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Статті в журналах з теми "Organisational capability theory"
1
Sharp, Colin A. "An Organisational Evaluation Capability Hierarchy Model for Self-diagnosis1." Evaluation Journal of Australasia 4, no. 1-2 (March 2005): 27–32. http://dx.doi.org/10.1177/1035719x05004001-205.
Повний текст джерелаАнотація:
The use of Capability Maturity Models in financial management, project management, people management and information systems management in a wide variety of organisations indicates the potential for an Organisational Evaluation Capability Hierarchy to guide the self-diagnosis of organisations in building their evaluation maturity. This paper is about the theory behind this growing trend in organisational governance and organisational diagnosis, and explores its relevance to evaluation theory and practice. This theoretical analysis may have long-term practical benefits for evaluation practitioners, as is being developed in the fields of project management, financial management, and people management in a wide range of organisations.
2
Arief, Muhtosim, and Yerki Teguh Basuki. "Dynamic Capability as a Business Strategy Enhancing the Business Performance (A Conceptual Approach)." Advanced Science Letters 21, no. 4 (April 1, 2015): 690–94. http://dx.doi.org/10.1166/asl.2015.5879.
Повний текст джерелаАнотація:
This paper provides perspectives on business strategy and a theoretical rationale for the strategic development of an industry organisation to respond of increasing external environmental pressure. This paper is a conceptual approach using grounded theory, also sending a questioners and interviews were held with 30 FMCG top leaders of organization to explore of perspectives on the strategic development in the industry organisation. The data were complemented by documentary analysis of strategic plans and articles on the industries organisation. Strategic perspectives highlighted the themes of effective organisational development (organisational capability): governance, people development, financial performance, operations, service delivery and external relations; and the dynamic capabilities framework of capability exploitation (extracting maximum economic returns from current resources) and capability exploration (development of new capabilities). The study suggests that environmental pressure moderates the relationship between dynamic capabilities, business strategy and business performance, this perspective provides the much needed theoretical rationale that can be an aid to management undertaking to build competitive industry organisations to increasing the business performance. While the research approach may limit generalisability. The decision maker now have an alternative option to sustained their business, instead of closed their business.
3
Sook-Ling, Lew, Maizatul Akmar Ismail, and Yuen Yee-Yen. "Information infrastructure capability and organisational competitive advantage." International Journal of Operations & Production Management 35, no. 7 (July 6, 2015): 1032–55. http://dx.doi.org/10.1108/ijopm-12-2013-0553.
Повний текст джерелаАнотація:
Purpose – The purpose of this paper is to propose an inclusive research model to overcome the single perspective issues of the previous research which were looking at either on knowledge management (KM) activity, information technology (IT) applications or information infrastructure capability (IIC) independently. Design/methodology/approach – This paper reviewed and categorised five knowledge management (KM) frameworks: first, KM foundation studies; second, resource-based view studies; third, IIC studies; fourth, competitive advantage (CA) studies; fifth, organisational information processing theory studies to propose research model. Case studies based on face-to-face interviews were conducted to empirically analyse the proposed research model. Findings – An inclusive research model was suggested to redress the key limitation of past studies in this research field. Research limitations/implications – Since Asian countries are at present heading for the creation of a knowledge economy, the present study is important to assist government and researchers to develop the most suitable information infrastructure for effective KM in the organisation. The research model proposed by the present study can also become a key reference to the governments and researchers in other developing countries towards the creation of knowledge economy. Practical implications – The model proposed by the present study will help organisations to examine the performance of their current information infrastructure towards developing new business processes, techniques and decisions for effective KM in the organisations. Originality/value – The present study is one of the pioneer studies that integrating important IICs such as the integrating capability, data management capability, security capability, utility capability and collaborating capability in the research framework to assist knowledge-based companies to enhance current KM practices and attain long-term CA.
4
Mao, Yunshi, and Jing Quan. "IT Enabled Organisational Agility." Journal of Organizational and End User Computing 27, no. 4 (October 2015): 1–24. http://dx.doi.org/10.4018/joeuc.2015100101.
