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Khodabakhshzadeh, Saeed, Taghi Khodabakhshzadeh, Soodeh Khodabakhshzadeh, and Iman Tahamtan. "Knowledge Management in the Petroleum Industry of Iran." Journal of Information & Knowledge Management 13, no. 02 (June 2014): 1450016. http://dx.doi.org/10.1142/s0219649214500166.
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Knowledge managements (KM) increases the capability of organisations and companies in today's competitive environment. It is important that managers in petroleum companies proactively prepare their organisations and its members as they begin to implement KM systems. Then, as the first step, they should assess their organisations' readiness for KM implementation. Therefore, in this paper, we chose Iran as one of the main petroleum producers in the world to study the readiness of National Iranian Oil Company for KM implementation. A questionnaire survey was conducted in the company, based on stratified random sampling technique. The paper investigated the readiness of five variables including, management support, organisational culture, IT infrastructure, human resources and organisational structure for KM implementation in the company. Results revealed that the company lacked the necessary readiness to successfully implement KM. One way Analysis of Variance (ANOVA) results indicated that there was a significant difference between the readiness levels of five KM variables. IT infrastructures and organisational structure were in higher readiness to implement KM in the company, followed by management support, human resources and organisational culture, respectively. Top management should plan to reduce weaknesses and implement a proper KM system in the company.
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Marouf, Laila, and Patrick Doreian. "Understanding Information and Knowledge Flows as Network Processes in an Oil Company." Journal of Information & Knowledge Management 09, no. 02 (June 2010): 105–18. http://dx.doi.org/10.1142/s0219649210002565.
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We focus on information and knowledge flows as social network processes in organisational contexts. Seeking and giving work-related information is distinguished from seeking and providing problem-solving help as knowledge flows. Hypotheses from the literature suggest that (perceived) accessibility, knowledge about the work-related skills of others, and knowledge about the functions that others perform in an organisation all predict knowledge and information flow relations. We also include membership in geographically dispersed work units as a feature of the formal organisational structure. As an additional predictive relation, non-work related socialisation is used to capture the informal structure. While all potentially predictive relations are significant and positively related to information and knowledge flows, once membership in work units and socialisation are included, the latter two relations are the dominant predictors. Perceived accessibility, at most, is a weak and inconsistent predictor of knowledge flows. Knowledge of work-related skills and the functions that others perform in an organisation also appear to have little relevance for seeking and providing knowledge. That work group membership and socialisation are the most potent predictors of knowledge and information flow relations suggests that these components of the formal and informal organisational structures operate in complementary ways. However, we note that this organisation may have a clear technical foundation that helps promote the effectiveness of both formal and informal organisational structures for promoting knowledge flows. This may be especially true for the studied managerial unit. In general, establishing the conditions under which the formal and informal organisational structures positively complement each other merits further attention. Some practical implications are outlined.
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Abramović, Borna, Denis Šipuš, and Martina Ribarić. "Analysis of the Organisation of Railway Freight Undertaking: A Case Study of HŽ Cargo Ltd." MATEC Web of Conferences 235 (2018): 00001. http://dx.doi.org/10.1051/matecconf/201823500001.
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Organisation is a significant segment of every enterprise, and so is the case with companies providing railway freight transport services. The success of a company depends on the organisational structure that makes it much easier to conduct business owing to the clearly defined hierarchy and responsibilities that lead to the ultimate goal – freight transport. This paper defines and describes railway freight transport, as well as the impact of freight transport market liberalisation on the sole organisation of a company. Moreover, various organisational schemes are analysed along with their potential benefits for the railway transport. The organisation of HŽ Cargo Ltd. is shown together with an outline of business activities of certain organisational units of the company.
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SHAFIE, NUR AIMA, ZURAIDAH MOHD SANUSI, RAZANA JUHAIDA JOHARI, WIWIK UTAMI, and AZIATUL WAZNAH GHAZALI. "EFFECTS OF ORGANISATIONAL STRUCTURE ON SOCIAL VALUE: MEDIATING ROLE OF FINANCIAL PERFORMANCE." Management and Accounting Review (MAR) 17, no. 3 (December 31, 2018): 131. http://dx.doi.org/10.24191/mar.v17i3.866.
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Social enterprise (SE) is a hybrid organisation, which combine two different goals in their mission and vision. In an attempt to sustain their operation, social enterprise must ensure that both mission (social and financial) is equally balanced and achievable. The existence of SE is to fill the gap leave behind by traditional profit organisation, non-profit organisations (NPOs) and the government. The aim is to positively impact the social, cultural and environmental issues through their unique business model. Their uniqueness, while can benefit the community and society as a whole is prone to fraud and misuse of funds which would eventually affect the survival of SE. The issues are originated from weak governance particularly the structure of their organisations. Hence, this study is aims to examine the relationship between the organisational structure, financial performance and social value of SE in Malaysia. On the other hand, the study also aim to examine the mediating role of financial performance on the relationship between organisational structure and social value. Organisational structure is vital as carefully selected, well designed and well managed organisational structure will improve the impact of social enterprise on the society. This study is based on the 134 data obtained from the SE in Malaysia and registered as Company Limited by Guarantee (CLBG). The study found that, organisational structure and financial performance significantly influence the social value of SE. Furthermore, it was also found that financial performance indeed mediate the relationship between organisational structure and social value. It is hoped that the study can contribute to the improvement of performance of SE in Malaysia and as well as encourage the development of research in the area of SE.
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M, Malavika, and Vijaya R. "The Case of Onboarding Process at Company X." Ushus - Journal of Business Management 16, no. 3 (July 1, 2017): 57–63. http://dx.doi.org/10.12725/ujbm.40.5.
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Within an organisation, changes are endless.For an organisation to grow and flourish, changes are necessary and inevitable.Although the significance of change management and organisational development has been established, organisations always face resistance and challenges towards the same. Change interventions in an organization are of varied nature and can be classified as follows: strategic, techno structure, human resource management and human process interventions. The onboarding process is related to work design and refers to the procedure in which newly joined employees are given orientation about the company’s culture, policies and other necessary documentation that is entailed as being part of that company. This process can be viewed from two perspectives: from the employer’s point of view and the new employees’ point of view. This case study attempts to analyse the benefits and shortcomings of a temporary and permanent change of the onboarding process in companies.
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de Jager, Bertus, Chris Minnie, Johan de Jager, Marita Welgemoed, John Bessant, and Dave Francis. "Enabling continuous improvement: a case study of implementation." Journal of Manufacturing Technology Management 15, no. 4 (June 1, 2004): 315–24. http://dx.doi.org/10.1108/17410380410535017.
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Widespread recognition of the strategic imperative posed by a turbulent external environment has brought into focus a key challenge for firms – that of increasing involvement in innovation by the staff in the organisation. Much research has suggested that organisations that mobilise a large proportion of their staff to participate in innovation can make significant gains. Achieving this depends on a systematic process of organisational development in which the facilitative patterns of behavioural routines are extended and reinforced, so that they become a major culture change. This paper reports on progress with this organisational development methodology using a detailed case study of its use within a major mining company in South Africa. It makes use of a reference model framework to help structure and direct the change process towards enabling higher involvement in innovation. In particular it explores practical issues involved in moving a large organisation along a path of high involvement innovation.
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Bogicevic-Milikic, Biljana, and Dragana Dosenovic. "Moderators of the relationship between intrinsic rewards and job satisfaction: The evidence from the Republic of Srpska." Sociologija 62, no. 3 (2020): 416–37. http://dx.doi.org/10.2298/soc2003416b.
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The paper investigates the relationship between intrinsic rewards and work-related attitude (job satisfaction) as well as possible moderators of this relationship, such as: age, gender, education level, position (managerial/nonmanagerial), length of total work experience, tenure in the organisation, type of organisation`s business activity, company size and ownership structure of the company. We used data collected via questionnaire filled-in by 738 employees working in 283 different companies in the Republic of Srpska. Results indicate that there is a strong positive correlation between intrinsic rewards and job satisfaction. Furthermore, the results revealed that, among selected individual and organisational factors, only 3 factors - education level, managerial/non-managerial position and ownership structure of the company moderate the relationship between intrinsic rewards and job satisfaction in the selected sample.
