchy is bad or good for knowledge management. A
better conceptualisation of what is meant by hierarchy shows that such blanket claims
are neither accurate nor instructive.<br>AFRIKAANSE OPSOMMING: Kennisbestuur is 'n veld in organisasiestudies wat deur baie mense gesien word as die
oplossing vir die bestuursprobleem van kennis-intensiewe organisasies. Kennisbestuur
word gekenmerk deur 'n duidelike afwyking van die tradisionele bestuursdenke wat die
ideale organisasie sien as 'n burokrasie met 'n duidelik hierargiese struktuur. Hierdie
afwyking is waarskynlik die natuurlike resultaat van voortuitgang in informasietegnologie
wat nuwe maniere van werk moontlik maak, maar soms word platter
strukture bepleit op die basis van die aanname dat kenniswerk in beginsel deur
hierargiese strukture benadeel word.
Die tesis probeer wys dat alhoewel so 'n aanname wel waar kan wees, dit ook ideologies
kan wees, veral wanneer gebaseer op 'n naïewe verstaan van hierargie en organisering.
Dit word gedoen deur verskeie vorme van hierargie, wat verfynings van die
burokratiese vorm is, te beskryf en daarna te demonstreer hoedat hierdie meer
genuanseerde konsepsies van hierargie baie van die hoofstroom kennisbestuursteorieë
informeer.
Die eerste hoofstuk gee 'n oorsig van bestuursdenke vanaf wetenskaplike bestuur tot
kennisbestuur. 'n Argument word gevoer oor hoekom baie mense aanvaar dat
kennisbestuur in wese anti-hierargies is. Die tweede hoofstuk beskryf die verskeie vorme van hierargie deur die geskiedkundige
oorsprong van die woord na te spoor en te wys op die vele maniere waarop dit neerslag
gevind het in die samelewing en spesifiek in organisasies. Vier prominente
gebruikskontekste word geïdentifiseer. Die eerste verwys na hierargie as kontrole in
burokrasieë. Die tweede ondersoek die uitbreiding van hieragie as 'n manier om
verskillende organisatoriese kulture te identifiseer (Markte, Klans, Adhokrasieë en
Hierargieë). Die derde gebruikskonteks het te make met vlakke van organisatoriese
singewing. Die vierdie konteks verwys na die gebruik van hierargie in die koppeling
van sisteme en hulle subsisteme soos dit in organisasie-denke neerslag vind.
Die derde hoofstuk demonstreer tot watter mate elkeen van hierdie gebruikskontekste
geselekteerde hoofstroom kennisbestuursteorieë onderlê. Daar word geargumenteer dat daar 'n veelvoud van kontekste is waarbinne hierargie in kennisbestuur gebruik en
waargeneem kan word.
Die vierde hoofstuk sluit af deur die verskeie betekenisse van hierargie op te som en die
implikasies vir kennisbestuur uit te stippel. Die tesis kom tot die slotsom dat hierargie in
kennisbestuur erken en gebruik word, alhoewel in verskeie kontekste en in meer
genuanseerde vorme as eenvoudige burokratiese kontrole. Wat nodig is, is om hierdie
verskeie kontekste in ag te neem voordat afdoende antwoorde gewaag kan word of
hierargie goed of sleg is vir die bestuur van kennis. 'n Beter konseptualisering van wat
met hierargie bedoel word wys dat afdoende antwoorde in die verband waarskynlik
onakkuraat is.
9
Andrén, Sebastian, and Mohamad Sahyouni. "Exploring the Impact of the Project Management Office on Project Performance, A Quantitative Study." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-18487.
