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Journal articles on the topic 'Organisational strategy'
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1
Saha, Nibedita. "Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?" New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.
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This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.
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Oyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, James Olabode Bamidele Rotimi, and Richard Ajayi Jimoh. "Relationship between competitive strategy and construction organisation performance." Management Decision 54, no. 9 (2016): 2340–66. http://dx.doi.org/10.1108/md-01-2016-0040.
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Purpose The purpose of this paper is to examine the possible moderating role of organisational characteristics (organisational structure, management style and decision-making style) in the relationship between strategy and organisational performance among large construction organisations in South Africa. Design/methodology/approach The study adopted a quantitative research approach using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using hierarchical multiple regression, the paper examines the relationship between the constructs discussed in the study. Findings The internal characteristics of the organisation form the vital basis for achieving optimal performance. The results obtained from the analysis revealed that decision-making style directly influences the measure of organisational effectiveness, while it could also be inferred that organisational characteristics partly moderate the relationship between competitive strategy and organisational performance. The findings indicate that internal characteristics is one of the means through which organisational strategic factors and contextual aspects are organised to achieve greater organisational performance levels. Originality/value The findings have theoretical implications for strategic management literature in construction as it extends the scope of research on strategic management from assessing a set of individual management practices to evaluating a complex mechanism that connects internal characteristics and competitive advantage. It is believed that this study will contribute positively to the role of organisational characteristics in the competitive strategy-performance relationships in large construction organisations in South Africa and to the ongoing discussion on emerging strategic management issues in construction.
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Twum-Darko, Michael, and Tiko Iyamu. "Politicking information technology strategy in organisations: A case study of a selected organisation in South Africa." Journal of Governance and Regulation 4, no. 3 (2015): 107–14. http://dx.doi.org/10.22495/jgr_v4_i3_c1_p2.
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The paper discusses the impact of organisational polities on IT strategy formulation and implementation in an organisation. The objective is to determine the extent of organisational polities on strategy implementation in an organisation. The paper considered the interplay between stakeholders in influencing IT strategy formulation and implementation in an organisation as a socially constructed phenomenon. Thus, the phenomenon can be interpreted and understood by using social theories such Structuration Theory. Hence the paper adopted ANT as a lens through which to understand and interpret the sociotechnical processes associated with IT strategy formulation and implementation in an organisation. Through IT strategy, many organisations attempt to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the organisational strategy. It is therefore arguable that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is formulated and articulated. What is missing though, is less attention to the implementation of it. Using interpretive research philosophy and employing semi-structured interviews as data collection instrument, this paper attempts to suggest a matrix that will assist organisation to comprehend and deal with organisational politics to reduce its negative impact on IT strategy formulation and implementation in an organisation.
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Howell, Gwyneth V. J., and Rohan Miller. "Maple Leaf Foods: Crisis and Containment Case Study." Public Communication Review 1, no. 1 (2010): 47. http://dx.doi.org/10.5130/pcr.v1i1.1297.
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Crises can impact an organisation’s viability, credibility and reputation. Communication can preserve and protect the valuable reputation of an organisation, by demonstrating an acceptance of responsibility for the crisis and addressing victim concerns. The research illustrates that Maple Leaf Food’s crisis communication strategy was effectual and in supported to its purported organisational values as an organisation focused on health and safety. This case highlights why it is crucial for organisations to develop and apply a cohesive crisis communication strategy.
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Mia, Lokman, and Lanita Winata. "Manufacturing strategy and organisational performance." Journal of Accounting & Organizational Change 10, no. 1 (2014): 83–115. http://dx.doi.org/10.1108/jaoc-10-2011-0048.
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Purpose – The extant literature suggests that an increasing number of organisations are adopting manufacturing strategies such as JIT practices to continuously improve provision of products and associated services desired by customers. The authors aim to investigate the relationship between adoption (implementation) of JIT practices and organisational performance taking into account the role of market competition and managerial use of management accounting system (MAS) information. Design/methodology/approach – Data for the study were collected from 92 general managers of Australian manufacturing organisations. Mailed questionnaire and personal interviews were used to collect the data. Findings – The results reveal that market competition and managerial use of MAS (hereafter, the use of MAS) information impact the relationship between an organisation's adoption of JIT practices and its financial performance. The results reported in prior studies on the relationship are mixed; some studies report a positive relationship while others report no relationship. This study explains with empirical evidence when adoption of JIT practices provides financial benefits and when it does not. Research limitations/implications – The results are of interest to researchers and managers to understand performance implications of adoption of JIT practices and the use of MAS information. For researchers, the results make an incremental contribution to knowledge by revealing that adoption of JIT practices is beneficial in situations where it is supported by the use of MAS information in high competition market. For managers, the results highlight that an organisation will perform better in competitive market if it adopts JIT practices and its managers' information needs are met by its MAS. Specifically, the results will help managers to decide when adoption of JIT practices is beneficial, thereby help prevention of suboptimal decisions and the associated costs. Originality/value – The study challenges the inconclusive results reported in previous studies on the relationship between firms' adoption of JIT practices and financial performance and offers explanations for those results. The results show that benefits from an organisation's adoption of JIT practices are not universal. Rather, the benefits occur in situations where the use of MAS information and market competition are high.
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de Salas, Kristy, and Craig Huxley. "Enhancing visualisation to communicate and execute strategy." Journal of Strategy and Management 7, no. 2 (2014): 109–26. http://dx.doi.org/10.1108/jsma-10-2012-0055.
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Purpose – Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While any organisation can create their own strategy, not all strategies are well executed and lead to business success. What is required is a process that provides a holistic understanding of an organisational strategy, and clear links between the elements of the strategy and the organisational processes that will be central to its execution. The paper aims to discuss these issues. Design/methodology/approach – This paper describes three case studies of medium-sized organisations that were the research context in which the methodology for developing and representing Strategy-to-Process Maps was developed and iteratively refined. Findings – Each of these three case organisations had identified a need to better understand their strategic objectives by a stronger visual representation of the components of their strategy, as well as a need to identify how their daily operational tasks contributed to, or distracted from, the achievement of their strategic goals. These cases assisted in the creation of a method of both facilitating better understanding of strategy through visualisation, and better execution through linking strategy to process. This methodology resulted in the employees of these organisations gaining a much stronger understanding of the strategic directions of the organisation and improved the three elements of effective strategy execution: visibility; leverage and responsiveness. Originality/value – Strategy-to-Process Maps provide a new way in which organisations can communicate without reliance on any specific strategy development methodology; and can execute their strategy more effectively by linking it closely with organisational processes.
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Maheshwari, Reena. "A study on the strategic role of the Organizational Culture." International Journal of Management and Development Studies 11, no. 06 (2022): 14–23. http://dx.doi.org/10.53983/ijmds.v11n06.003.