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Knutsson, Hans, and Anna Thomasson. "Exploring organisational hybridity from a learning perspective." Qualitative Research in Accounting & Management 14, no. 4 (October 9, 2017): 430–47. http://dx.doi.org/10.1108/qram-04-2016-0030.
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Purpose The purpose of this paper is to explore if the application of a framework building on organisational learning focusing on organisational processes can increase our understanding of how hybrid organisation develops over time and why they fail to live up to external expectations. Design/methodology/approach The aim of this study is descriptive and explorative. It is accordingly designed as a qualitatively oriented case study. To capture the process of forming and developing hybrid organisations, the study takes a longitudinal approach. The case chosen for the study is a municipally owned company in Sweden providing waste management services. The study revolves around empirical data gathered in official documents and in face-to-face interviews. All the data concern the time span between 2004 and 2016. Findings The analysis of the case studied provides us with insights into how hybridity manifests itself in mind-set and processes. There is a need for individuals within and around the organisation to be aware of and accept new goals and strategies to change their behaviour accordingly. The result of this study thus shows that contrary to findings in previous research on hybrid organisations, merely changing the structure of the organisation is not sufficient. Instead, learning is key to the development of hybridity and to overcome goal incongruence and conflicts of interest in hybrid organisations. However, this takes time and is likely to be dependent on individuals’ willingness to accept and adapt these new strategies and goals. Research limitations/implications The result of this study is based on one single case study in one specific hybrid context. No empirical generalisation is aspired to. Instead, the aim has been to – through an explorative approach – make an analytical contribution to the knowledge about hybrid organisations. Further studies are thus necessary to deepen the understanding of the hybrid context and the situations under which hybrid organisations operate and develop. Practical implications Based on the result from this study, it seems that an organisation needs to learn how to be a hybrid organisation. There are no isolated structural solutions that can create a hybrid organisation other than in a formal sense. New ways to exploit organisational resources and the hybrid context are necessary to find new and innovative ways of how to use the hybrid context in a way that improves service sector delivery. Originality/value Predominately, research on hybrid organisations has until recently been working with the premise that hybrids are not a breed of its own but a mix of two or several ideal types. Consequently, the result from this type of research has often landed in a conclusion regarding the complexity of combining what often is considered contradictory and conflicting goals. In this paper, a different and novel approach is taken. The paper illustrates how hybrid organisations develop over time, and it suggests that hybridity manifests itself in mindset and processes. The main contribution is an exploration and illustration of how organisational learning may be considered as the missing link between the structural orientation of previous explanations of hybrid organisations and the organisational property of hybridity. Hybridity is the result of exposure to, acceptance of and adaptation to new goals and strategies and expresses itself in “hybrid behaviour”.
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McLoughlin, Kate, and Joanne Meehan. "The institutional logic of the sustainable organisation: the case of a chocolate supply network." International Journal of Operations & Production Management 41, no. 3 (March 30, 2021): 251–74. http://dx.doi.org/10.1108/ijopm-11-2020-0773.
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PurposeThe purpose of this paper is to examine how, and by whom, institutional logics are determined in the action of sustainable organisation. The authors analyse a supply chain network structure to understand how multiple stakeholders' perceptions of sustainability emerge into a dominant logic and diffuse across an organisational field.Design/methodology/approachStakeholder network theory provides novel insights into emerging logics within a chocolate supply chain network. Semi-structured interviews with 35 decision-makers were analysed alongside 269 company documents to capture variations in emergent logics. The network was mapped to include 63 nodes and 366 edges to analyse power structure and mechanisms.FindingsThe socio-economic organising principles of sustainable organisation, their sources of power and their logics are identified. Economic and social logics are revealed, yet the dominance of economic logics creates risks to their coexistence. Logics are largely shaped in pre-competitive activities, and resource fitness to collaborative clusters limits access for non-commercial actors.Research limitations/implicationsPowerful firms use network structures and collaborative and concurrent inter-organisational relationships to define and diffuse their conceptualisation of sustainability and restrict competing logics.Originality/valueThis novel study contributes to sustainable supply chain management (SSCM) through presenting the socio-economic logic as a new conceptual framework to understand the action of sustainable organisation. The identification of sophisticated mechanisms of power and hegemonic control in the network opens new research agendas.
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Jumbe, Moses, and Cecile N. Gerwel Proches. "The impact of institutional culture on change initiatives in an electric utility company in Africa." African Journal of Economic and Management Studies 7, no. 3 (September 5, 2016): 295–313. http://dx.doi.org/10.1108/ajems-08-2015-0093.
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Purpose Organisational culture is increasingly being recognised as a critical determinant of the success or failure of organisational change efforts. A power utility company in Africa was undergoing planned change driven by its ambitious vision of becoming one of the top five performing utilities in the world. The purpose of this paper is to explore how the organisation’s culture was impacting on the change initiatives of one of the organisation’s operating units. The study also sought to investigate the robustness of the change model employed to inform the change process. Design/methodology/approach The study employed qualitative research methods for data collection, sampling and analysis. Ten semi-structured, in-depth interviews were conducted with managers, supervisory and non-supervisory staff in the operating unit. Data analysis was by means of thematic analysis. Findings Organisational culture was found to be impacting the operating unit’s change efforts. According to the participants, cultural analysis to determine organisational readiness for change was not adequately undertaken. The cultural factors of, among others, communication, feedback, involvement, and consultations negatively impacted the change efforts. The participants’ perceptions were that leadership failed to connect employees to the vision. Originality/value The paper provides insight into the importance of leadership’s understanding and consideration of organisational culture in change initiatives. Cultural analyses before embarking on change assists leaders in identifying and then strengthening or changing cultural tenets implicated by the change initiatives.
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Evans, Mark, and Basil Phillip Tucker. "Unpacking the package." Qualitative Research in Accounting & Management 12, no. 4 (October 12, 2015): 346–76. http://dx.doi.org/10.1108/qram-07-2015-0062.
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Purpose – The purpose of this paper is to explore the ways in which both formal and informal control, operating as a package, are implicated in responding to organisational change arising from the introduction of the Australian Federal Government’s Clean Energy Act (2011). Design/methodology/approach – This investigation is based on a review of archival data, and semi-structured interviews conducted with 15 staff at different hierarchical levels within an Australian renewable energy company. Findings – Although formal management control systems and informal control both played important roles in the organisation’s reorientation to organisational change, it was the latter form of control that predominated over the former. The influence of the prevailing organisational culture, however, was pivotal in orchestrating both formal and informal control efforts within this organisation. Originality/value – This study contributes to management control theory and practice in two ways: first, it provides much needed empirical evidence about the ways in which management controls act as a package; second, it offers insights into the relative importance of the components of a management control package in the context of a particular organisational change. In addition, it responds to Laughlin’s (1991) call for empirical “flesh” to be added to the skeletal framework he advocates to make this conceptualisation of organisational change, “more meaningful”.
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Bergman, Jukka-Pekka, Vladimir Platonov, Igor Dukeov, Pekka Röyttä, and Pasi Luukka. "Information Processing Approach in Organisational Cognitive Structures." International Journal of Information Systems and Social Change 7, no. 4 (October 2016): 1–19. http://dx.doi.org/10.4018/ijissc.2016100101.
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Despite of increasing interest in social cognitive research in strategic management during recent years, few studies have examined the relationship between cognitive structures of top management and middle management. This study represents the information processing approach in managerial cognition research assuming that top management communicate their shared cognitions into the organization reducing ambiguity of operative environment faced by the other levels of organization shaping the operations of the organizations. The authors' empirical study examines managerial cognitive maps collected with a cognitive mapping method in a transportation company. In the study, top managers and middle managers separately evaluated sustainability management issues and their relevance for the company providing 75 individual cognitive maps. Based on this, the authors' study aims to fill the gap in research of relationship between top management and middle management cognitive structures and increase understanding on role of managerial cognition in strategic management research.
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Qureshi, Athar Mahmood Ahmed, and Nina Evans. "Deterrents to knowledge-sharing in the pharmaceutical industry: a case study." Journal of Knowledge Management 19, no. 2 (April 7, 2015): 296–314. http://dx.doi.org/10.1108/jkm-09-2014-0391.