Повний текст джерелаАнотація:
This paper examines the role of information technology (IT) in enabling organisational agility. The authors focus on two IT capabilities, IT exploration and IT exploitation. On the basis of conceptualisation of the capability lifecycle and a hierarchy of dynamic capabilities, the authors establish a theoretical linkage between lower-order capability and higher-order capability, i.e., IT exploration capability to IT exploitation capability to organisational agility. Using the partial least square approach, the authors empirically test the proposed relationships using data from 289 manufacturers in the Pearl River Delta region of Guangdong province, People's Republic of China. Our results suggest the positive effects of IT exploration and exploitation capabilities on customer, operational and partner agilities. In addition, the authors find that IT exploitation capability mediates the relationship between IT exploration capability and organisational agility. On the basis of our findings, implications for theory and practice as well as future research opportunities are discussed.
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Healy, Margaret, Peter Cleary, and Eimear Walsh. "Innovativeness and accounting practices: an empirical investigation." Qualitative Research in Accounting & Management 15, no. 2 (June 18, 2018): 231–50. http://dx.doi.org/10.1108/qram-06-2017-0047.
Повний текст джерелаАнотація:
Purpose Innovation, the outcome of innovativeness, is a collaborative activity, requiring an integrated approach to the development and management of organisational capabilities (Tushman and Nadler, 1986), and therefore inextricably implicated in the accounting practices of organisations. Extant research however is not conclusive as to the influence of accounting practices on organisational innovativeness with some considering them enabling while others view them as restricting. This study aims to investigate the process of innovation as suggestive of a greater understanding of innovativeness as a dynamic organisational capability and therefore requiring greater consideration of the enabling conditions underpinning this. Design/methodology/approach Using a case study approach, and from the perspectives of three separate functionally specific organisational actors, this paper investigates the role of accounting practices in managing innovativeness within one high-technology organisation. Structuration theory is used as a lens through which the data collected are analysed. Findings Creative tensions (Simons, 2000) at the operational level between innovativeness and performance measurement are managed through the development of creative boundaries (“guide rails”), within which innovative solutions must be developed. Practical implications The findings support the assertion that the use of performance metrics (i.e. accounting practices) can support organisational innovativeness thereby potentially contributing to enhanced organisational performance. Originality/value Accounting metrics are simultaneously enabling and constraining, whereby the tension created from this dual functionality generates ways of empowering organisational capabilities for innovativeness throughout the organisation.
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Izadi Z.D., Javad, Sayabek Ziyadin, Maria Palazzo, and Mendip Sidhu. "The evaluation of the impact of innovation management capability to organisational performance." Qualitative Market Research: An International Journal 23, no. 4 (July 13, 2020): 697–723. http://dx.doi.org/10.1108/qmr-04-2020-0052.
Повний текст джерелаАнотація:
Purpose The purpose of this study is to investigate the impact of innovation management capability on organisational performance. Based on the resource-advantage theory, this study addresses: “To what extent do intellectual and emotional assets influence marketing management capability which loads to the organisation’s performance?” Design/methodology/approach To understand the research objectives, the data was collected via 35 in-depth interviews with managers and academics from various multi-national companies and new empirical insights were offered. Findings This study recognised three components of intellectual and emotional assets (knowledge and competence; digital technology; and reputation) and their influences on business performance. Research limitations/implications The focus on small- and medium-sized enterprises (SMEs) limits the generalisation of this study. To scrutinise the relations documented in this study, future research should be conducted in other country settings and different sector. Originality/value This study contributes to the sustainability literature by developing a conceptual model that explains the development and role of innovation management in a market context with its associated sustainability management outcomes. The results are of importance to both SMEs and policymakers. Clear need to investigate further how organisations can benefit from such capabilities for greater growth is identified.
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PLATTFAUT, RALF, BJOERN NIEHAVES, MATTHIAS VOIGT, ANDREA MALSBENDER, KEVIN ORTBACH, and JENS POEPPELBUSS. "SERVICE INNOVATION PERFORMANCE AND INFORMATION TECHNOLOGY: AN EMPIRICAL ANALYSIS FROM THE DYNAMIC CAPABILITY PERSPECTIVE." International Journal of Innovation Management 19, no. 04 (August 2015): 1550038. http://dx.doi.org/10.1142/s1363919615500383.