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The association between organisational culture and organisational strategy is established by this study. It also aims to learn how a successful firm uses its culture as a survival tactic in order to endure uncertain economic times. Only pragmatist articles on organisational culture and strategy were reviewed for this work. Previous studies' authors characterised organisational culture as an organization's assumptions, beliefs, and values, whereas an organisational strategy is all about the steps an organisation takes to accomplish long-term objectives. These two notions are related and have proven successful for organisations, according to the literature. The review discovered that organisational culture and strategy are interwoven and that organisational strategy starts with a summary of the organization's beliefs, norms, and values. Because both serve the same aim, the study further proved that organisational culture may be viewed as an organisational strategy. The study's findings demonstrate that organisational culture is a distinct organisational growth approach in and of itself. The findings imply that maintaining an organization's culture is a tactic used to outperform rival companies.
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Stachová, Katarína, Zdenko Stacho, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Verslas: Teorija ir Praktika 16, no. 3 (2015): 264–70. http://dx.doi.org/10.3846/btp.2015.492.
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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.
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Soobramoney, Jerelene, and Ophillia Ledimo. "Exploring corporate social responsibility and organisational commitment within a retail organisation." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 132–40. http://dx.doi.org/10.22495/rcgv6i4c1art3.
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Organisations have difficulty retaining employees who have the necessary talent, skills and knowledge to give the company a competitive edge in a global market, thus emphasising the need for organisational commitment. The objective of the study was to explore the relationship between corporate social responsibility and organisational commitment within a South African retail organisation. Corporate social responsibility has a positive influence on consumer behaviour and can contribute to corporate success because CSR activities enhance an organisation’s image. Research has indicated that corporate social responsibility is related to an employee’s commitment. The Corporate Social Responsibility Scale and the Organisational Commitment Scale were administered to a non-probability sample of 171 employees from a population of 268 employees in the human resources department of a retail company. Person’s correlation analysis was used to determine the relationship between corporate social responsibility and organisational commitment. This study provided insight into the corporate social responsibility of the organisation. Managers and practitioners in the human resources may use these findings for the development of corporate social responsibility policies and practices in order to build employee commitment.
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Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić, and Josef Scheff. "Developing international talents: how organisational and individual perspectives interact." European Journal of Training and Development 41, no. 7 (2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.
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Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual career competencies by DeFillippi and Arthur (1994). Findings The bank benefits from the programme participants’ competencies with regard to South-Eastern Europe and increased legitimacy gained from the public. Programme participants acquire many knowing-how, knowing-why and knowing-whom competencies, especially if the bank pursues a so-called learning strategy towards ethnic diversity. On the other hand, individual knowing-how competency supports an organisation’s antidiscrimination strategy, whereas knowing-why and knowing-whom competencies benefit the organisational learning strategy. Research limitations/implications Although the paper builds on a single case study and the ability to generalise is limited, the findings imply that future human resource development concepts should jointly consider the perspectives of both organisations and individuals. Practical implications Owing to their high strategic relevance, organisations should look into the competencies of skilled migrants and evaluate the critical resources they offer. Both organisational learning and an organisation’s strategic development are key concerns. The proposed framework helps to effectively design trainee- and internship programmes and simultaneously anticipate organisational and individual consequences thereof at an early stage. Originality/value The proposed framework concerning the interplay between organisational and individual perspectives as well as the regional focus on South-Eastern Europe present novelties.
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Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.
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Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.
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Pillay, Kiru, and Manoj Maharaj. "The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World." International Journal of Cyber Warfare and Terrorism 5, no. 1 (2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.
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This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeace's campaigning strategy and has been embraced at both a strategic and operational level. The emergence of a collaborative communications paradigm has necessitated a level of organisational introspection evidenced in both changes in the organisation's strategic planning processes and changes to the organisational structure.
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Rödder, Simone. "Organisation matters: towards an organisational sociology of science communication." Journal of Communication Management 24, no. 3 (2020): 169–88. http://dx.doi.org/10.1108/jcom-06-2019-0093.
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PurposeThis paper looks at science communication through an organisational lens with the aim of assessing the relevance of different organisational forms for science communication.Design/methodology/approachThe paper explores science communication in different organisational forms. Based on conceptual considerations and by reviewing existing empirical literature, the paper selects and compares three organisational forms of science communication: the editorial office of a daily newspaper, the press office of a university and the Science Media Centre.FindingsThe paper shows the relevance of organisation for science communication by comparing three organisational forms. The first two, the science news desk and the press office, have the character of a sub-system of an organisation, while the third, the Science Media Centre, forms its own organisation. The paper shows how the respective set-up shapes science-media contacts with a focus on the occurrence and resolution of conflicts.Research limitations/implicationsThe paper proposes a conceptual framework for studying science communication through an organisational lens but leaves comparative empirical studies of all types to future research. Yet, it outlines and compares implications of the formal organisation of science communication from a conceptual point of view.Practical implicationsThe findings provide information on the structural impact of different organisational forms on science communication and point to where conflicting expectations, and thus potential conflicts, are most likely to occur in each case. A reflection of structurally conflicting expectations and how they can be overcome in specific situations is of high practical value for all science communication activities.Originality/valueOrganisational theorists have long argued that organisations are the key to understanding society. Despite their undoubted relevance, however, organisations and their influence on science communication have so far been much less analysed – both conceptually and empirically – than its contents, its practices and its impacts on public understanding, public policy, and on science and scientists. The paper contributes to the emerging field with conceptual considerations towards an organisational sociology of science communication.
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Arasanmi, Christopher N., and Aiswarya Krishna. "Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment." Industrial and Commercial Training 51, no. 3 (2019): 174–83. http://dx.doi.org/10.1108/ict-10-2018-0086.
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PurposeThe purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.Design/methodology/approachThis study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.FindingsThe main findings from this study are: first, the study shows that perceived organisational support (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.Research limitations/implicationsThis study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.Practical implicationsPrecisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.Social implicationsA well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.Originality/valueThis study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.
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Bunker, Deborah, Karl-Heinz Kautz, and Anne Luu Thanh Nguyen. "Role of Value Compatibility in it Adoption." Journal of Information Technology 22, no. 1 (2007): 69–78. http://dx.doi.org/10.1057/palgrave.jit.2000092.
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Compatibility has been recognised as an important element in the adoption of IT innovations in organisations but as a concept it has been generally limited to technical or functional factors. Compatibility is also significant, however, with regard to value compatibility between the organisation, and the adopted IT innovation. We propose a framework to determine value compatibility analysing the organisation's and information system's structure, practices and culture, and explore the value compatibility of an organisation with its adopted self-service computer-based information system. A case study was conducted to determine the congruence of an organisation's value and IT value compatibility. This study found that there was a high correspondence in the organisational structure and practice dimensions; however, there were organisational culture disparities. The cultural disparities reflected the self-service acceptance and training issues experienced by the case organisation. These findings add insight into the problems experienced with value compatibility and the adoption of the information systems, and show the potential use of the proposed framework in the detection of such problems.
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Oeij, Peter R. A., Gerben Hulsegge, Paul Preenen, Guy Somers, and Menno Vos. "Firm Strategies and Managerial Choices to Improve Employee Innovation Adoption in the Logistics Industry." Journal of Innovation Management 10, no. 1 (2022): 76–98. http://dx.doi.org/10.24840/2183-0606_010.001_0005.