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Purpose – This study aims to explore deterrents to knowledge-sharing in pharmaceutical manufacturing. Effective knowledge-sharing is fundamental to stimulation of the process of knowledge absorption. The limited proximal communication between the employees in the pharmaceutical industry stifles their knowledge-sharing behaviour significantly. Design/methodology/approach – A cross-sectional case study, consisting of semi-structured interviews with managers and scientists, was conducted in a multinational pharmaceutical company in Australia. Respondents were asked to answer questions regarding their current knowledge-sharing practices and to identify organisational deterrents to knowledge-sharing. The data were condensed into themes according to the thematic analysis method. Findings – The pharmaceutical industry is extensively regulated and its excessive competitiveness is cultivating organisational reticence towards the development of a knowledge-sharing culture. Nine categories of deterrents to intra- (within) and inter-organisational (between organisations) knowledge-sharing have been identified. These categories include high cost of sharing knowledge, information technology limitations, knowledge-hiding, lack of socialisation, lack of trust culture, non-educational mindset, organisational politics, poor leadership and time pressure. Research limitations/implications – The population of this study consists of managers and practitioners working for a pharmaceutical company. Hence, the generalisability of the findings to other health-care settings is unknown. Practical implications – The findings have implications for leaders and managers who should be aware of these professional diversities, instigators as well as the ripple effects of limited knowledge-sharing to guide the organisation towards developing an optimal knowledge-sharing culture. Originality/value – A focussed investigation of knowledge-sharing behaviour within the pharmaceutical industry in Australia, considering the pressure applied to this industry over the past decade. This case study specifically focusses on the diversity of deterrents to knowledge-sharing in the pharmaceutical manufacturing industry.
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Dave, Bhargav. "Business process management – a construction case study." Construction Innovation 17, no. 1 (January 3, 2017): 50–67. http://dx.doi.org/10.1108/ci-10-2015-0055.
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Purpose This paper aims to demonstrate the need for a structured business process improvement effort needed while restructuring organisational processes within a construction company. Through the longitudinal study, the study also highlights the importance of a continuous improvement initiative to sustain such an improvement effort. Design/methodology/approach The research followed an action research and the case study approach using semi-structured interviews and group workshops within the case organisation. Overall, six departments were analysed, 35 interviews with senior and middle managers were conducted, existing business process documents were studied and processes were documented. The data were compiled using a process modelling software and Business Process Markup Notation methodology. Additionally, a longitudinal analysis following the completion of process modelling exercise was carried out over a period of eight years. Findings The overall study highlights the importance of business process management (BPM) for construction organisations. The case study also demonstrated that even smaller business units and its processes affected the overall value chain in a major way and the importance to analyse the process interdependencies between organisational units. Research limitations/implications The main limitation of the research was that it is based on a single-case-study company based in the UK. More research is needed with other organisations with different work practices and culture and geographic location. Practical implications Primarily, the research outlines specific steps taken during a structured process improvement exercise in a construction company, including procedures for collecting data, developing process maps and analysis of data. The longitudinal study highlights the challenges in sustaining such an initiative. For practitioners, strengths and weaknesses of various process improvement methods and a detailed description of a BPM implementation can be used as a guideline for future projects. From a research point of view, the paper highlights the need for deeper and long-term analysis of such initiatives and the importance of immersion of researchers within the environment. Originality/value The paper provides deeper insights into the structured process improvement exercise within a construction company. Second and more importantly, the longitudinal study is one of its kind in the construction industry to shed light on the factors affecting sustainability of such initiatives.
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Willar, Debby, Bambang Trigunarsyah, and Vaughan Coffey. "Organisational culture and quality management system implementation in Indonesian construction companies." Engineering, Construction and Architectural Management 23, no. 2 (March 21, 2016): 114–33. http://dx.doi.org/10.1108/ecam-02-2015-0026.
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Purpose – The review of literature found that there is a significant correlation between a construction company’s organisational culture and the company quality performance. The purpose of this paper is to assess the organisational culture profiles of Indonesian construction companies, and to examine the influence of the companies’ organisational culture profiles on their quality management systems (based on QMS-ISO 9001:2008) implementation. Prior to conducting the examination, there are examinations of the relationships among the quality management system (QMS) variables. Design/methodology/approach – The methodology employed a survey questionnaire of construction industry practitioners who have experience in building and civil engineering works. The Organizational Culture Assessment Instrument was selected due to its suitability in assessing organisation’s underlying culture. Findings – Within the examination among the QMS variables, it was found that problematic issues associated with the implementation of QMS-ISO 9001:2008 in Indonesian construction companies can affect the implementation of the QMS and contribute to the lower level of companies’ business performance. It was also found that there is no significant relationship between the QMS implementation and the companies’ business performance. By using the Competing Values Framework diagram, it was found that most of the construction companies’ organisational culture is characterised by a Clan type which is reflected in how employees are managed, how the organisation is held together, and how the organisation’s success is defined; the leadership style is Hierarchy-focused, while the organisation’s strategy is Market type. It was also found that different culture profiles have different influences on the QMS implementation. Originality/value – A strong mixed Hierarchy and Market culture needs to be developed within the construction companies in Indonesia, as the driver to support proper and successful implementation of their QMS in order to enhance business performance in a quality performance-oriented Indonesian construction industry.
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Scheepers, Caren, and Melissa Reddy. "Influence Of Organisational Culture On Strategy Execution In A South African Organisation." Journal of Applied Business Research (JABR) 35, no. 4 (July 1, 2019): 109–28. http://dx.doi.org/10.19030/jabr.v35i4.10305.
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Purpose: This study examines the effects of nine dimensions of organisational culture (uncertainty avoidance; gender egalitarianism; assertiveness; institutional collectivism; in-group collectivism; humane, future and achievement orientation; and power distance) on the dimensions of strategy execution (information sharing, leadership, rewards, performance, structure, employee commitment and coordination) within a fast-moving consumer goods (FMCG) company.Design: A survey questionnaire covering demographics, organisational culture and strategy execution was distributed electronically. Following assessment of reliability and validity of the 281 completed questionnaires, Pearson correlation and a canonical correlation analyses were conducted using the nine dimensions of culture as predictors of strategy execution variables, to evaluate the multivariate shared relationship between the two variable sets.Findings: The findings indicate that the dimensions of organisational culture have a variation of strong, medium and weak associations with the dimensions of strategy execution. Achievement orientation was found to have the highest effect on strategy execution dimensions and the future planning orientation the second highest.Research limitations/implications: The major limitation was that the population was represented by one large organisation in the South African FMCG industry, thereby excluding other companies in this country and the results may not necessarily be generalised to other populations. Future studies could include more industries and countries.Practical implications: This study provides evidence that company management must place considerable emphasis on developing organisational culture dimensions that have a positive impact on strategy execution.Originality/value: The study reveals that achievement and future planning orientated cultures have a significant influence on strategy execution.
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Karlsson, Christer, and Rajesh Nellore. "The Superweight Project Team and Manager." International Journal of Innovation Management 02, no. 03 (September 1998): 309–38. http://dx.doi.org/10.1142/s1363919698000146.
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This paper presents a model for managing product development projects in which new strategic platforms that are of paramount importance to a company are developed. The model incorporales a superweight manager who manages a "live or die" strategic programme across different projects. From this study, an additional model emerges besides the four generic types of product development, project organisations and leadership presented by Clark and Wheelwright (1993a). The analysis was conducted by screening data into five categories, namely, strategic control of the project, resource allocation, organisational structure, targets and leadership. The data were collected through interviews and validated by triangulation and internal seminars.
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Biswas, Sharlene, and Winnie O’Grady. "Using external environmental reporting to embed sustainability into organisational practices." Accounting Research Journal 29, no. 2 (July 4, 2016): 218–35. http://dx.doi.org/10.1108/arj-04-2015-0063.