Повний текст джерелаАнотація:
Service firms need to continuously innovate their service offerings in order to remain competitive in constantly changing market conditions. Successful innovators utilise current information technology (IT) to access service innovation capacity and knowledge which can be located internal or external to their organisation. In this paper, we develop and test a theoretical framework that explains how IT can contribute to service innovation performance, and finally, to service provision performance. Drawing on dynamic capability theory, we differentiate between sensing (SN), seizing (SZ), and transformation (TF) as the key abilities in service innovation. With our theoretical model, we can explain almost 40% of the variance in service innovation performance (SIP) (R2 = 0.3955) and provide evidence for the multi-faceted and significant effects of IT. In particular, we are able to show a significant influence of inter-organisational IT support on SN and SZ abilities while organisational IT support has a significant impact on TF abilities.
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Verma, Anju, and Brij Sharma. "Level Determination of Self and Organisational Efficacy." International Journal of Advance Research and Innovation 2, no. 1 (2014): 270–80. http://dx.doi.org/10.51976/ijari.211441.
Повний текст джерелаАнотація:
Self-efficacy is a significant element in Albert Bandura’s social cognitive theory. According to Bandura, a strong self-efficacy belief enhances perceived human capability and well being to perform a particular task. It emerges through gradual acquisition of anticipatory judgmental skills, social and physical skills through experience. On the contrary, organisational efficacy (OE) is a generative capacity within an organisation to cope effectively with the needs, hurdles, problems, and opportunities it encounters within the business environment. Organisational efficacy differs from self-efficacy because it is a group-level, as opposed to an individual level. The study includes 782 respondents from different pharmaceutical companies across different hierarchy level of various functional areas. The collected sample of the study varied widely on personal characteristics of the respondents. The result reveals that majority of the respondents possess high level of self and organisational efficacy. But respondents from age group 20-30 years are found to be having more efficacious beliefs.
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Iqbal, Qaisar, Shaohua Yang, Rashid Nawaz, and Yifeng Lin. "Infollution (Information Pollution) Management, Filtering Strategy, Scalable Workforce, and Organizational Learning: A Conceptual Study." Information Management and Business Review 10, no. 4 (January 14, 2019): 1–7. http://dx.doi.org/10.22610/imbr.v10i4.2641.
Повний текст джерелаАнотація:
Information generation is increasing rapidly on a global scale. The exponential advancement in information technology and communication has accentuated the problem of effective information management. Yet, employees’ cognitive ability to process information has not increased in parallel with information generation. With the exponential rise of information, information pollution (infollution) emerges as a problem on an exponential basis. Infollution is among the greatest challenges of the 21st century. Nevertheless, based on information processing theory and dynamic capability, researchers have conceptualised that agile organisations can cope with information pollution by promoting scalable workforce and organisational learning. By employing coping strategies, filtering has been hypothesised as moderating the association of scalable workplace and organisational learning with infollution management. This research will extend the literature in the domain of information management and agile organisations. It will be particularly useful for information processors to identify quality information for improved decision-making.
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Bolat, Elvira, Kaouther Kooli, and Len Tiu Wright. "Businesses and mobile social media capability." Journal of Business & Industrial Marketing 31, no. 8 (October 3, 2016): 971–81. http://dx.doi.org/10.1108/jbim-10-2016-270.
Повний текст джерелаАнотація:
Purpose Mobile social media (MSM), an interaction, exchange of information and creation of user-generated content, mediated by mobile devices, is becoming the locomotive that drives forward evolution of the online world. Fewer academic studies have touched upon the MSM subject, with all the papers being of a conceptual nature to provide recommendations to business-to-business (B2B) firms. This paper aims to explore how B2B firms use MSM in reality. Design/methodology/approach This paper adopts the grounded theory approach to analyse interviews conducted in 26 B2B firms representing the UK advertising and marketing sector. Interviewees represent key decision-makers who understand the aspects of mobile technology use in their firms. Eighteen firms stressed the importance of social media as a trigger to adopt mobile devices. Follow-up data collection in these 18 firms focus on strategic orientation, processes, routines and skills required for using MSM. Findings This paper found that marketing and advertising firms use MSM for branding, sensing market, managing relationships and developing content. MSM is treated by businesses as a strategic firm-specific capability that drives firms’ competitiveness, where imitation of such capability by competitors is limited because MSM skills are specific to individuals within organisations and MSM routines are manifested as a result of firm-specific MSM skills’ interactions. Originality/value This study is amongst the first to provide insights into B2B firms’ practices of using MSM. Additionally, the research is novel because it discovers that MSM capability is developed as a result of the overlap between individuals’ and organisational knowledge and memory, contradicting existing theory on the subject.