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This study analyses the mediating role of organisational mindfulness and employee involvement in the relationships between competition strategy and supportive leadership and employee innovation adoption. To investigate this, a unique sample of 116 managers or owners of Dutch logistics companies completed a survey on innovation within their companies and the adoption of innovation by their employees. Results show that a firm’s competition strategy that values quality and not only costs, and the presence of organisational mindfulness, a firm’s cultural characteristic that makes employees alert to solve issues and improve effective cooperation, is positively related to employee innovation adoption. Moreover, the presence of supportive leadership has both a direct relation with employee innovation adoption, and an indirect one, namely mediated by organisational mindfulness. From the perspective that organisations must better adopt innovations to deal with continuous change, this study emphasizes the need to take into account the impact of the organisational characteristics of competition strategy and supportive leadership, and the organisational cultural characteristic of organisational mindfulness, along with the space that every organisation should utilize to make their own future strategic choices.
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Serfontein, Kobus, and Johan Hough. "Nature of the relationship between strategic leadership, operational strategy and organisational performance." South African Journal of Economic and Management Sciences 14, no. 4 (2011): 393–406. http://dx.doi.org/10.4102/sajems.v14i4.21.
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Since the mid-1980s a growing body of leadership research has focused on strategic leadership, in contrast to managerial and visionary leadership. It focused on how top leadership makes decisions in the short term that guarantees the long-term viability of the organisation. The best performing organisations are consciously strategic in their leadership planning. These top leaders also have the ability to align human resources in an effective way directly to the business strategy. This article identifies some of the direct and indirect pathways in which strategic leadership influences the operational strategy and performance of business organisations in South Africa. This research pinpointed theoretical and substantively meaningful endogenous organisational capabilities that mediated this relationship and exogenous organisational factors that moderated this relationship.
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Edgeman, Rick, and Kunal Yogen Sevak. "The Circle Game: Poetry and Sustainable Enterprises." International Journal of Innovation and Economic Development 6, no. 6 (2021): 30–45. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.66.2003.
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Organisational progress toward sustainable social and natural environments is essential. So too, is financial performance sufficient to support organisational investment in sustainability. Perspectives as to what organisational sustainability is, how it is pursued, and its preferred fruits have evolved in recent years to incorporate both inclusion and circularity. Regardless of the prevalent organisational perspective, the organisation will need to formulate and execute a triple top-line strategy to deliver triple bottom line performance and impacts. Interpretation of inclusion depends on whether organisational focus is internal, or is riveted on people, communities, or societies the organisation serves or hopes to impact. Herein inclusion is principally outward-looking, and hence primarily addresses marginalised individuals or groups, including individuals at the base of the pyramid. Organisations aiming to ‘do well, by doing good’ are called for-benefit organisations and are central to this effort and, often, are inclusive businesses. More than ‘doing good’, such organisations may aid disadvantaged or marginalised individuals or groups through beneficial cultural innovation and transformation. Companion to inclusivity is circularity, where businesses focus on resource recovery and redeployment. New business models aiming to direct organisations toward sustainable excellence, will incorporate inclusivity and circularity.
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CHUNG, LAI-HONG. "CONTROL IN MNCs: IMPACT OF BUSINESS STRATEGY." Journal of Enterprising Culture 03, no. 01 (1995): 103–19. http://dx.doi.org/10.1142/s0218495895000064.
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This paper is directed at the problem of designing an appropriate accounting information and control system for multinational organisations. The organisational context is shaped by factors such as the interrelationships between subsidiaries, the environmental uncertainties, the nationality of subsidiary and the cultural proximity of subsidiary to parent organisation. Moreover, the subsidiaries may be pursuing different business strategies and therefore may require different controls. Hence, strategy must be included as a factor in designing control systems for subsidiaries of MNCs. This paper will focus on the "fit" between various functions of the control system and business strategy in the context of a multinational organisation.
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Nienaber, Hester, and Nico Martins. "Exploratory study." TQM Journal 32, no. 3 (2020): 475–95. http://dx.doi.org/10.1108/tqm-05-2019-0151.
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PurposeEmployee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.Design/methodology/approachThis study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of employee engagement in organisations and the impact of online/social media, as part of communication, on employee engagement.FindingsThe statistical analyses indicate that the dimensions organisational strategy and implementation, organisational commitment and team commitment are significant predictors of employee engagement. On-line/social media has a negative effect on employee engagement. However, according to the results, communication in organisations can be improved, especially by using online/social media more effectively.Research limitations/implicationsThis includes low response rate from some groups.Practical implicationsThe importance of secondary general management tasks, particularly motivation and communication, in mobilising employees to cooperate in pursuing organisational goals, became apparent. This study reflects the adverse effect of a lack of leadership and management skills, and ineffective use of online/social media on organisational performance, as reported in academic and practitioner research. Regardless, practitioners can apply the levers of motivation, via structural dimensions of organisation, to activate psychological presence which drives employee engagement and in turn facilitates strategy implementation and consequently organisational effectiveness. Scholars can modify their research agendas by investigating the “(un)availability” of human resources to improve organisational effectiveness.Social implicationsThe costs of disengaged employees are high, in terms of productivity losses and the performance gap, with adverse consequences for society.Originality/valueEmployee engagement as a driver of strategy implementation is an overlooked area of research. This study offers a better explanation of employee engagement as a mechanism to improve strategy implementation, thus reducing the performance gap, and consequently waste. Employee engagement engenders employee support to pursue organisational goals, in a coordinated system of cooperation, and is produced by the structural dimensions of organisation, the parameters within which psychological presence is activated. Psychological presence drives employee engagement which enables employees to be available to implement strategy to achieve organisational goals and thus organisational effectiveness. Engagement at a broader level than individual is significant.
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Ahmed, Eltigani, James Kilika, and Clare Gekenia. "Strategy-induced organisational resilience through dynamic resource orchestration." International Journal of Research in Business and Social Science (2147- 4478) 11, no. 2 (2022): 92–103. http://dx.doi.org/10.20525/ijrbs.v11i2.1633.
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Dynamic Capabilities View (DCV) has an illustrious history of shaping strategic management thinking. However, with the increased frequency of systemic disruption episodes, alternative postulations emerge that promise a more robust explanation for organisational sustainability. The Dynamic Resource Orchestration View (DROV) is the latest evolution in theory development, extending the Dynamic Resource-Based View (DRBV). As a framework, it elevates leadership strategy as a superordinate resource, with dynamic resource orchestration, rather than resource base, as the differentiating factor that sets resilient organisations apart in systemic disruptions. The present study utilised the lenses of DROV to mine the perspectives of 13 Kenyan ex-bankers on dynamic resource orchestration at the intersection of strategy-induced organisational resilience. The results provided empirical validation of the robustness of DROV in explaining strategy-induced organisational resilience, with dynamic resource orchestration as a source of differentiation for sustainable competitive advantage (SCA). The study has effectively contributed to strategic management scholarship by underscoring the critical role of leadership strategy, decisions and actions in the organisational resilience– SCA equation. It has also highlighted the attributes that characterise high-resilience organisations (prospering or capitalising organisations), moderate-resilience organisations (surviving organisations) and low-resilience organisations (struggling organisations). A conceptual illustration for deepening research on the novelty, dimensionality and utility of DROV is provided
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Iyamu, Tiko. "The Impact of Organisational Politics on the Implementation of IT Strategy." International Journal of Sociotechnology and Knowledge Development 3, no. 3 (2011): 15–39. http://dx.doi.org/10.4018/jskd.2011070102.