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Purpose This paper aims to explore the relationship between external environmental reporting (EER) and internal strategies, processes and activities (ISPA) to understand the role EER plays in embedding sustainability into organisational practices. Design/methodology/approach The case study considered how carbon measures associated with the carbon emissions management and reporting scheme (CEMARS) embedded sustainability into organisational practices in a family-owned wine company. Evidence collected during semi-structured interviews with informed employees was triangulated with observational data, field notes and documentary evidence. Findings A dynamic relationship was found between EER and ISPA, which embedded sustainability into organisational practices and promoted the developments of environmental reporting. CEMARS data were embedded into production management, capital expenditure and budget review processes, whereas more frequent EER was required by managers to support their operational activities. The company at times relied on an eco-validation approach to justify sustainability decisions despite their negative impact on short-term profit. EER contributed to the strategic planning, target setting and control functions of the management control systems. Research limitations/implications Sustainability research should simultaneously address EER and ISPA. The interplay between the two dimensions determines whether sustainability is embedded in organisations and whether organisations will act in a sustainable manner. Practical implications The practical implication of the research is that organisations need to integrate EER information into ISPA if they want managers to establish patterns of behaviour that simultaneously consider the financial and environmental impacts of decisions. An EER such as CEMARS can provide coherence and focus for sustainability initiatives. Originality/value This research reveals that sustainability is embedded into organisations through the interactions between EER and ISPA, thus contributing to the understanding of internal organisational change. It identifies an eco-validation approach to decision-making that complements the eco-efficiency approach and shows that EER need not operate independent of internal processes and can be integrated into management control systems.
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Parikh, Indira J. "Executive Education in India: Current and Future Directions for HR Professionals." NHRD Network Journal 12, no. 1 (January 2019): 57–63. http://dx.doi.org/10.1177/2631454119829656.
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Executive development is imperative to organisational development and design. As organisations witness transformations in the internal and external environments, there is a need to equip executives with relevant skills, perspectives and competencies. The education provided by business schools may help to a limited extent for here and now. Rapid changes in the environment render earlier learning obsolete. Thus, a broad-based programme that encompasses skills, knowledge, perspectives and experiential components helps individuals in their organisational journeys and growth. It starts with settling in (through induction). It further proceeds to gaining a broader outlook over general and functional roles and knowledge. The trajectory further enables individuals explore leadership maps and definitions of the systems, structures and processes that they are a part of. Along with the central key functions, it has also become essential to comprehend the fact that our organisational roles interact with our social roles, mainly within the family and the larger context. This article also is an attempt to understand how management institutes, in-company training programmes and open programmes can facilitate in designing programmes to execute the same by including growth at different stages of personal, social and workspaces. From time to time, it is important to reflect, renew and take initiatives for the renewal and regeneration of the self, collectivity and the organisation.
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Urban, Wieslaw. "Amoeba Management System Transformation in the Light of Organisational Change Literature." Management and Production Engineering Review 8, no. 1 (March 1, 2017): 16–23. http://dx.doi.org/10.1515/mper-2017-0002.
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AbstractThe object of this study is the system of amoebas founded originally in Japanese Kyocera. The study aims to identify milestones of the transformation in a company organisational system to the Amoeba Management System (AMS). The study takes a conceptual research approach. It starts from the analysis of available sources on the AMS, identifies the most challenging points of this system, and afterwards, based on organisational change literature, formulates the main steps of transformation towards AMS. The following milestones of AMS implementation emerge from organisational change theories: (1) the preparation for AMS, (2) the change of organisational structure, (3) the design and introduction of a new accounting system, (4) the introduction of inner prices between amoebas, and (5) the transformation of the organisational culture. At the end of the study, the most important issues for future research are listed.
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Robert, Lauriane, Rachel Bocquet, and Elodie Gardet. "Intra-organisational drivers of purchasing social responsibility." European Business Review 28, no. 3 (May 9, 2016): 352–74. http://dx.doi.org/10.1108/ebr-08-2015-0083.
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Purpose This study aims to identify intra-organisational drivers that enhance the implementation of a purchasing social responsibility (PSR) approach and drivers that influence PSR throughout the phases of the process. Design/methodology/approach The conceptual framework presents PSR as a process, rather than merely a decision. It focuses on three dimensions (centralisation, specialisation and formalisation) to highlight the role and evolution of key drivers through a three-phase process (set-up, operating and sustaining). The empirical analysis is based on a single qualitative case study of Société Nationale des Chemins de Fer Français (SNCF), France’s state-owned railway company, which is particularly advanced in its PSR-related practices. Findings The intra-organisational drivers differ according to the phase of the PSR process. Transitions across the three phases entail organisational adaptation, which require the company to transform from a mechanistic to an organic structure. Research limitations/implications This research contributes to a better understanding of the PSR implementation process through an in-depth study focused on intra-organisational drivers. Although relatively understudied, these drivers play important roles. Practical implications This study identifies operational, intra-organisational leverage actions that can benefit firms that aim to adopt or maintain a PSR approach. It also provides comprehensive guidance for activating these leverages throughout the PSR implementation process, and it helps firms identify their level of PSR. Originality/value This study proposes the first processual, organisational interpretation of PSR approaches.
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Reilly, Peter. "Managing across borders and cultures." Strategic HR Review 14, no. 1/2 (April 13, 2015): 36–41. http://dx.doi.org/10.1108/shr-07-2014-0042.
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Purpose – The aim of this paper is to ask why western organisations appear to be moving towards a single global HR model that minimises cultural differences compared with Asian organisations that seem to allow more variation in HR policies and practices. Moreover, we try to identify the problems western organisations face in taking this route and how they seek to overcome them. Design/methodology/approach – The paper is based on a case survey approach whereby the author (and colleague) researched the global HR practices of some 70 organisations, interviewing a good proportion of the senior HR managers in these organisations. The focus was on global employment brands, culture and diversity, as well as talent management and HR service delivery model. Findings – Western organisations seem to be moving towards a single global HR model that minimises cultural differences, whereas “polycentric” organisational forms are common in Asian companies. This may be to do with ownership structure and business model, but is also through Western organisations fashioning a “one company” philosophy and reducing costs through centralisation. This approach risks the creation of an ethnocentric world view based on a home country perspective that might damage diversity and lead to the cloning of the business leadership. The paper offers some risk mitigation strategies based around having common people principles but allowing distinctive local practice. Research limitations/implications – The research is case study-based. There is no quantitative element to the results. Thus, the research has the benefit of in-depth understanding of organisational practice and its context, and the author (and colleague) do not have the benefit of testing the findings across a larger number of organisations. In particular, the East versus West distinction the author (and colleague) made needs further refinement. And, the author would want to look in more depth at the business structures of Western firms to see how much effect they have on organisational culture. Practical implications – Organisations can take the findings, including solutions to the problems of ethnocentricity, and apply them to their own situations. In particular, it should encourage a more thoughtful review of the development of organisational culture and especially reflection on the dangers of standardisation and consolidation of HR services. Originality/value – This paper is based on original case study research and uses these insights to consider some of the academic debates about organisational culture and HR services, specifically within the context of global operations. The advice to organisations will be new to practitioners, although it builds on previous work.
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Bacouel-Jentjens, Sabine, and Inju Yang. "Do we see the same? Discrepant perception of diversity and diversity management within a company." Employee Relations: The International Journal 41, no. 3 (April 1, 2019): 389–404. http://dx.doi.org/10.1108/er-12-2017-0286.
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Purpose The purpose of this paper is to paper investigates whether different perceptions exist with regard to diversity management within an organisation. Additionally, if such differences exist, what contextual factors influence these perceptions? Design/methodology/approach The approach of this study is based on inductive and interpretative case research, which aims to compare diverse perceptions in two different organisational units of a company. For this purpose, 30 semi-structured interviews were conducted. Findings The findings in this paper highlight the importance of contexts in the study of diversity management. That is, contexts such as workforce composition and power (e.g. organisational status) in an organisation as well as the social environment’s impact on social identity processes, which results in discrepant focusses on and recognition of diversity management within the same organisation. Research limitations/implications This study contributes to research on a more nuanced approach to diversity by proposing an importance of contexts for the process of social identity and further perceptual discrepancy. Practical implications Qualitative research on and findings about perceptual discrepancy help to close the gap between the practice and rhetoric of diversity management. Originality/value Departing from extant empirical research on diversity at the workplace, which relies predominantly on quantitative methods, a qualitative design of this study allows a refinement of previous findings. Also, this paper provides deeper insight into the sense-making process, resulting in different diversity perceptions by different employees according to their work and social environments or contexts.
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Barlow, Sunny. "Creating a resilient management system delivering a flexible foundation for growth in an energy organisation." APPEA Journal 57, no. 2 (2017): 393. http://dx.doi.org/10.1071/aj16149.