Full textAbstract:
Purpose - The purpose of this study is to explore the relationship between the establishment of a Project Management Office and project performance. Particularly, whether or not the establishment of a Project Management Office leads to enhanced project performance in project based organizations. Framework - The framework developed for the purpose of this study is made out of the different categories of Project Management Office services and functions on the one side and the different dimensions of project performance on the other. The model created tests the individual relationships between the constructs on each side. Methodology- The study employs a quantitative research design. Project Management Offices in organizations from across the globe and operating in a range of industries and industry segments are investigated. The data for the study is collected using an online questionnaire. Findings - The findings of this study lead to the belief that the establishment of a Project Management Office and the implementation of a certain set of its services and function will indeed lead to enhanced project performance Managerial Implications - Managers are made aware of the impact of the Project Management Office on project performance. Moreover, they are given guidelines as to what services and functions to adopt if there were only interested in seeing results on the project level. Limitations - The approach to exploring the subject in hand, the choice of participating organizations, the size of the sample tested, and the framework chosen for the evaluation of project performance are all seen as limitations for this study.
10
Wei, Hsu-Yang, and 韋旭陽. "Effect of Competing Value Framework Regarding Leadership Style on Design Organizational Culture and Effectiveness." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/32919054328928090843.
Full textAbstract:
碩士<br>國立臺灣科技大學<br>設計研究所<br>100<br>The purpose of this study is to understand a design organization in which how a design leader influences his/her organizational culture and effectiveness. This research study further explores the relationship among leadership style, organizational culture, and organizational effectiveness in a design organization based on competing value framework.
By approaching to the goal of this study, the research process adopts both literature review and survey study. The survey study is based on theoretical foundation and has established "competitive value framework leadership style scale", "culture scale of a design organization", and "effectiveness scale of a design organization" for investigation purpose.
The participants in this study were selected from the designers working in Taiwan design organizations. A total of 200 surveys were given out and there were 117 returned. Among them, 110 copies are valid. After analysis, the findings of this study were described as follows:
1. The leadership style in Taiwan design organizations currently are "producer" and "broker" type, and few organization leader belongs to "mentor" type.
2. From the designers’ perception, most of the design organizations belong to "consensus-culture" which is oriented by the perception of belonging and recognition, and few design organizations are “rational-culture” which is productivity-oriented.
3. Also from the designers’ perception, the patterns of design organizational effectiveness are "supported growth" and "condensation morale", rather than "stability control."
4. In a design organization, the relationship between its leadership style and its organizational culture are moderate positive correlation. The leadership style and organizational effectiveness have high positive correlation. The organizational culture and organizational effectiveness also have high positive correlation.
5. The inference of prediction shows that a leadership style with “coordinator” or “innovator” are positive for promoting organizational culture in many perspectives.
6. The inference of prediction shows that a leadership style with “mentor”, “overseer”, “guidance”, and “innovator” are positive for promoting organizational effectiveness in many perspectives.
Book chapters on the topic "Competing Value Framework (CVF)"
1
Pal, Kamalendu. "A Case Study of Knowledge Management and Organizational Culture in an Undergraduate Software Development Team Project." In Contemporary Challenges for Agile Project Management. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-7872-8.ch013.
Full textAbstract:
People work in software development projects to bundle the human resources and use the systematic approach to share system development knowledge. One can view knowledge as personalized related to facts, procedures, concepts, interpretations, ideas, and judgments. This way, knowledge is the outcome of the cognitive processing of information. Knowledge can be transferred from a source to a receiver. The collaborative knowledge-sharing mechanism is known as knowledge management (KM) in the software industry. The software developers can communicate with, learn from, and solve problems with other participating team members. The organizational culture is an essential factor in knowledge management success since it influences how team members learn and share knowledge. This chapter presents a case study that aimed to compare, in practice, the relationship between the KM cycle (SECI – socialization, externalization, combination, and internalization model) and the organizational culture through the competing values framework (CVF).
2
Lee, CKM, Ng Wenwei Benjamin, and Shaligram Pokharel. "Managing Uncertain Inventory in Supply Chain with Neural Network and Radio Frequency Identification (RFID)." In Supply Chain Innovation for Competing in Highly Dynamic Markets. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-60960-585-8.ch010.