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Through IT strategy, many organisations intend to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the strategy. It would therefore seem that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is articulated and formulated. What is missing is that there has been less attention on the implementation of the strategy. Also, in most organisations, technical issues are minor compared to the relationship issues. There are many factors which influence the implementation of the IT strategy. This paper focuses on how organisational politics as examined by two underpinning theories, Structuration Theory and Actor-Network Theory, impact the implementation of IT strategy.
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Bjorvatn, Torbjørn. "Internal projects as strategic tools: an organisation-level perspective and a research agenda." International Journal of Managing Projects in Business 15, no. 1 (2021): 216–40. http://dx.doi.org/10.1108/ijmpb-05-2021-0118.
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PurposeThe purpose of this conceptual paper is to describe and explain how organisations use internal projects to implement organisation-level strategy objectives.Design/methodology/approachTheory development with an emphasis on explaining key constructs and their mutual relationships. The theoretical contribution is represented in a diagram along with a detailed verbal account.FindingsThe paper develops a dynamic, cross-level framework to illustrate the organisational processes and outcomes that determine project-based strategy implementation within a single organisation. The interplay between the base organisation and the project, and benefits realisation were singled out as key future research areas. The proposed framework engages with central discourses in the fields of project management, strategic management, innovation studies, knowledge management and organisation studies.Research limitations/implicationsOnly the contours of an organisation-level theory of strategically motivated internal projects are outlined. Future research must elaborate on the complexities, the non-linear relationships and the boundary conditions that follow from the proposed framework.Practical implicationsManagers are alerted to the strategic role of internal projects, how these projects help connect strategy and performance and what the accompanying organisational processes and outcomes look like.Originality/valueThe paper constitutes an early conceptual treatment of strategy-driven internal projects as a distinct project category, thus addressing a major knowledge gap in project studies. Organisational project-management theory is extended with suggestions for future research.
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Brown, C. J. "A comprehensive organisational model for the effective management of project management." South African Journal of Business Management 39, no. 3 (2008): 1–10. http://dx.doi.org/10.4102/sajbm.v39i3.561.
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This paper is not primarily aimed at project leaders, but at the decision-makers on project management in organisations. The purpose is to expose the not-so-obvious organisational complications which confront project managers in the management of projects. The point of departure is to establish a comprehensive approach to creating an organisational environment conducive to project management excellence in an organisation.In the arenas of business and management, the principles of project management is relatively simple and much of it actually common sense. However, it is the experience of many project leaders that the mere application of appropriate project management processes and techniques, by no means guarantee that the management of projects will be effective on a continuous basis. On investigation of that premise, this paper reports on research that identified organisational variables that can affect the organisational strategy, structure, culture, systems, behavioural patterns and processes of an organisation, which comprehensively determine the internal environment pre requisites for project management to be exercised successfully.The rationale of the paper is to re-emphasise, but also to investigate progress on the stern warning by Nicholas (1990:481) nearly two decades ago that organisations should not jump into project management precipitously, but with a well-developed and organisation-fitted strategy and game plan.
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Molete, Dr Mantoa C. "Cororate Culture as a Function in Formulating Strategic Communication." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (2021): 135. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(135).
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Sub Saharan Africa is filled with cultural diversity which creates a multicultural market. These diversities are created by the external and internal stakeholders in an organisation allowing the emerging of a unique organisational culture to describe the identity of a specific organisation. In its broader term culture gives description to units that provides unity amongst people hence its importance in group situation. Organizational culture is viewed as the shared values, beliefs, or perceptions held by employees within an organization. Moreover, an organization's culture tells us a lot about how members of that specific organisation communicate with each other. Even with the above vital role, organisational culture is viewed as an aspect to influence communication rather than a key role player in developing a communication strategy that fits the intended communication objectives of the specific organisation. To many organisations, the direction of their specific communication is more depended on current communication trends rather than the cultural aspect that determines the identity and behaviour of stakeholders of the specific organisation to achieve set objectives specifically in very diverse areas such as Africa. Whilst various authors have written about organisational culture there is still a lack in literature developed to outline in detail the cultural patterns and norms of African cultures, which are important in understanding the communication approaches of Africans even in corporate environments. This lack in literature also deprives African organisations to understand the diversity within its stakeholders. The aim of this paper is to explore how organisational culture and aspects of culture play a vital role in creating a communication strategy that is fit for a specific organisation to outplay the intend communication objective. This paper place focus on organisational culture and the vital function it plays in strategic communication. Keywords: Strategic communication, organizational culture, diversity, culture, communication
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Andriani, Made, T. M. A. Ari Samadhi, Joko Siswanto, and Kadarsah Suryadi. "Knowledge management strategy: an organisational development approach." Business Process Management Journal 25, no. 7 (2019): 1474–90. http://dx.doi.org/10.1108/bpmj-07-2018-0191.
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Purpose The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes at every growth stage. The difference in characteristics at each growth stage has an impact on the characteristics of business processes, such as decision making and the period of process execution. Design/methodology/approach This research focussed on three fashion companies in Indonesia, and data were collected using a historical case-study method. Data collection was performed through in-depth interviews with the business owners, directors and managers, by direct observation, and through the collection of secondary data from the companies’ documents. Findings Through this research, a knowledge management strategy based on organisational growth stages was produced. It was found that when an organisation is at the entrepreneurial stage, the knowledge management strategy focussed on humans with tacit knowledge as well as explicit knowledge. At the growth stage, a transformation of tacit knowledge into explicit knowledge, especially at the individual level, is required, whereas at the expansion stage, the focus of the knowledge management strategy is on a system usage at the organisation level. Research limitations/implications Research using the case studies method has a limitation in the generalisation of the model. The knowledge management strategy generated in this study is unique to the fashion industry, where if the research were performed in other industries, there is a possibility for different results. Moreover, the characteristics of the business processes that are examined in this study are limited to the period of implementation and level of interaction. Other more detailed dimensions such as task variety and task analysability can be used to obtain more detailed characteristics of business processes. Practical implications Using the knowledge management strategies model formulated at every growth stage, the company owner can specify a knowledge management strategy that suits the organisation’s goal. Also, the results of this research can provide information on the priority for developing a knowledge management system aligned with the company’s growth. Originality/value The knowledge management strategy formulation from the organisational development point of view has not been investigated previously. In fact, the needs of the organisation, along with its growth, will change. Therefore, this research provides a new perspective which is more dynamic and can be integrated into formulating the knowledge management strategy.