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Many organisations find it challenging to effectively integrate separate internal management systems and processes into one cohesive framework that supports organisational strategy. A management system is a framework of policies, processes and procedures developed to ensure an organisation can complete the tasks necessary to achieve its strategic objectives. International and industry standards typically take a functional view of management systems, often resulting in silos of information. In addition, inefficient and isolated safety, environmental, process safety, risk, compliance and quality management systems cost time and money, and can increase the likelihood of safety incidents in critical development and production environments. To support Woodside’s vision to be a global leader in upstream oil and gas, Woodside needed to establish a common approach to how it operates, wherever the location, and develop a strong foundation to support its strategic objectives. Woodside recently undertook an internally led company-wide project to renew its Woodside Management System (WMS) to improve integration between disparate functionally based management systems and capture the way we work more effectively. As part of the project, Woodside took the opportunity to redesign its WMS framework and streamline its processes and procedures by simplifying and removing duplicate or redundant existing information. Through the project, Woodside developed a single integrated management system that is independent of organisational structure and closely linked to our vision. The integrated control framework created within the WMS supports conformance to process and forms the foundation of assurance activities across the entire company. The WMS integrates a hierarchy of business processes, focused upon value stream activities, and clearly defines operational processes and activities. This paper discusses the objectives and outcomes of the project, some challenges during implementation and the change management approach to develop the culture and behaviours to drive continuous improvement and unlock the benefits of an integrated management system.
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Aigboje, Eddy, Paul A. Ugboya, and Martins Odiamenhi. "Quality Maintenance of Production Equipment: A Case Study of Bendel Feeds and Mills, Ewu, Edo State." Journal of Advances in Science and Engineering 2, no. 2 (August 30, 2019): 1–7. http://dx.doi.org/10.37121/jase.v2i2.54.
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This paper analyses the quality maintenance in Bendel Feeds and Mills, Ewu, Edo State, with a view of designing a robust maintenance process and schedule to enhance production equipment in the company. The specific objectives were to determine the failure rate in the company production equipment, establish the appropriate maintenance process needed to reduce failure rate, investigate whether the current material handling methods and practices permit high maintenance turnover and to proffer useful suggestions and ideas on how to effectively maintain production equipment in the company. Data obtained were used to analyse the materials handling equipment failure rate, MTTR, MTBF, availability, failure mode and work station. The results showed that the failure rate is more in bucket elevator equipment than other materials handling equipment. It was observed that the plant organisational structure is area controlled instead of centre controlled organisation, which is one of the problems of the plant maintenance policy adopted by the company. Maintenance of materials handling equipment of the plant can be better achieved through modified planned preventive maintenance, condition base maintenance (predictive) and equipment inspection. This analysis will be of tremendous help to practicing maintenance engineering.
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Blackmur, Douglas. "Determinants of Organisational Size: Bhp and Vertical Integration 1885–1915." Journal of Management & Organization 3, no. 1 (January 1997): 15–29. http://dx.doi.org/10.1017/s1833367200005976.
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AbstbactOne of the most important strategic issues for managers involves deciding the size of the organisation. Factors which influence this decision include economic, social and political change. The boundaries of the organisation are thus not fixed, and are in part contingent upon the particular characteristics of the environmental context. Theoretical progress in the discipline of strategic management, as far as it relates to matters of organisational size (and structure), requires that serious consideration be given to the analysis of the dynamics of vertical integration which is available in the New Institutional Economics literature. One of the most interesting strands in this literature is the Transactions Costs Economics developed by R.H. Coase and O.E. Williamson. This paper provides an overview of the Coase-Williamson theory of vertical integration. It then uses this theory as a point of departure in conducting an empirical discussion of decisions to integrate vertically taken by one of the world's largest mining enterprises, The Broken Hill Proprietary Company Limited, during the first 30 years of its existence. The paper seeks to demonstrate that theorising in strategic management is enriched if analytical (albeit critical) attention is paid to advances in the economics of organisation.
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Blackmur, Douglas. "Determinants of Organisational Size: Bhp and Vertical Integration 1885–1915." Journal of the Australian and New Zealand Academy of Management 3, no. 1 (January 1997): 15–29. http://dx.doi.org/10.5172/jmo.1997.3.1.15.
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AbstbactOne of the most important strategic issues for managers involves deciding the size of the organisation. Factors which influence this decision include economic, social and political change. The boundaries of the organisation are thus not fixed, and are in part contingent upon the particular characteristics of the environmental context. Theoretical progress in the discipline of strategic management, as far as it relates to matters of organisational size (and structure), requires that serious consideration be given to the analysis of the dynamics of vertical integration which is available in the New Institutional Economics literature. One of the most interesting strands in this literature is the Transactions Costs Economics developed by R.H. Coase and O.E. Williamson. This paper provides an overview of the Coase-Williamson theory of vertical integration. It then uses this theory as a point of departure in conducting an empirical discussion of decisions to integrate vertically taken by one of the world's largest mining enterprises, The Broken Hill Proprietary Company Limited, during the first 30 years of its existence. The paper seeks to demonstrate that theorising in strategic management is enriched if analytical (albeit critical) attention is paid to advances in the economics of organisation.
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CHARUE-DUBOC, FLORENCE. "A THEORETICAL FRAMEWORK FOR UNDERSTANDING THE ORGANISATION OF THE R&D FUNCTION: AN EMPIRICAL ILLUSTRATION FROM THE CHEMICAL AND PHARMACEUTICAL INDUSTRY." International Journal of Innovation Management 10, no. 04 (December 2006): 455–76. http://dx.doi.org/10.1142/s1363919606001569.
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The increasing importance of innovation for companies, mergers and acquisitions, and the strengthening of project structures are leading to numerous rationalisations in the organisation of the research function. Although few works have analysed company R&D organisation and its impact on innovation performance, we elaborate on the concepts of economy of scope and absorptive capacity, introduced to compare the efficiency of various firms' R&D, so as to analyse the organisation of R&D departments. We focus on inter-project learning and argue that it must be viewed as an organisational question. "Organising by problem" constitutes a new means of cross-project learning and of enhancing absorptive capacity.
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Braendle, Udo C., and Juergen Noll. "The Societas Europaea – a step towards convergence of corporate governance systems?" Corporate Ownership and Control 4, no. 4 (2007): 10–18. http://dx.doi.org/10.22495/cocv4i4p1.
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Since October 2004 the idea of a European Company, the Societas Europaea, has become reality and companies are allowed to incorporate in this legal form. Concerning corporate governance the Statute allows the companies to choose between a two-tier organisational structure typical for Civil Law countries and a one-tier organisational structure which is predominant in Anglo-Saxon Common Law countries. By analysing the regulations of Austria and the United Kingdom for the two board systems to elaborate the respective advantages and pitfalls, we find a strong evolution of the systems towards each other. As the board system is an integral component of a corporate governance system, the Societas Europaea highlights a major step towards convergence of these systems
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George, Christeen. "Retaining professional workers: what makes them stay?" Employee Relations 37, no. 1 (January 5, 2015): 102–21. http://dx.doi.org/10.1108/er-10-2013-0151.
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Purpose – The purpose of this paper is to investigate why professional workers actually remain in their organisations. Design/methodology/approach – The design of the study was cross-sectional. A number of factors important for the retention of professional workers were identified from the literature. A 19 item “retention scale” was developed based on the identified retention factors and their characteristics. It was proposed that the retention factors could be divided into two levels: organisational and job. The retention scale was completed by 138 workers form the UK site of a multinational Marketing company. The reliability of the scale was assessed using Cronbach’s α and was found to be 0.80. Findings – Factor analysis supported the division of the retention factors into organisational and job levels with a two factor structure in which organisational levels loaded strongly on component 1 and job level items loaded strongly on component 2. Scores on these two subscales predicted individual workers’ intention to remain within their organisation using both MANOVA and logistic regression analysis. Research limitations/implications – This is a preliminary look at factors important for the retention of professional workers and as such has several limitations. A more comprehensive review of the literature on retention is required and further testing of the model is required with a larger sample size. Links with the literature on the psychological contract also need to be more fully explored. Practical implications – This research has practical implications for practitioners due to the importance of retaining top talent for increased competitive advantage. The factors that have been found here to be important for retaining professional workers have also been observed in high performing companies. Social implications – The retirement of the baby boomer generation means that there has to be a greater emphasis on retaining key employees in organisations to mitigate the loss of key skills and competences. Originality/value – Most previous studies and many HR managers concerned with the retention of professional and other workers tend to concentrate on those aspects of the job or of the organisation that make them leave. This study is concerned with why people stay with their employers.