Full textAbstract:
Demand uncertainty leads to fluctuations in inventory position at each echelon of a supply chain causing bullwhip effect, which can lead to significant cost and loss of efficiency and waste of resources. One of the aspects that can reduce potential bullwhip effect is the sharing of real time information for which the recently mass produced Radio Frequency Identification (RFID) can be of great value. The use of RFID technology can also help in increasing the visibility of the flow of goods and material, keeping track of the location and quantity at each distribution centre and warehouses. This will also help in the periodic and near real time optimization of inventory level of goods and material. The data collected with RFID can be analysed in artificial Neural Network (NN) to forecast the future demand. In this chapter, a framework is proposed by combining RFID with artificial neural network so that lean logistics can be realized in the supply chain.
3
Valdini, Melody E. "The Calculation of Women’s Inclusion." In The Inclusion Calculation. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190936198.003.0002.
Full textAbstract:
Chapter 2 offers a new approach to understanding the conditions under which women are included in the political sphere. It presents a conceptual framework of the competing individual and partisan motivations that male rational opportunists face when making candidate selection decisions, referred to as the “inclusion calculation.” This is a calculation of the likely costs and benefits of women’s increased presence in the party under various institutional, political, and social conditions. In addition, it argues that under conditions of declining party or government legitimacy, citizens are not only updating their beliefs on women’s roles but are also temporarily changing their understanding of the ideal leader. This brings new value to the stereotypes traditionally associated with women which, as is explained, temporarily increases the value of women’s inclusion in the eyes of the elite.
4
Cheng, Philip Y. K. "Customer Perceived Values and Consumer Decisions." In Handbook of Research on Retailer-Consumer Relationship Development. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6074-8.ch001.
Full textAbstract:
Building on findings from previous research on dimensions of Consumer Perceived Values (CPVs), an Integrated Consumer Perceived Value Model comprising utilitarian, hedonic, and social values is proposed to explain observed consumer decisions (viz. purchase or do not purchase), and to provide new frontiers for consumer behaviour research. The distinguishing if not innovative features of the proposed model are: (1) it provides a framework to investigate the competing, complementary, and compensating effects of the CPV dimensions; (2) it distinguishes the CPV dimensions that affect consumer decisions specifically and those that affect consumer decisions homogeneously; and (3) while some CPVs are generated and interact serially, other CPVs could be generated and interact in parallel.
5
Toh, Seong-Yuen. "(Re)constructing Leadership." In Leadership and Followership in an Organizational Change Context. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-2807-5.ch002.
Full textAbstract:
This chapter elucidates Keith Grint's model of leadership as a viable dynamic option in our complex world. By locating the model within a social constructionist frame, this chapter demonstrates how far we have come in the evolving stream of leadership research. Seven main characteristics of the Grint's model of leadership are discussed to demonstrate how the model can help us to understand wicked problems, such as the COVID-19 pandemic in Malaysia. The author also identifies two weaknesses of Grint's model: (1) organisational culture and (2) followership. Lastly, to address the two weaknesses, the author proposes an integrated model of leadership that combines the understanding of an adhocracy culture based on the competing value framework and Kelly's effective followership model. In conclusion, the integrative framework of leadership offers leadership researchers a model with more explanatory power in understanding the leadership phenomenon within the social constructionist supposition.
6
Xu, Fang. "Developing an Integral Approach for Chinese Design Education." In Design Education for Fostering Creativity and Innovation in China. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-0911-0.ch003.
Full textAbstract:
Developing Chinese Design Education (CDE) with Chinese characteristics is an old but unending topic that has been discussed in the field of design education in P. R. China for many years. The debate has been constrained by different attitudes towards the nature of design, diverse interpretations of the Chinese cultural tradition and varied perceptions of the role of education. The future development of CDE is eager for new attitude, thinking and approach to rebuild its culture and value system. This article develops a comprehensive framework through redefining the meanings of CDE, applying the principles of spatio-temporal measurement and ADAL model of Integral Theory. This integral approach based on the newly established framework provides a pragmatic and collective method for CDE, not only from a strategic height to simultaneously understand multiple, competing theories and ideas, but also from tactical operational level to holistically manage different perspectives and practical solutions.