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Joshi, Marjo Susanna. "Holistic design of online degree programmes in higher education – a case study from Finland." International Journal of Educational Management 36, no. 1 (2021): 32–48. http://dx.doi.org/10.1108/ijem-12-2020-0588.
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PurposeThe purpose of this paper is to present design principles for holistic design of online degree programmes (ODPs) in higher education (HE). The study adds to previous research on online programme design by examining how the digital competence and pedagogical strategy of a HE organisation can inform holistic ODP design.Design/methodology/approachThis paper presents a case study placed in the context of a Finnish applied HE organisation. Design-based research (DBR) process is used to create holistic design principles for new ODPs. Theoretical framework for the study is digitally competent organisation (Kampylis et al., 2015) and pedagogical strategy is innovation pedagogy (Kettunen et al., 2013).FindingsDesign principles for pedagogically informed holistic design of ODPs are presented as a three-tiered model comprising organisational, pedagogical and ODP layers. Each layer includes various principles for holistic design to integrate an organisation's pedagogical strategy in a digitally competent context to create quality ODPs.Research limitations/implicationsThe paper presents a case study from a HE organisation in Finland, but results are applicable to a wider global audience.Practical implicationsAs a contribution to practitioners, this paper presents a three-tiered holistic design of ODP in HE organisation, where the design principles are categorised in organisational, pedagogical and ODP design layers. In addition, suggestions to managers, instructional designers and educators are made for the holistic design of ODPs.Social implicationsBuilding the sense of community in ODPs and offering continuous support in pedagogy and technology are valuable for the well-being of the staff, students and the wider society.Originality/valueThe paper draws relationships between holistic design of ODPs, digital competence and pedagogical strategy. The paper provides managerial and operational viewpoints to managers, administrators and educators of HE organisations that plan to create new ODPs with a holistic focus on the educational organisation, its pedagogical strategy and digital competence. Recommendations for further development, possible applications and research of ODP education are made.
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Oyewobi, Luqman, Abimbola Windapo, Richard Jimoh, and James Rotimi. "Performance, resources and capabilities of construction organisations: The mediating role of competitive strategies." International Journal of Construction Supply Chain Management 9, no. 1 (2019): 35–59. http://dx.doi.org/10.14424/ijcscm901019-35-59.
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This study examines the relationships between competitive strategies, resources/capabilities and organisational performance in construction organisations. The main objective is to establish the mediating role of competitive strategies on the strength of relationship between resources, capabilities and performance of large construction business organisations in South Africa. A survey instrument was administered to Grades 7, 8 and 9 construction organisations listed in the Construction Industry Development Board (cidb) database. 72 usable questionnaires were analysed using descriptive statistics and correlations. The results show that organisational resources and capabilities do not exert a direct impact on performance of construction organisations, but technological resources showed significant relationship, when mediated by competitive strategy. This implies that performance of large construction organisations is contingent upon their competitive strategies and organisational capabilities, for them to achieve performance excellence. Furthermore, differentiation strategy influences an organisations’ financial performance negatively whereas cost-leadership strategy has a positive impact. It provides empirical evidence on the relationship between competitive strategy and organisational resources/capabilities in a new setting.
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Iyamu, Tiko. "The Interplay Between Human and Structure in IT Strategy." International Journal of Technology and Human Interaction 10, no. 1 (2014): 83–100. http://dx.doi.org/10.4018/ijthi.2014010106.
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In organisations, human actions and structures are inseparable from processes and activities including in the development and implementation of the IT strategy. IT strategy is often intended to be driven by the organisational vision and strategy to achieve its goals periodically. IT has significant impact on an organisation's success or failure. It therefore does not operate in a vacuum. The issue is not just about information technology, rather, it is the strategic application of technology, including management, which is about people and the processes. The research applied Structuration Theory to examine the types of structures that exist during the development and implementation of IT strategy, and the structures that actually emerge as a result of human action in the computing environment of the organisation and through that, identify its impact. The primary aim of the research was to examine how cultural, policy and personal issues enable at the same time constrain activities in the computing environment during the development and implementation of IT strategy.
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Oyewobi, Luqman Oyekunle, Abimbola Oluwakemi Windapo, and Rotimi Olabode Bamidele James. "An empirical analysis of construction organisations’ competitive strategies and performance." Built Environment Project and Asset Management 5, no. 4 (2015): 417–31. http://dx.doi.org/10.1108/bepam-10-2013-0045.
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Purpose – The essence of strategy formulation is to assist an organisation obtain a strategic fit with its environment and help enhance organisational continuous improvement in achieving performance excellence. The purpose of this paper is to investigate the type of competitive strategies used by construction organisations in attaining their strategic goals in South Africa. Design/methodology/approach – The study employs an inductive research approach using a well-structured questionnaire to elicit information from large construction organisations based in South Africa. Findings – The research identifies five strategic attributes that could assist organisations to grow their businesses and enhance their returns. It reveals that all Porters’ generic competitive strategies are significantly related to organisational financial performance measures except focus strategy. The research found that three generic competitive strategies are positively related to non-financial performance and that differentiation and cost-leadership strategies are capable of assisting organisations’ achieve their financial performance goals. Practical implications – The study results will be of immense benefit to chief executive officers as well as managers of construction organisations in growing their businesses and enhancing their corporate performance. Originality/value – The paper contributes both theoretically and empirically to the current discussion and findings on competitive strategy and its relationship with organisational performance. The results presented in the paper have important implications for the implementation of competitive strategies in construction companies and future studies in the area of strategic management.
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Serpa, Sandro, Carlos Miguel Ferreira, and Maria José Sá. "The Potential of Organisations’ SWOT Diagnostic Assessment." Academic Journal of Interdisciplinary Studies 9, no. 4 (2020): 93. http://dx.doi.org/10.36941/ajis-2020-0065.
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The need to demonstrate high organisational efficiency has become central. In this context, organisational assessment becomes a critical element, although the specificities of each organisation are indisputable and have to be considered in their assessment. This paper aims to reflect on a specific type of diagnostic assessment – SWOT (Strengths, Weaknesses, Opportunities and Threats) – in its potential, implementation and limitations and, thus, to add to the analysis of organisations. For this purpose, the methodology used was based on the researchers’ reflection and discussion of an empirical process of organisational diagnosis. The results of this reflection allow concluding that the SWOT diagnostic assessment needs to incorporate, in its systematic analysis, a prospective dimension to improve its efficiency in organisational strategy.
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Oyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, and James Olabode Bamidele Rotimi. "Determinants of construction organisational performance." Journal of Financial Management of Property and Construction 22, no. 1 (2017): 37–61. http://dx.doi.org/10.1108/jfmpc-05-2016-0021.