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Muhammad, Kamaruzzaman, Nor’Azam Mastuki, Faizah Darus, and Erlane K Ghani. "Critical Success Factors for AIS Change: A Case Study in an Agricultural Company." Journal of Social Sciences Research, SPI 1 (March 15, 2019): 37–48. http://dx.doi.org/10.32861/jssr.spi1.37.48.
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This study investigates the critical success factors of AIS change in an agricultural company. This study adopts the case study approach in achieving its objectives. The findings of this study show that the company has adopted several strategies to ensure the upgrading of the new AIS structure was successful. Several strategies were adopted. The strategies are allocation of sufficient resources and funds, hands-on training, user participation, proper management of resistance, effective project management, top management support, use of external and internal experts, system requirement analysis, established new policies and procedures, and system migration and integration. The findings of this study serve as a guideline for business practices and contribute to the academic knowledge and literature. In addition, this study contributes to the organisational change literature as well as to practitioners in understanding the critical success factors of AIS change. Understanding such a process provides further insight and serves as guidance to companies in managing future organisational and AIS change effectively.
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Muhammad, Kamaruzzaman, Nor’Azam Mastuki, Faizah Darus, and Erlane K Ghani. "Critical Success Factors for AIS Change: A Case Study in an Agricultural Company." Journal of Social Sciences Research, Special Issue 5 (December 15, 2018): 904–15. http://dx.doi.org/10.32861/jssr.spi5.904.915.
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This study investigates the critical success factors of AIS change in an agricultural company. This study adopts the case study approach in achieving its objectives. The findings of this study show that the company has adopted several strategies to ensure the upgrading of the new AIS structure was successful. Several strategies were adopted. The strategies are allocation of sufficient resources and funds, hands-on training, user participation, proper management of resistance, effective project management, top management support, use of external and internal experts, system requirement analysis, established new policies and procedures, and system migration and integration. The findings of this study serve as a guideline for business practices and contribute to the academic knowledge and literature. In addition, this study contributes to the organisational change literature as well as to practitioners in understanding the critical success factors of AIS change. Understanding such a process provides further insight and serves as guidance to companies in managing future organisational and AIS change effectively.
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Ang, Pauline, A. K. Siti-Nabiha, and Lian-Kee Phua. "Control and structure in a professional service firm." Emerald Emerging Markets Case Studies 5, no. 7 (November 17, 2015): 1–10. http://dx.doi.org/10.1108/eemcs-03-2014-0065.
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Subject area Accounting and Finance (Performance Management and Management Control System). Study level/applicability Postgraduate Students in Business and Management. Case overview This is a case of SmartBay System Integrator (SSI), an IT infrastructure system integrator based in Malaysia, a company that was facing declining profit margins. SSI was reputed to be a well-established locally owned system integrators in the northern region of the country, and the services it provided included building IT systems with high-end servers, networking solutions and software applications. Apart from the urgent need to improve sales, SSI intended to reduce the number of one-off customers and resolve the issue of increasing customer complaints. The complaints given to the company by customers revolved around the sluggish response to customers' requests, including delays in quotations and proposals, constant rescheduling of meeting with customers as well as unfavorable perceptions regarding the competency of SSI engineers. This case requires the analysis of the structure and control systems adopted by SSI to determine whether they are appropriate for the nature of the business and have suitable systems in place to resolve the issue of customer complaints. Expected learning outcomes This case can be used to teach the use of control systems in managing human resource issues in the context of highly specialised technical professionals in small service firms. In addition, the case also illustrates the need to match an appropriate control system to a specific type of organisational structure. In addition, the case can be relied upon to teach the differences between the various types of organisational structures and the different forms of control systems. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Micheli, Pietro, and Matteo Mura. "Executing strategy through comprehensive performance measurement systems." International Journal of Operations & Production Management 37, no. 4 (April 3, 2017): 423–43. http://dx.doi.org/10.1108/ijopm-08-2015-0472.
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Purpose The purpose of this paper is to investigate the mediating role of comprehensive performance measurement systems (PMS) – i.e. measurement systems that comprise financial and non-financial indicators, and which also consist of indicators related to different aspects of an organisation’s operations – in the relationship between strategy and company performance. Design/methodology/approach Survey data of top managers of large European companies were collected and analysed by means of exploratory factor analyses and hierarchical regressions in order to validate the proposed hypotheses. Findings This research shows that different strategies lead to the use of different types of performance indicators. Also, it finds that the utilisation of a comprehensive PMS enables the implementation of both differentiation and cost-leadership strategies. Specifically, a comprehensive PMS positively mediates the effect of differentiation strategy on organisational and innovative performance, and of cost-leadership strategy on organisational performance. Research limitations/implications Further research could be undertaken in other contexts and consider additional factors, such as the structure, maturity and different uses of PMS, and the cost of measuring performance. Qualitative studies could examine the role of PMS in dynamic environments, as well as the evolution of PMS during strategic transitions. Practical implications Greater consideration should be given to the utilisation of different types of performance indicators when implementing and re-formulating strategy. Originality/value This study clarifies the links between strategy and performance measurement, and it is the first to identify the mediating effect of comprehensive PMS between strategy and company performance.
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Eric E. Mangunyi and Krishna K. Govender. "Business Continuity Management and the Influence of Strategic Factors: The Case of Private Security Companies in Kenya." Restaurant Business 118, no. 10 (October 18, 2019): 429–43. http://dx.doi.org/10.26643/rb.v118i10.9336.
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Thepurpose of this study was to investigatethe influence of strategic characteristics on business continuity management (BCM) among Kenyan private security services companies, since contemporary organizations face unprecedented risks which may interrupt their day to day operations and/or at worst,negatively impact their future existence. An integrative model of the relationship among organisational structure, resources, leadership style, systems and BCM was developed and tested using data from 142 security companies.The results suggest that the company structure (CS), support systems (CSS) and resources (CR) have a direct, positive and significant effect on BCM.It was also ascertained that leadership style (LS) hasnegative but significant,effect on BCM, and CR exerted a greater influence on BCM, than other factors.It may be concluded that there are some generally applicable underlying drivers of BCM, which organisations need to embrace during planning. To increase generalizability, future studies should be extended to other service institutions.
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Hennekam, Sophie, Sabine Bacouel-Jentjens, and Inju Yang. "Perceptions of Diversity Management Practices among First- versus Second-generation Migrants." Work, Employment and Society 34, no. 5 (November 26, 2019): 844–63. http://dx.doi.org/10.1177/0950017019887335.
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Drawing on an extended case method approach consisting of observations, analysis of organisational documents and semi-structured in-depth interviews with first- and second-generation migrants working in a French car manufacturing company, this article examines how and why diversity management practices are perceived differently by first- versus second-generation migrant workers. Using social identity theory and equity theory as a theoretical framework, it was found that first- and second-generation migrants have different social expectations, which, in turn, influence their self-image, as well as their perception of organisational justice. The interaction between their social identity and their perception of justice affects how they appraise diversity management practices in their organisation. The study extends previous research on migrant workers and diversity management by building a conceptual model that outlines how and why diversity management practices are perceived differently by first- versus second-generation migrants.
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UĞURLU, Özlem Yaşar, Duygu KIZILDAĞ, and Cenk TUFAN. "A MODEL PROPOSAL REGARDING ANTECEDENTS AND OUTCOMES OF UNLEARNING: CASE STUDY OF AN R&D FIRM FROM TURKEY." Business & Management Studies: An International Journal 8, no. 5 (December 25, 2020): 4300–4332. http://dx.doi.org/10.15295/bmij.v8i5.1643.
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In the literature, the subject of unlearning is discussed less than organisational learning and learning organisation. Thinking the dynamics of today’s economy and the business world, having an unlearning ability is especially important for firms that focus on innovation and sustainable development. This research aims to explore the process of unlearning in an innovative company with a high capability of R&D, to determine the type of unlearning and its antecedents affecting the unlearning process, and also to find the positive outcomes of unlearning for the company and to establish a model as a result of these findings. In line with the purpose of the research, this investigation was undertaken by using the case study method and doing semi-structured interviews with company officials in an R&D company that offers advanced technological products and services to the defence, environment and energy industries in Turkey. According to the research findings, it is seen that company A can unlearn and the processes related to unlearning. When the findings obtained in terms of the unlearning process and its sub-dimensions are combined, it is noteworthy that the company sees unlearning at the centre of development and improvement. A model was proposed through the findings.