7
Biloslavo, Roberto, and Mojca Prevodnik. "Impact of Organizational Culture on Knowledge Management in Higher Education." In Information Resources Management. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-965-1.ch418.
Full textAbstract:
Knowledge management is a set of purposeful activities led by management in order to enable and support generation, storage, transfer and application of knowledge within an organization so as to create value and improve the organization’s effectiveness. The effectiveness of these activities is in a large part dependent on organizational culture, which can support or impede the two-way social process of learning and knowledge sharing between individuals, groups, organizations, and artifacts. This chapter discusses the fundamentals of organizational culture and knowledge management, their definitions, components, and processes. Specifically, the study presented is focused on how different types of organizational culture, as defined by the competing values framework, might be related to the iterative processes of knowledge generation, storage, transfer, and application in higher education.
8
Anderson, Miranda, Michael Wheeler, and Mark Sprevak. "Distributed Cognition and the Humanities." In Distributed Cognition in Medieval and Renaissance Culture. Edinburgh University Press, 2019. http://dx.doi.org/10.3366/edinburgh/9781474438131.003.0001.
Full textAbstract:
The general introduction, which is replicated across all four volumes, aims to orientate readers unfamiliar with this area of research. It provides an overview of the different approaches within the distributed cognition framework and discussion of the value of a distributed cognitive approach to the humanities. A distributed cognitive approach recognises that cognition is brain, body and world based. Distributed cognition is a methodological approach and a way of understanding the actual nature of cognition. The first section provides an overview of the various competing and sometimes conflicting theories that make up the distributed cognition framework and which are also collectively known as 4E cognition: embodied, embedded, extended and enactive cognition. The second section examines the ways in which humanities topics and methodologies are compatible with, placed in question or revitalised by new insights from philosophy of mind and the cognitive sciences on the distributed nature of cognition, and considers what the arts and humanities, in turn, offer to philosophy and cognitive science.
9
Anderson, Miranda, Michael Wheeler, and Mark Sprevak. "Distributed Cognition and the Humanities." In Distributed Cognition in Victorian Culture and Modernism. Edinburgh University Press, 2020. http://dx.doi.org/10.3366/edinburgh/9781474442244.003.0001.
Full textAbstract:
The general introduction, which is replicated across all four volumes, aims to orientate readers unfamiliar with this area of research. It provides an overview of the different approaches within the distributed cognition framework and discussion of the value of a distributed cognitive approach to the humanities. A distributed cognitive approach recognises that cognition is brain, body and world based. Distributed cognition is a methodological approach and a way of understanding the actual nature of cognition. The first section provides an overview of the various competing and sometimes conflicting theories that make up the distributed cognition framework and which are also collectively known as 4E cognition: embodied, embedded, extended and enactive cognition. The second section examines the ways in which humanities topics and methodologies are compatible with, placed in question or revitalised by new insights from philosophy of mind and the cognitive sciences on the distributed nature of cognition, and considers what the arts and humanities, in turn, offer to philosophy and cognitive science.
10
Anderson, Miranda, Michael Wheeler, and Mark Sprevak. "Distributed Cognition and the Humanities." In Distributed Cognition in Enlightenment and Romantic Culture. Edinburgh University Press, 2019. http://dx.doi.org/10.3366/edinburgh/9781474442282.003.0001.
Full textAbstract:
The general introduction, which is replicated across all four volumes, aims to orientate readers unfamiliar with this area of research. It provides an overview of the different approaches within the distributed cognition framework and discussion of the value of a distributed cognitive approach to the humanities. A distributed cognitive approach recognises that cognition is brain, body and world based. Distributed cognition is a methodological approach and a way of understanding the actual nature of cognition. The first section provides an overview of the various competing and sometimes conflicting theories that make up the distributed cognition framework and which are also collectively known as 4E cognition: embodied, embedded, extended and enactive cognition. The second section examines the ways in which humanities topics and methodologies are compatible with, placed in question or revitalised by new insights from philosophy of mind and the cognitive sciences on the distributed nature of cognition, and considers what the arts and humanities, in turn, offer to philosophy and cognitive science.