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Purpose Literature suggests that there are sets of common variables that are capable of explaining organisational performance differentials. These variables are used to examine performance variance and its contribution to organisation profitability. Therefore, the purpose of this paper is to examine the determinants of large construction organisations’ performance in South Africa using a partial least squares path analytic method. Design/methodology/approach This study examines the interrelationship between a number of constructs, namely, organisational characteristics, resources/capabilities, competitive strategies, business environment and performance, using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using a path analytic approach, the paper examines the relationship between the constructs discussed in the study. Findings The findings from the analysis of the data show that organisational characteristics do indeed influence the performance of organisations, and that the business environment is capable of moderating the relationship between competitive strategies and performance. The results, however, indicate that organisations that combine sustained organisational characteristics and strategy tend to experience high performance over those that do not. Originality/value The study findings have implications for management practice, as it could help managers of construction organisations to acknowledge the influence of organisational characteristics, unique resources/capabilities, competitive strategies and business environment as sources of competitive advantage. The study contributes to the current debate on the causes of performance differentials among large construction organisations.
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Burböck, Birgit, Sandra Schnepf, and Stephan Pessl. "Personality Differences in Organisational Socialisation Tactics." Journal of Intercultural Management 6, no. 4-1 (2014): 289–305. http://dx.doi.org/10.2478/joim-2014-0051.
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Abstract The demographic shifts, the increased workforce mobility, and the shortage of skilled workers have led to a new thinking within human resource management. To address this issue, organisations adapt their methods towards a higher focus on their employees. The purpose of this paper is therefore the identification of organisational socialisation tactics, which are classified into the individualized socialisation strategy and the institutionalised socialisation strategy. Studies show that the institutionalised socialisation strategy causes better results in terms of newcomer adjustment than the individualized socialisation strategy. In this context, the instiutionalised socialization strategy determines that organisations consider newcomers’ personalities and demographic characteristics. The results of this paper support this argument and reveal that students in the DACH region differ in their organisational socialisation preferences. In other words, a well-structured organisational socialisation process, which considers newcomers’ personalities can lead to a competitive advantage for organisations.
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Byrne, Jacqueline, Tomás Dwyer, and Declan Doyle. "Understanding the layers of a market-oriented organisational culture." Irish Journal of Management 37, no. 1 (2019): 16–30. http://dx.doi.org/10.2478/ijm-2018-0002.
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Abstract Organisations with market-oriented cultures outperform other organisations. Thus, the creation of such a culture is paramount. This paper details how distinct layers of an organisation’s culture can in combination influence market-oriented behaviours. The importance of organisational culture in the successful implementation of a market orientation strategy has been recognised. However, an awareness of how the layers of organisational culture, such as values, norms and artefacts, can contribute to market-oriented behaviour is still under research. The layers of organisational culture were thus investigated in three mixed-method case studies of Irish companies utilising a questionnaire survey, interviews and observations. The core conclusion of the study is that the combined synergistic effect of the particular unique organisational cultural layers in a company encourages market-oriented behaviours. This research adds necessary details for managers who seek to develop and create a market-oriented culture to improve company performance.
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Adamonienė, Rūta, Lienite Litavniece, Laima Ruibytė, and Evelina Viduolienė. "Influence of individual and organisational variables on the perception of organisational values." Engineering Management in Production and Services 13, no. 2 (2021): 7–17. http://dx.doi.org/10.2478/emj-2021-0008.
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Abstract A favourable organisational culture founded on the values of employees and organisation leaders must be created to achieve goals, innovate and maintain a well-functioning organisation. Knowing these values and how they are influenced by various factors, such as age, the length of service, and the nature of work, must help to change employee beliefs, norms and behaviour patterns in a way that helps to achieve greater organisational success and efficiency. The study sample size consisted of 172 employees of educational institutions and 242 employees from municipal organisations. Occupational features and occupational behaviour were evaluated using a set of organisational values (Glomseth et al., 2011). The current research aimed (1) to evaluate organisational values and feature dimensions with respect to the inter-institutional level, (2) to evaluate organisational values and feature dimensions and distinguish the most prevalent with respect to the subordination level, (3) to evaluate organisational values and feature dimensions with respect to individual variables (gender, age and the length of occupational experience). The results revealed that task effectiveness, time management and cooperation, employee-orientated behaviour were stronger in educational organisations than municipal. Authoritarian management, formality and restrictions were stronger in municipal rather than educational organisations. Compared to beliefs held by subordinates, superiors claimed that positive organisational values, such as effectiveness, cooperation, and employee-orientated behaviour, were more typical in both types of institutions. Formal communication and restrictions were more typical for employees rather than managers. Subordinates but not superiors tended to perceive and evaluate organisational values, features and behaviour differently depending on gender.
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Lancaster, Sue, and Lee Di Milia. "Organisational support for employee learning." European Journal of Training and Development 38, no. 7 (2014): 642–57. http://dx.doi.org/10.1108/ejtd-08-2013-0084.
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Purpose – This paper aims to describe the forms of organisational support that employees perceived as helpful to support their learning. This study aims to explore how organisational support is distinct from other kinds of learning support. Design/methodology/approach – This is a qualitative exploratory study utilising a cross-sectional design. Interviews were conducted in a large multi-site Australian organisation with 24 graduates from four leadership development programmes. Findings – The results from this study extend the literature relating to work environment as an important factor in supporting employee learning. We differentiate between the types of support that employees perceived the organisation provided from other types of learning support. The results suggest that for organisations to positively impact employees’ learning, they should pay attention to three key factors: provide high-quality relevant development programmes; ensure that course content is aligned with the organisations strategy and the employees work; and ensure senior management commitment throughout all aspects of the employee development process. Originality/value – This study gives voice to employees’ perceptions of how organisations can support their learning. It also provides rich data that extends the literature through a qualitative study in a field dominated by quantitative studies.
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Fenișer, Cristina, Arik Sadeh, and Florin. "Organisational strategy in industry." MATEC Web of Conferences 112 (2017): 09005. http://dx.doi.org/10.1051/matecconf/201711209005.
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Radomska, Joanna. "Company Creativity Reflected in the Visionary Strategic Approach: Implications for Strategy Implementation." Journal of Management and Financial Sciences, no. 31 (July 29, 2019): 49–57. http://dx.doi.org/10.33119/jmfs.2018.31.4.
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This article investigates an organisational creativity reflected by a strategic approach. An approach called visionary, in which environment changes can be anticipated and created, was analysed. As creativity seems an inherent aspect of an organisation’s activity – at the organisational and the conceptual levels, it could be reflected in an innovative development concept. Hence, the purpose of this article is to indicate implications related to strategy implementation by companies with a visionary strategic approach. As shown by the research results, the degree of strategic goal achievement in that group of companies should be recognised as high. It is negatively correlated with different areas of operational risk (intra-organizational) being present in the strategy implementation process. The highest level of correlation was indicated for the area related to employees, who are the basis of creative potential of every organisation, especially those with a strategic approach.
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Lentjušenkova, Oksana, and Inga Lapiņa. "An integrated process-based approach to intellectual capital management." Business Process Management Journal 26, no. 7 (2020): 1833–50. http://dx.doi.org/10.1108/bpmj-03-2019-0101.