Дисертації з теми "Organisational capability theory"
1
Gill, Leanne Margaret. "Building organisational capability." Thesis, Queensland University of Technology, 2006. https://eprints.qut.edu.au/16234/1/Leanne_Gill_Thesis.pdf.
Повний текст джерелаАнотація:
Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC).
This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability.
Three research questions emerge from the literature and the Model:
*How do organisations define their Strategic Intent Domain?
*How can organisations define their Core OCs?
*How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers?
These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.
2
Gill, Leanne Margaret. "Building organisational capability." Queensland University of Technology, 2006. http://eprints.qut.edu.au/16234/.
Повний текст джерелаАнотація:
Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC). This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability. Three research questions emerge from the literature and the Model: *How do organisations define their Strategic Intent Domain? *How can organisations define their Core OCs? *How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers? These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.
3
Kidson, Renee Louise. "Army in the 21st Century and Restructuring the Army: A Retrospective Appraisal of Australian Military Change Management in the 1990s." Thesis, Canberra, ACT : The Australian National University, 2016. http://hdl.handle.net/1885/117069.
Повний текст джерелаАнотація:
Army in the 21st Century and Restructuring the Army:
A Retrospective Appraisal of Australian Military Change
Management in the 1990s
Abstract:
Army in the 21st Century (A21) and Restructuring the Army (RTA)
were two related force
structure initiatives undertaken by the Australian Army in the
1990s. A21 radically proposed
to abolish traditional divisional/corps structures, fielding
instead independent task forces with
embedded combat arms. The RTA trials tested A21 concepts over
several years; yet
A21/RTA was abandoned in 1999. What happened, why, and what
lessons does A21/RTA
offer?
This retrospective appraisal of A21/RTA is a case study of
attempted transformational change
in the Australian Army. The sub-thesis’ methodology features
interviews with over thirty
senior military, public service, academic and political leaders
of this era; and applies
organisational theory to interpret internal/external dynamics.
A21/RTA faced formidable strategy, resourcing and cultural
challenges. However A21/RTA
failed to achieve critical elements of successful change
management, including: a clear,
shared, credible vision; achieving early successes; providing
enablers (e.g. time and
resources) and supporting efforts for change; senior leadership
buy-in; and political
sponsorship. A21/RTA failed in technical feasibility and cultural
sensitivity terms. However,
A21/RTA successfully developed an evidence-based approach, an
enduring legacy
supporting Army’s capability resourcing in Defence’s
contested budget environment. Lessons
for future restructures focus leadership attention to elements
critical for successful
organisational change, emphasising culture.
4
Eberl, Martina. "Die Dynamisierung organisationaler Kompetenzen : eine kritische Rekonstruktion und Analyse der Dynamic Capability-Debatte /." Hamburg : Kovac, 2009. http://swbplus.bsz-bw.de/bsz294337024cov.htm.
Повний текст джерела
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de, Vass Tharaka. "The “Internet of Things” enabled supply chain integration and performance: a mixed method investigation of the Australian retail industry." Thesis, 2018. https://vuir.vu.edu.au/38628/.