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ZULFIQAR, MUHAMMAD, and KHALID HUSSAIN. "CEO COMPENSATION AND FIRM INNOVATION: MODERATING ROLE OF OWNERSHIP CONCENTRATION." International Journal of Innovation Management 24, no. 06 (October 7, 2019): 2050058. http://dx.doi.org/10.1142/s1363919620500589.
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A performance-based CEO compensation plan can help organisations incorporate an innovative culture. Concentrated ownership structure can enable shareholders to play a key role in the strategic decision-making of a company by exercising their statutory rights. Purpose of this paper is to understand the moderating impact of ownership concentration on the nexus of CEO compensation and firm innovation relationship. Data about all A-share non-financial companies listed at the Shanghai Stock Exchange and Shenzhen Stock Exchange is obtained from CSMAR database of China. Panel data analysis by using year and industry effects indicates that CEO compensation positively and significantly affects organisational innovation. Furthermore, ownership concentration as measured by top 5 shareholders strengthens this relationship. Findings of this study can help investors, policymakers and creditors to understand the importance of CEO compensation towards innovation in the presence of a concentrated ownership structure. Chinese economy is the fastest growing developing economy and therefore, Chinese contextual findings may be selected as a benchmark for other developing countries.
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Johnsen, Hans Chr Garmann. "Discourse and change in organisations." Concepts and Transformation 7, no. 3 (December 31, 2002): 301–21. http://dx.doi.org/10.1075/cat.7.3.06joh.
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The purpose of this study is to discuss the relation between a communicative change programme and organisational development — how and to what extent can communicative change programmes be integrated with the change process in the organisation? In this article I present the Steel Plant Corp. (SPC) case, which indicates that if the process of change is legitimate and anchored in a communicative change program, it is possible to achieve comprehensive organisational developments without conflict but with peaceful dissent. I focus on the relation between two parties — the Union and management. I argue that there was a change in the union’s meaning construction during the process — the Union changed its opinion about company strategy and it changed its role and actions from conflict-oriented to constructive co-operation. I argue that perhaps the number and diversity of dialogues and events as such is an important factor in explaining the development from conflict to peaceful dissent. I further argue that if that is the case, we should consider that in order to have successful changes, the focus should not be on the instrumental efficiency of one particular discourse or communicative form, but the unfolding of a complexity of parallel communicative events, many of which will differ in structure. The SPC case indicates that if the process of change is legitimate and anchored in a communicative change program, it is possible to achieve comprehensive organisational developments without conflict but with peaceful dissent.
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Abu Bakar, Abdul Rahim, and Fariza Hashim. "Dream or doom dome?" Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–6. http://dx.doi.org/10.1108/20450621111110654.
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Subject area International management control and organisational behaviour. Study level/applicability This case is suitable for final year undergraduate and Master's students as well as for the general practitioner. It is suitable for the university course program and for in-company training seminars. For company training seminars, the human resources department and finance would most probably benefit from the discussion of the case. Case overview This case was about a company that was eager to expand its business internationally as it gains success in the home market. Having being entrusted by the company CEO to lead the project, the enthusiastic “project champion” lavishly spent the company investments with minimal control from the parent company. Expected learning outcomes After carrying out this exercise, students are expected to be able to: first, decide a firm mode of entry, scale of entry and strategic commitment; second, determine the market potential of a particular business venture; third, suggest the management structure and control for international subsidiaries; fourth, decide the possible exit strategy of a business venture. Supplementary materials Teaching notes.
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Kopeček, Lubomír. "“I’m Paying, So I Decide”." East European Politics and Societies: and Cultures 30, no. 4 (July 25, 2016): 725–49. http://dx.doi.org/10.1177/0888325416650254.
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Business-firm parties founded on the initiative of a political entrepreneur are a phenomenon of growing importance in contemporary party politics. In practice, these are either commercial companies, whose structure is used for a political project, or new and separate organisations constructed on business principles. This article examines the case of Czech party ANO (“YES”), established by the owner of the Agrofert holding company Andrej Babiš. The party achieved remarkable success in the 2013 Czech general election. The opportunity for ANO’s success was provided by strong voter dissatisfaction, reinforced by the scandalous circumstances of the centre-right government’s fall. This context created a fertile ground for the introduction of a new entity espousing anti-party, anti-corruption, and anti-political sentiments. In ANO’s organisation and functioning, a strengthening of certain traits characteristic of this type of parties is apparent. A robust system for screening party members and representatives has been gradually put into place, and human resources–style techniques of psychological testing were employed at the party’s inception. Furthermore, the power in the party has been wholly centralised around the leader, and the party’s territorial structures assigned merely service tasks. ANO has also maximised its electoral-professional orientation. The strengthening of the typical traits of a business-firm party can be explained by reference to the party’s origin in the business environment and the notions entertained by its leader. In many respects, Babiš’s party has brought the organisational model of a business-firm party to its limits.
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Hankinson, Philippa, and Graham Hankinson. "The role of organisational structure in successful global brand management: A case study of the Pierre Smirnoff Company." Journal of Brand Management 6, no. 1 (September 1998): 29–43. http://dx.doi.org/10.1057/bm.1998.42.
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Kuznetsov, Viktor, Ekaterina Garina, Artem Bardakov, Dmitrii Kornilov, and Dmitry Lapaev. "Re-engineering the business process of sales in view of life cycle stage and the company organisational structure." International Journal of Trade and Global Markets 12, no. 3/4 (2019): 412. http://dx.doi.org/10.1504/ijtgm.2019.101554.
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Kramskyі, Serhiy O., Olha M. Yevdokimova, and Oleg V. Zakharchenko. "Models of Team Role Composition for Completing an IT Company on a Fuzzy Set Platform." Scientific Bulletin of Mukachevo State University Series “Economics” 8, no. 1 (March 24, 2021): 18–28. http://dx.doi.org/10.52566/msu-econ.8(1).2021.18-28.
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At present, in the global economic crisis and the COVID-19 pandemic, the development and operation of distance learning and student education are more relevant than ever. The COVID-19 crisis, in addition to the world pandemic, has dealt a devastating blow to the economy of the state and organisations. Insufficient level of research support, imperfection of organisational structure and organisation of management of scientific and technical activities in IT projects necessitate revision and improvement of the existing management system of such projects. The purpose of the study is to develop comprehensive models to increase the objectivity of the role assessment of the applicants' competences during the staffing of specialists for the IT company in conditions of uncertainty on the platform of fuzzy sets. The following theoretical methods of scientific cognition were used in the study: method of synthesis and analysis of information, statistical method, method of maximisation and method of Max-disjunction. The study considers the developed model for assessing the applicants' competences in the staffing of the role of specialists of the IT company using the platform of fuzzy sets. The study analyses the current problems of recruitment, human or labour resources in corporations whose activities are related to the development of software in various fields. The approximate composition of roles in modern IT companies with the recommended socionic types of information metabolism for each specific executor of the IT project is given. The incentive mechanism in the context of specific constraints enables the improvement of the system of rewarding IT staff and makes it possible to differentiate such staff using project management tools. The authors of the study have developed a fuzzy model for assessing the competences of a candidate for any position in an IT corporation. The study provides linguistic variables, the basis of the rules of fuzzy products, and the conclusion of the dependences of the output variable on the input data of the developed fuzzy model
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Pålsson, Henrik, and Erik Sandberg. "Paradoxes in supply chains: a conceptual framework for packed products." International Journal of Logistics Management 31, no. 3 (August 10, 2020): 423–42. http://dx.doi.org/10.1108/ijlm-12-2019-0338.