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PurposeNowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.Design/methodology/approachThe developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.FindingsElaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.Research limitations/implicationsThe approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.Originality/valueIn previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.
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Downey‐Ennis, Kay, and Denis Harrington. "Organisational effectiveness in Irish health‐care organisations." Managing Service Quality: An International Journal 12, no. 5 (2002): 316–22. http://dx.doi.org/10.1108/09604520210442100.
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Roberts, Barbara, and Mark Toleman. "One-Size E-Business Adoption Model Does Not Fit All." Journal of Theoretical and Applied Electronic Commerce Research 2, no. 3 (2007): 49–61. http://dx.doi.org/10.3390/jtaer2030021.
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This empirical study of organisational e-business adoption, utilising both qualitative and quantitative data collection methods, examines four major factors influencing adoption in multiple e-business process domains. Support is found for the proposition that factors influencing e-business adoption behaviour have different levels of impact across different e-business process domains. Different combinations of factors influence different ebusiness processes and for the most part this occurs independently of organisation size/resource capacity. For example, governments and powerful supply chain organisations have strong influence over some organisational e-business strategy. In particular, e-government influence is strong with regard to use of e-mail and external web sites due to government’s legislative and regulatory compliance power. However, government influence is weak with regard to operation of an organisation’s own web sites. A conceptual model of antecedents and performance outcomes of e-business adoption is modified to take account of findings from this study.
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Fennimore, Anne K. "Munchausen syndrome by proxy: perpetual organisational illness and therapy." International Journal of Organizational Analysis 25, no. 1 (2017): 62–79. http://dx.doi.org/10.1108/ijoa-01-2016-0964.
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Purpose This paper aims to adapt the medical phenomenon of Munchausen syndrome by proxy (MSBP) to an organisational context. Specifically, MSBP serves as a novel metaphor to describe the tendency for the organisation and the leader to perpetuate cycles of illness and therapy. Design/methodology/approach A conceptual metaphor is proposed based on the clinical description of MSBP. A perpetual feedback model emphasises a constant cycle of illness and therapy among leaders and organisations, often fabricated by a narcissist through destructive management. Findings The metaphor presented suggests that the role of deception is important for understanding why therapeutic approaches are often unnecessary, highly disruptive and administered by a destructive leader who possesses the power to alienate or dismiss non-corroborative organisational members. The implications of continuously passing illness between the leader and the organisation are a state of organisational disequilibrium and the manufacture of depersonalised, ill members. Originality/value This conceptual paper adds to the growing body of literature on behavioural strategy and contributes to the fields of organisational psychology, organisational analysis, management and employee relations.
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Zighan, Saad, Ziad Alkalha, David Bamford, Iain Reid, and Zu'bi M. F. Al-Zu'bi. "Servitisation through structural adaptation." Journal of Service Theory and Practice 31, no. 3 (2021): 468–90. http://dx.doi.org/10.1108/jstp-06-2020-0144.
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PurposeThe purpose of this study is to investigate the structural changes needed for project-based organisations (PBOs) to synthesise their project operations and services following the servitisation strategy. It addresses the question of how PBOs should change their organisational structure fitting with service provision strategy.Design/methodology/approachThis study followed an exploratory research method using a single in-depth case with evidence collected from 51 project managers from five different industry sectors: construction, oil and gas, IT, logistics and health careFindingsCapitalising on organisational design theory, it has been found that successfully extending PBOs' outcomes into a system of both project output and extra services requires an adjustment of organisational structure that creates greater value for both companies and customers. This required adjustment has been divided into five main categories: (1) collaboration cross-project and customers; (2) flexible workflow, (3) decentralised decision-making, (4) wide span of control and (5) project governance. However, the findings indicate that success can only be ensured by particular mutually coordinated organisational designs with a suitable balance of products and servicesPractical implicationsThis study presents vital indicators to PBOs practitioners when deploying servitisation within their operational strategy by adjusting the organisation's design.Social implicationsServitisation could add both economic and social values for a diverse set of project stakeholders. However, the sustainability performance of servitisation in servitised project-based organisations is an outcome of reducing the discrepancy between project operation and service provision activities.Originality/valueThis study contributes to the body of knowledge and proposes a structural alteration process in PBOs to help align project operations and service provision activities. It explains how project-based organisations reconfigure their resources to provide services.
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Arief, Muhtosim, and Yerki Teguh Basuki. "Dynamic Capability as a Business Strategy Enhancing the Business Performance (A Conceptual Approach)." Advanced Science Letters 21, no. 4 (2015): 690–94. http://dx.doi.org/10.1166/asl.2015.5879.
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This paper provides perspectives on business strategy and a theoretical rationale for the strategic development of an industry organisation to respond of increasing external environmental pressure. This paper is a conceptual approach using grounded theory, also sending a questioners and interviews were held with 30 FMCG top leaders of organization to explore of perspectives on the strategic development in the industry organisation. The data were complemented by documentary analysis of strategic plans and articles on the industries organisation. Strategic perspectives highlighted the themes of effective organisational development (organisational capability): governance, people development, financial performance, operations, service delivery and external relations; and the dynamic capabilities framework of capability exploitation (extracting maximum economic returns from current resources) and capability exploration (development of new capabilities). The study suggests that environmental pressure moderates the relationship between dynamic capabilities, business strategy and business performance, this perspective provides the much needed theoretical rationale that can be an aid to management undertaking to build competitive industry organisations to increasing the business performance. While the research approach may limit generalisability. The decision maker now have an alternative option to sustained their business, instead of closed their business.
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Wessels, Hendrik Marius, and Naomi Wilkinson. "Assessing organisational governance maturity: A retail industry case study." Risk Governance and Control: Financial Markets and Institutions 6, no. 2 (2016): 58–71. http://dx.doi.org/10.22495/rcgv6i2art8.
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For any business to operate effectively, a governance framework that operates at the relevant maturity level is required. An organisational governance maturity framework is a tool that leadership can use to determine governance maturity. This study aims to determine whether the organisational governance maturity framework (developed by Wilkinson) can be applied to the selected retail industry organisation to assess the maturity of the organisation’s governance, limited to the ‘leadership’ attribute. Firstly, a high-level literature review on ethical leadership, ethical decision-making, ethical foundation and culture (‘tone at the top’), and organisational governance and maturity was conducted. Secondly, a Johannesburg Stock Exchange (JSE) listed South African-based company was selected for the empirical part of the study using a single case study research design. The empirical results confirmed that the organisational governance maturity framework can be used to determine the maturity level of organisational governance for the selected attribute of ‘leadership’.
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Genc-Tetik, Elif. "STRATEGY IMPLEMENTATION, CULTURE AND PERFORMANCE IN THE PUBLIC ORGANIZATIONS: AN EMPIRICAL EXAMINATION." Public Administration Issues, no. 6 (2022): 33–52. http://dx.doi.org/10.17323/1999-5431-2022-0-6-33-52.