Повний текст джерелаАнотація:
The Internet of Things (IoT) is a next generation of Internet connected devices and sensors embedded within information and communication technology (ICT) systems in a digitally-enabled environment. It supports supply chain process integration by capturing and transferring key information in real-time. Integrating emerging IoT into the current legacy of ICT systems is unique because of its intelligent, autonomous and pervasive applications. While the impact of ICT-enabled supply chain integration (SCI) in improving firm performance is extensively researched, empirical studies on emerging IoT technologies in integrating supply chain processes is limited. It remains overly rhetoric in literature for its inherent benefits. Thus, it raises a question of whether IoT technologies have the capability to integrate supply chain processes and influence the supply chain performance through the power of data capture and exchange. Therefore, drawing on organisational capability theory, this empirical study develops a holistic model to investigate the effect of IoT capabilities on multiple dimensions of supply chain process integration (e.g. suppliers, customers and internal functions), and, its effect on supply chain performance and, ultimately, firm performance.
A mixed methods approach was employed. Cross-sectional survey data from 227 Australian retail firms was analysed using structural equation modeling (SEM), and the results were validated with 13 in-depth interviews with managers from the retail industry. The SEM results reveal that IoT capability is perceived to have a positive influence on internal and external (e.g. customer and supplier) process integration that, in turn, positively affects supply chain and firm performance. Further, IoT-enabled external integration was perceived to influence supply chain performance significantly more than IoT-enabled internal integration. Qualitative analysis supports the quantitative findings above and reveals that IoT capability improves supply chain visibility, auto-capture, intelligence, and information sharing resulting in greater SCI, to influence supply chain performance dimensions of cost, quality, delivery and flexibility, to effect firm’s economic, environmental and social criteria.
In terms of theory, this study contributes to SCI and IoT literature by providing an empirical support for IoT-enabled SCI and demonstrating how it helps to integrate the internal and external (supplier and customer) logistics functions that can enhance both supply chain performance and firm performance. The use of organisational capability theory offers a new perspective on the benefits of emerging IoT capability in achieving SCI in relation to data capture and communication in the supply chain for performance improvement.
Practically, the study provides insight for managers to understand the potential of IoT technologies in the form of supplier and customer integration into a firm’s internal logistics functions. The study shows that managers developing IoT-enabled SCI capability can reap the benefits in the supply chain and in firm performance. Higher level of SCI needs the support of newly emerged IoT technologies such as RFID, sensors and smartphone and device applications to capture and transfer data for intelligent and timely decision making. To achieve greater benefits of IoT in an integration context, managers must stretch their focus from isolated organisational management to the entire supply chain perspective.
Книги з теми "Organisational capability theory"
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Buchanan, John, David Finegold, Ken Mayhew, and Chris Warhurst, eds. The Oxford Handbook of Skills and Training. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780199655366.001.0001.
Повний текст джерелаАнотація:
Skills and workforce development are at the heart of much research on work, employment and management. Equally policy makers and managers throughout the world often cling to skill, believing that better development of them is the answer to a seemingly expanding range of practical and policy challenges. But are they so important? To what extent can they make a difference for individuals, organisations and nations? How are the supply and - more importantly - the utilisation of skill - current evolving? What are the key factors shaping skills trajectories of the future? This Handbook provides an authoritative consideration of issues such these. It does so by drawing on experts in a wide range of disciplines including sociology, economics, labour/industrial relations, human resource management, education and geography. The book’s 32 Chapters are organised around seven sections: I: Concepts and Definitions of SkillII: Skill FormationIII: Skill UtilisationIV: Skill OutcomesV: Differing skill systems – Levels of determinationVI: Differing skill systems – Dynamics at different stages of developmentVII: Current Challenges The Handbook is relevant for all with an interest in the changing nature, and future, of work, employment and management. It draws on the latest scholarly insights to shed new light on all the major issues concerning skills and training today. While written primarily by leading scholars in the field it is equally relevant to policy makers and practitioners responsible for shaping the development of human capability today and into the future.
Частини книг з теми "Organisational capability theory"
1
Wikström, Ewa, Karin Allard, Rebecka Arman, Roy Liff, Daniel Seldén, and Roland Kadefors. "Organisational Capability for Delayed Retirement." In International Perspectives on Aging, 221–32. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-78063-0_16.