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PurposeGrounded in paradox theory, and with the objective of structuring and extending existing knowledge of conflicts of interest (e.g. trade-offs) in packaging logistics, the purpose of this paper is to identify categories of paradoxical tensions in packaging systems used in supply chains, and to develop a conceptual framework that describes these categories.Design/methodology/approachThis research uses a theory building approach. It develops a conceptual framework of paradoxical tensions for packed products in supply chains. It revises and extends current knowledge in this domain by applying paradox theory from organisational research.FindingsThe paper develops a generic, conceptual framework that identifies, categorises and describes packed product paradoxes on two system levels: supply chain and company levels. The categories of paradoxes refer to performing, organising, belonging and learning.Research limitations/implicationsThe framework provides a new theoretical explanation of conflicts of interest in packaging logistics in terms of paradoxical tensions related to packed products in supply chains. It structures and increases general understanding of such tensions within and between actors in a supply chain. The paper also discusses differences in terminology between tensions which are possible to settle and those which lead to paradoxes.Practical implicationsThe framework provides a structure for analysing the organisational impact of strategic packaging decisions. It can help highlight different stakeholders' organisational constraints related to packaging.Originality/valueThe framework's systematic categorisation of four types of paradoxical tensions, with thorough descriptions of the meaning of packed product paradoxes of each type, offers an expanded and in-depth explanation of the organisational impacts of packed products in supply chains.
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Armson, Genevieve. "Exploring A Space For Emergent Learning To Occur: Encouraging creativity And Innovation In The Workplace." American Journal of Business Education (AJBE) 2, no. 1 (January 1, 2009): 1–16. http://dx.doi.org/10.19030/ajbe.v2i1.4015.
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This research set out to explore perceptions about the concept of an emergent learning space within private organisations, as the current literature on learning does not adequately differentiate between organised learning and emergent learning. The research objectives explored the existence of, and perceived level of organisational encouragement and support for, emergent learning. Utilising a grounded research approach, the researcher was able to explore how organisations can and do provide a space for emergent learning to occur. In support of social constructionist learning theory, it has shown that this space for emergent learning is strongly influenced by three main factors: the existence of peer discussions, active two-way communications between managers and staff, and a have a go coaching style of management. Constructivist learning theory was supported by the findings that many managers and employees actively seek out opportunities for creativity and innovation, through their own initiative and motivation. Emergent learning is further positively influenced by the existence of and support for organised training programs in the workplace, and the particular company structure and availability of resources. At the edge of chaos, the space for emergent learning was supported by strong two-way communications between managers and staff; the have a go management coaching style; willing peer discussions; ready access to training programs; the company structure and its resources, and the individuals own initiative and motivation. Factors that discouraged the creation of a space for emergent learning to occur were shown to be a resistance to change and insufficient time. The significance of this research lies in two areas. Firstly, the research contributes to the literature on emergent learning in organisations, and provides definition of and support for this type of learning. Secondly, the research assists in the often-cited need for improvement of managerial skills within organisations, by providing managers with ways in which they can ensure their organisations thrive in the 21st century through the active encouragement and support for emergent learning in the workplace.
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Andersson, Elias, Maria Johansson, Gun Lidestav, and Malin Lindberg. "Constituting gender and gender equality through policy." Equality, Diversity and Inclusion: An International Journal 37, no. 8 (November 20, 2018): 763–79. http://dx.doi.org/10.1108/edi-10-2017-0208.
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Purpose In Sweden, gender mainstreaming policies have a long political history. As part of the national gender equality strategy of the Swedish forest industry, the ten largest forestry companies committed themselves to gender mainstream their policies. Limiting the impact of policies and the agency of change, the purpose of this paper is to focus on the varied and conflicting meanings and constitution of the concepts, the problem and, in extent, the organisational realities of gender mainstreaming. Design/methodology/approach In both, implementation and practice, gender mainstreaming posse challenges on various levels and by analysing these documents as practical texts from the WPR-approach. This paper explores constructions of gender and gender equality and their implications on the practice and the political of gender mainstreaming in a male-dominated primary industry. Findings The results show that the organisations themselves were not constituted as the subject of the policy but instead some of the individuals (women). The subject position of women represented in company policy was one of lacking skills and competences and in the need of help. Not only men and the masculine norms but organisational processes and structures were also generally invisible in the material. Power and conflict were mainly absent from the understanding of gender equality. Instead, consenting ideas of gender equality were the focus. Such conceptualisations of gender equality are beneficial for all risk concealing power structures and thereby limit the political space for change. Originality/value By highlighting the scale of policy and the significance of organisational contexts, the results indicate how gender and gender equality are constitutive through the governing technologies of neoliberal and market-oriented ideologies in policy – emphasising the further limiting of space for structural change and politicalization within the male-dominated organisations of Swedish forest industry.
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Kim, Changju, and Katsuyoshi Takashima. "Effects of retail organisation design on improving private label merchandising." European Journal of Marketing 53, no. 12 (December 3, 2019): 2582–603. http://dx.doi.org/10.1108/ejm-03-2018-0194.
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Purpose This paper aims to examine empirically whether and under what organisational design conditions retailers can benefit from private label (PL) merchandising improvement. Design/methodology/approach The study tests hypotheses using a structural equation model and data obtained from general merchandise managers at 190 supermarket retailers in Japan. Findings The results reveal that both centralised merchandising authority and store cooperation between merchandising and store divisions motivate PL merchandising improvement, which strengthens PL competitiveness. In addition, outcome-based merchandiser control strengthens the positive relationship between store cooperation and PL merchandising improvement. However, regarding centralised merchandising authority, it is found that outcome-based control had no significant moderating effect. Research limitations/implications To generalise the findings, it may be desirable to reflect data from store divisions for at least two constructs of interdepartmental structure and coordination. Also, it will remain a challenge to produce objective financial outcomes, such as sales, profits or market share, of PL merchandise to empirically test PL contributions to a retail store or company. Practical implications It is important for retail managers to understand their merchandisers’ efforts and behaviours to continuously improve PL merchandising activities. It is strongly recommended that retail managers continue to find ways to motivate their merchandisers. Originality/value Drawing on the philosophy of continuous improvement, this study suggests a novel approach to retail merchandising management that investigates how organisational design can influence better PL merchandising. To highlight the growing role of retail merchandisers, often ignored in the PL literature, this study advances this knowledge about the organisational design–strategic behaviour linkage by empirically testing interactions between different aspects of retail organisation design.
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Mäki, Tarja, Hannele Kerosuo, and Anssi Koskenvesa. "This has been a real uphill battle — three organisations for the adoption of Last Planner System." Canadian Journal of Civil Engineering 47, no. 2 (February 2020): 109–17. http://dx.doi.org/10.1139/cjce-2018-0405.
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This study examines the learning processes of the adoption of the Last Planner System (LPS) and mechanisms of learning indicating the successes and failures of their establishment in three organisations. The organisations under study are a public building agency, an engineering office, and a construction company. One practice-based methodology by Engeström and Sannino of organisational learning based on the theory of expansive learning was applied in the analysis. The ethnographic research data included the observation of LPS adoption processes and the interviews of the participants. This study links the epistemic learning actions of the theory of expansive learning to the adoption process of LPS. It also reveals the mechanisms that indicate the success or failure of the adoption process. A successful adoption process seems to require strong ownership, enough time, resources, and opportunities for learning together in practical project work, and the combination of top-down and bottom-up approaches.
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Alao, T. O., and O. O. Aina. "Organisational culture of construction companies in Lagos State, Nigeria." Organization, Technology and Management in Construction: an International Journal 12, no. 1 (June 22, 2020): 2158–69. http://dx.doi.org/10.2478/otmcj-2020-0012.
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AbstractThe study investigated the cultural features of construction companies in Lagos state and determined the organisational culture profile of the construction companies in the study area, with a view to providing information that could enhance the organisational performance of Nigeria construction firms. Primary data were sourced through the administration of 196 structured questionnaires to 98 construction companies (i.e., two questionnaires per company) represented by their construction professionals and administrative staff. The information elicited from the returned 140 questionnaires (71% return rate) included features of organisational culture and dominant characteristic element of organisational culture profile of the construction companies. Data collected for this study were analysed using percentages, factor analysis and mean score (MS). The result showed a dominant organisational cultural feature of strategic direction explaining 17.73% variance in respondent’s perception. However, communication (9.66%), adaptability (8.43%) and employee involvement (6.88%) were also relevant. The organisational culture profile showed a predominant market culture (MC) with focus on production and goal accomplishment (MS = 3.62), a hierarchy culture (HC) of a coordinator, organiser and efficiency expert (MS = 3.60) and an ad hoc culture with strategic emphasis on dynamics and readiness (MS = 3.56). The family type of culture is undermined within the companies (MS = 3.47). The study concluded that strategic direction being a MC feature corroborates a predominant MC revealed by assessing organisational culture of construction companies in Lagos state, Nigeria.