Conference papers on the topic "Competing Value Framework (CVF)"
1
Nagayoshi, S., and J. Nakamura. "Visualize Organizational Perception of Core Value in the Company: An Experiment Employing Multi-dimensional Scaling and the Competing Value Framework." In 2018 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2018. http://dx.doi.org/10.1109/ieem.2018.8607512.
Full text
2
Zeng, Y., S. Ryu, C. G. Chaney, et al. "Finding the Right Concept Via a Decision Quality Framework with Rapid Generation of Multiple Deepwater Conceptual Alternatives." In SPE Annual Technical Conference and Exhibition. SPE, 2022. http://dx.doi.org/10.2118/210288-ms.
Full textAbstract:
Abstract The key to finding the highest-value concept in deepwater full-field development is by making high-quality decisions during the Concept Select stage of a project. One of the critical elements to achieve this is by considering a broad range of conceptual alternatives and evaluating them rapidly, providing timely feedback, and facilitating an exploratory learning process. However, concept-select decisions are challenged by competing objectives, significant uncertainties, and many possible concepts. Further, deepwater full-field developments require strong connectivity and interfaces across multiple disciplines, which include reservoir, wells, drilling, flow assurance, subsea, flowlines, risers, topsides, metocean, geotechnical, marine, costing, and project economics. Key challenges to the current methodology include a lack of capacity to consider multiple concepts, slow evaluation turn-around for each concept generated, continuous evaluation and revisions with new data and information, lack of ability to integrate processes across multiple disciplines, and poor risk management driven by technical/commercial uncertainties and unavailable data. This paper addresses these challenges by combining concepts from the Decision Quality (DQ) framework and FLOCO® (Field Layout Concept Optimizer), which is a metaheuristic model-based system-engineering software, to efficiently identify the highest value field development concepts among several possible alternatives. This novel approach applies a new framework to an offshore deepwater full-field development. Specifically, we explore the trade-space, evaluate the trade-offs between risk and reward, perform integrated techno-economic analysis, and identify the best concepts. Key outputs are the identification of development concepts that meet the given constraints and functional requirements for further optimization, while eliminating those that do not meet such requirements. The results demonstrate that the challenges in the current Concept Select phase can be simplified and that the proposed approach offers a quick, logical, and insightful means of selecting the highest-value concept. The case study demonstrates that the proposed improvement to the concept-select stage of deepwater full-field development process can lead to significantly improved project economics, as it fully explores the decision-space, key uncertainties, multiple technically feasible concepts, and key performance indicators such as net present value (NPV) and capital expenditures (CAPEX). This paper addresses the development of economic oil and gas projects through decision making enhanced by rapid digital prototyping and analysis. The integration of Decision Quality methodologies with systems-engineering decision-support tools is novel and is likely to become more important as the industry explores and develops more complicated targets in the future.
3
Khan, Osama Hasan, Samad Ali, Mohamed Ahmed Elfeel, Shripad Biniwale, and Rashmin Dandekar. "Integrated Field Management System for LNG Assets: Maximizing Asset Value Through Representative End-To-End Modeling." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205969-ms.