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It is largely accepted that effective strategy implementation, as one of the most essential phases of the strategy making process, leads to good organisational outcomes. However, there is still very little research addressing which implementation style is associated with better public service outcomes. For public sector organisations, there is a common belief that the implementation of strategies mostly fails in practice. Another important organisational characteristic, seen as an effective tool for increasing performance, is organisational culture. While there are also numerous studies in the literature investigating the relationship between organisational culture and performance in both the private and public sectors, most of this research only investigates the direct effects of culture. This research undertakes a novel approach and explores the separate and combined effects of strategy implementation style and organisational culture on performance in Turkish local government organisations. Survey data were analysed using multiple and robust moderated regression models. The results of the study confirmed the presence of a significant positive relationship between rational strategy implementation and organisational performance and consistently positive influence of hierarchy type of culture on performance. Moreover, a rational strategy implementation style appeared to strengthen the effects of a hierarchical and a market-based culture on performance, while an incremental strategy implementation style seemed to enhance the effects of a clan-oriented culture and an adhocracy culture on performance.
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K. Narayan, Anil. "Accounting and accountability challenges." Pacific Accounting Review 26, no. 1/2 (2014): 94–111. http://dx.doi.org/10.1108/par-07-2013-0072.
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Purpose – This paper aims to investigate the strategy, accounting and accountability interface in sustainability implementation in a large public tertiary education organisation in New Zealand. Design/methodology/approach – The study uses ethnography as an “engaging research” to help explain the real-life enactment of accounting and accountability in advancing/deterring sustainability initiatives. The study draws upon neo-institutional theoretical perspectives to help interpret the findings. Findings – Accounting and accountability are powerful conduits for strategy implementation. Successful sustainability strategy implementation requires the embedding of financial accountability within the implementation process. Practical implications – A strong ideological commitment from senior management is required to firmly embed sustainability in the tertiary organisation's belief systems, values and norms to get wider organisational acceptance and institutionalisation. Accounting needs to take a position of centrality within organisations to help facilitate sustainability implementation. Social implications – Government policy needs to incorporate specific concepts of sustainability into the tertiary education strategy and funding framework to make public tertiary organisations accountable for sustainability to the wider society. Originality/value – This study provides unique insights into the sustainability implementation process. It complements existing literature on sustainability accounting and accountability.
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OWENS, JONATHAN. "AN EVALUATION OF ORGANISATIONAL GROUNDWORK AND LEARNING OBJECTIVES FOR NEW PRODUCT DEVELOPMENT." Journal of Enterprising Culture 12, no. 04 (2004): 303–25. http://dx.doi.org/10.1142/s0218495804000166.
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This paper discusses New Product Development (NPD) Process and the perception required for effective NPD Learning (NPDL). A model of learning for NPD organisations is presented and the necessity to assess progression towards learning objectives at the individual, job and organisation level is shown. Three aspects of organisational groundwork are identified and discussed. These include developing the NPD process, implementing the NPD strategy and allocating resources for NPD and NPDL. Ten sets of learning objectives are identified and discussed. These are organisational analysis, barrier demolition, team working, flexible problem solving, use of advanced support tools, facilitating communication, maintaining communication, decision making, assessment of the NPD process and NPDL, and NPD risk analysis. It is proposed that adopting both an organisational needs analysis and individual needs analyses can support the development of NPD organisations. These analyses will identify the groundwork that should be undertaken by the organisation and the initial learning objectives for the individuals. The progression of NPD through the NPD process can then be assessed and implemented sufficiently.
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Mackenzie, Kelly, Elizabeth Such, Paul Norman, and Elizabeth Goyder. "Using Co-Production to Develop “Sit Less at Work” Interventions in a Range of Organisations." International Journal of Environmental Research and Public Health 18, no. 15 (2021): 7751. http://dx.doi.org/10.3390/ijerph18157751.
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Prolonged periods of sitting are associated with negative health outcomes, so the increase in sedentary jobs is a public health concern. Evaluation of interventions to reduce workplace sitting have suggested that participatory approaches may be more effective. This paper describes the use of co-production in four diverse organisations. Workshops with staff in each organisation were conducted to develop an organisation-specific strategy. The first workshop involved creative activities to encourage participants to develop innovative suggestions. The second workshop then developed a feasible and acceptable action plan. An ecological approach was used to consider behaviour change determinants at a range of different levels including intrapersonal, interpersonal, organisational, and environmental-level factors. 41 staff volunteered for workshops (seven in a small business, 16 in a charity, 15 in a local authority, and three in a large corporation). Of those, 27 were able to attend the first workshops and 16 were able to attend the second. Whilst there were some similarities across organisations, the smaller organisations developed a more tailored and innovative strategy than large organisations where there were more barriers to change and a more diverse workforce. Co-production resulted in bespoke interventions, tailored for different organisational contexts, maximising their potential feasibility and acceptability.
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Yadav, Bhagwan Dutta, Hugh R. Bigsby, and Ian MacDonald. "Elitism: normative ethics of local organisation in community-based natural resources management." International Journal of Organizational Analysis 24, no. 5 (2016): 932–55. http://dx.doi.org/10.1108/ijoa-06-2015-0873.
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Purpose Local organisations have been established on participatory approach whose central purpose is to establish development activities bringing about positive change as four pillars of developments: to establish decentralised robust local organisation for sustainable forest management to enhance livelihood of rural people, to meet the forest products basic needs of local people, targeted interventions for poverty alleviation and social mobilisation initiatives and biodiversity conservation climate change mitigation and adaptation. Design/methodology/approach Local organisational elites designed/conceptualised the concept, where it can be operated organisationally and in local organisational context that provides new ways and methods to develop conceptual framework (Table I), which sheds light on involvement of poor and underprivileged members in decision-making process and distribution of benefit on equity basis. Findings The findings will lead to a positive change through the organisational elite model through both reorganising organisations and restructuring of power with change in the society and reduce the impact of rational choices, vested interests of elites (leaders of local organisation) and political factors, which are otherwise playing a game or tragedy of commons. Research limitations/implications Because of the limited resources and time, the authors are unable to verify it on the other development line agencies such as drinking water scheme, livestock, health and cooperative. Practical implications It considerably appears that the impacts are very sound to conclude from the review of above models of elites that provide a very clear understanding and useful conceiving lens to formulate how participation occurs in the executive committee of the community forestry user groups (CFUG) and community-based organisations based on three key elements. First are the caste and the caste structure of the community. Second is the wealth status of the individual, and third is power created both from wealth and caste. This should be determined from the local organisational elite model (Table I) about the nature of interactions on the executive of the CFUGs and other vehicles of local community-based development organisations. Social implications Local organisations will provide an opportunity in reality to both elites and non-elites to considerably change, make aware and create a realistic situation to determine the dialectical opportunity to develop relationship, interaction and configuration between elite and non-elite members both outside and inside of the local organisations. Originality/value It has not been found in literatures yet such sort of concept developed in development field particularly in the development activities performed by participation of local users. Hence, it is certainly original conceptual framework.