Full textAbstract:
Abstract Effective asset-level decision-making relies on a sound understanding of the complex sub-components of the hydrocarbon production system, their interactions, along with an overarching evaluation of the asset's economic performance under different operational strategies. This is especially true for the LNG upstream production system, from the reservoir to the LNG export facility, due to the complex constraints imposed by the gas processing and liquefaction plant. The evolution of the production characteristics over the asset lifetime poses a challenge to the continued and efficient operation of the LNG facility. To ensure a competitive landed LNG cost for the customer, the economics of the production system must be optimized, particularly the liquefaction costs which form the bulk of the operating expenditure of the LNG supply chain. Forecasting and optimizing the production of natural gas liquids helps improve the asset economics. The risks due to demand uncertainty must also be assessed when comparing development alternatives. This paper describes the application of a comprehensive field management framework that can create an integrated virtual asset by coupling reservoir, wells, network, facilities, and economics models and provides an advisory system for efficient asset management. In continuation of previously published work (Khan, Ali, Elfeel, Biniwale, & Dandekar, 2020), this paper focuses on the integration of a steady-state process simulation model that provides high-fidelity thermo-physical property prediction to represent the gas treatment and LNG plant operation. This is accomplished through the Python-enabled extensibility and generic capability of the field management system. This is demonstrated on a complex LNG asset that is fed by sour gas of varying compositions from multiple reservoirs. An asset wide economics model is also incorporated in the integrated model to assess the economic performance and viability of competing strategies. The impact of changes to the wells and production network system on LNG plant operation is analyzed along with the long-term evolution of the inlet stream specifications. The end-to-end integration enables component tracking throughout the flowing system over time which is useful for contractual and environmental compliance. Integrated economics captures costs at all levels and enables the comparison of development alternatives. Flexible integration of the dedicated domain models reveals interactions that can be otherwise overlooked. The ability of the integrated field management system to allow the modeling of the sub-systems at the ‘right’ level of fidelity makes the solution versatile and adaptable. In addition, the integration of economics enables the maximization of total asset value by improving decision making.
4
Ranawat, Arjun, and Katja Ho¨ltta¨-Otto. "Four Dimensions of Design Similarity." In ASME 2009 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2009. http://dx.doi.org/10.1115/detc2009-87085.
Full textAbstract:
To benefit from the value of a brand, a product family must have a coherent product family look. It is however not clear, what in the design contributes toward the coherence or similarity between the products. In this work, a product family identity is broken down into its basic design elements. The contribution of each of these basic design elements toward similarity is investigated. We present a framework of design elements in four dimensions. Examples of these design elements include color, texture, shape, and form. The contribution of these design elements toward the perceived product similarity is investigated. A two phased factorial analysis was performed. The first phase involved simplified shapes consisting of five design elements in the first two dimensions. In the second phase, a similar survey was repeated using images of real products. A survey of product pairs was given to a total of 52 participants. The results show that using the same shape, texture, color, and pattern has a significant effect on making a product pair seem similar to one another. The results will help a designer to design product families that have a coherent product family look but yet look clearly different from the competing brands.
5
HOGEFORSTER, Max, Melanie HENKE, Melanie MESLOH, and Monika ZAJKOWSKA. "RECENT DEVELOPMENTS AND CHALLENGES OF CUSTOMER-BASED INNOVATION THROUGH DIGITAL TOOLS IN SMEs." In International Scientific Conference „Contemporary Issues in Business, Management and Economics Engineering". Vilnius Gediminas Technical University, 2021. http://dx.doi.org/10.3846/cibmee.2021.634.
Full textAbstract:
Purpose – the purpose of this paper is to map out the current state of customer-based innovation through digital tools in small and medium-sized enterprises (SMEs), highlighting advantages but also challenges, tools, methods and procedures involved. Research methodology – a twofold methodology comprising desk research and literature review is drawn upon. Findings – the authors conclude that customer-based innovation can be crucial for the success and resilience of SMEs and thus, the European economy. In order to provide SMEs with practical advice, further empirical research on the use of digital tools for customer-based innovation in SMEs is needed. Research limitations – this research paper is limited to a theoretical scope and serves as a preparatory research for quantitative and qualitative surveys that will be run in various EU countries after the publication of this paper. Practical implications – this research paper is relevant for SME managers, advisors and researchers that are interested in digital customer-based innovation in companies. Based on the theoretical framework provided in this paper, concrete training and education measures in the field will be developed. Originality/Value – the assessment of feasible customer-based innovation measures in SMEs is crucial in order to se-cure their competitiveness and productivity, especially for companies in north-eastern Europe that are competing with low-wage countries. Based on this paper, further concrete empirical research, training and education measures will be developed.
6
Mehmeti, Albulena. "IMPACT OF MOTIVATION AND JOB SATISFACTION ON EMPLOYEE PERFORMANCE." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0036.
Full textAbstract:
The majority of organizations are competing to survive in volatile and fierce market environment, especially these days when the Covid 19 has collapsed most businesses. The essential tools for organizational success in the long run are motivation and job satisfaction on employee performance. There is a strong positive relationship between motivation, job satisfaction and organizational effectiveness. One of the main aspects of management is the measurement of employee satisfaction. The role of the manager is to continuously work towards aligning the aspirations of the employee with the goals of the organizations. The aim of this paper is to analyze the drivers of motivation and job satisfaction towards higher level of employee performance. The objective of the present paper is to focus on the relationship between motivation and job satisfaction and its overall impact on employee’s performance. The theoretical framework of this research includes the concepts of motivation, job satisfaction, and employee’s performance. The empirical component of this research and questionnaire were modeled accordingly. Furthermore, the questionnaire included parts where the questions regarding employee expectations, work environment and job organization were asked, while the analysis of the results of the survey was carried out with the SPSS statistical package. The study examines the value and impact of motivation and job satisfaction on employee performance. A sample of 460 employees from public and private sector was surveyed and empirical analysis showed that motivation and job satisfaction directly impact employee performance.
Reports on the topic "Competing Value Framework (CVF)"
1
Walker, Philip. Library Impact Practice Brief: Assessing Library Information Services and Demonstrating Value through the Tailored Design Method. Association of Research Libraries, 2022. http://dx.doi.org/10.29242/report.vanderbilt2022.
Full textAbstract:
Demonstrating the value of a biomedical library can be a daunting and somewhat ineffective task. The current literature base contains many articles attempting to achieve this goal by analyzing the collections through resource usage and citation analysis. However, with competing budgets across university campuses, it has become essential to investigate and develop methods in which libraries can correlate collections and services as it relates to their role as a partner across the scholarly, education, and service missions of our institutions. This practice brief discusses various methods and strategies in which the Annette and Irwin Eskind Family Biomedical Library and Learning Center sought to identify, compile, analyze, and disseminate relevant data to demonstrate its impact or added value to the research enterprise at Vanderbilt University and Vanderbilt University Medical Center. This work was done as part of the library’s participation in the ARL Research Library Impact Framework initiative.
2
Fernández-Cerezo, Alejandro, Enrique Moral-Benito, and Javier Quintana. A production network model for the Spanish economy with an application to the impact of NGEU funds. Banco de España, 2023. http://dx.doi.org/10.53479/27333.
Full textAbstract:
This paper introduces a sectoral model for the Spanish economy that allows a better understanding of the propagation of sector-specific shocks taking into account different network interdependencies. In particular, the model features sector interactions along several dimensions in an open economy setting, either in the provision of intermediate inputs and capital goods or competing in the labour market. This framework is flexible enough to provide insights into the effect of several policy-relevant shocks, such as global value chain bottlenecks, increases in production costs in energy-intensive sectors or large public investment programmes. In order to illustrate the role of such sectoral interactions, we consider a sectorisation of Next Generation EU (NGEU) funds based on Spain’s Recovery, Transformation and Resilience Plan (RTRP) which will mobilize €69.5 bn in grants. According to our findings, the average impact over a 5-year horizon is 1.15% of GDP if we consider only the direct effect of the investment programmes and expenditure plans, but it increases to 1.75% if we take into account the increase in the productive capacity of certain sectors and its propagation through the production network. Moreover, the resulting expansion is particularly strong in sectors highly dependent on high-skilled labour, such as IT and professional services, which might lead to shortages of high-skilled workers, reducing the aggregate impact on GDP by 25%.