Повний текст джерелаАнотація:
AbstractThroughout the industrialised world, societies are ageing. These demographic changes have created a political and societal focus on an extended working life. Unfortunately, there is a lack of systematic knowledge about how such changes can be successfully implemented within organisations. In this chapter, we discuss this lacuna and specifically focus on organisational capability. We highlight workplace conditions and practices that may inhibit or promote the retention of workers beyond the previous norm for retirement.The novelty of an organisational capability approach is that it highlights workplace conditions that enable older people to use their abilities to perform acts of value and to achieve a better quality of life and greater participation in society. Workplace resources, capabilities and functions form a dynamic pattern. Factors that influence the work abilities of older workers are related in complex interactions and not merely in the format of simple cause and effect.When looking at retirement from the perspective of older workers, we have focused on aspects such as the individual’s ability to control the retirement process. Central to Sen’s idea is that individuals have different conversion factors, which means that, even though two individuals may have access to the same resources, they do not necessarily have the capability to enjoy the same functions. For example, the probability that an older person will remain employed will partially depend on his or her health, human capital and type of job. But two seemingly similar individuals can nevertheless have very different chances of remaining employed because their employer has implemented very different age management policies, or simply because they have different attitudes towards older workers. Since organisational capability makes it possible to focus on the interaction between the individual’s resources and preferences and the opportunity structure existing at the workplace (meso level) and embodied in the retirement system (macro level), much of the discussion and many of the policies and practices concerning older people can be related to the concept of capabilities.
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Farmer, Jane, Anthony McCosker, Kath Albury, and Amir Aryani. "Data Capability Through Collaborative Data Action." In Data for Social Good, 63–88. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-5554-9_3.
Повний текст джерелаАнотація:
AbstractThis chapter explains how data capability for non-profit organisations involves having the right skills, technologies and data management practices that match different organisations’ size, mission and contexts. Data capability is a holistic concept, and capability of organisations will flex over time and with changes in organisational goals, work and wider context. The chapter also presents a collaborative data action methodology to help non-profits build towards the data capability that suits their work and context. The collaborative methodology emphasises ‘learning by doing’ involving multi-disciplinary teams and diverse perspectives and addressing actual challenges of non-profits—at least in part—through re-using internal data. The collaborative data action methodology was developed and refined over time based on the authors’ learning from multiple data projects. It features cycles of analysing, visualising and interacting with data. Since collaboration is recommended, the authors provide suggestions about where and how to find data collaborators. The last section explains the significance of responsible data governance, with two key concepts that underpin being able to re-use data optimally—data consent and ethics—particularly explored. While ethics and consent are relevant for all data projects, they are particularly salient when considering advanced projects, such as those involving data collaboratives.
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Dellve, Lotta, Robin Jonsson, Marita Flisbäck, and Mattias Bengtsson. "System and Life-Course Perspectives on Capability to Work and Capability Through Work." In International Perspectives on Aging, 207–19. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-78063-0_15.
Повний текст джерелаАнотація:
AbstractThe capability approach is relevant to gaining a conceptual understanding of individuals’ abilities and motivation to work and to explore the potential consequences that various working conditions have for people when they reach old age. Here, the capability concept is complemented with system theory to understand the multi-component key resources for capability to work among older workers, and also the conversion factors – capability through work – at individual, micro, meso, macro and chrono-levels. The theoretical approach is exemplified by studies from the interdisciplinary field of work sciences. The chapter describes central working-life conditions, conversion factors for crafting capability to work and examples of patterns of interactions between capability to work and capability through work. To support practical applications, we suggest important conversion factors and patterns of interaction between capability to work and capability through working-life resources. In sum, having a reasonable degree of control and influence (freedom of choice) at work and opportunities to make individual deals and adjustments that match one’s values, abilities, competence and experience are important for individual preference of a long working life. This requires an organisation that focuses on the value of work and promotes a general learning climate through broad participation.
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Farmer, Jane, Anthony McCosker, Kath Albury, and Amir Aryani. "Activating for a Data-Capable Future." In Data for Social Good, 89–112. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-5554-9_4.
Повний текст джерелаАнотація:
AbstractThe book concludes by summarising the goals and stages of building data capability for non-profits, considering data capability as a resource for corporate upskilling, the facilitator of a more resilient sector and social justice activism. The middle part of the chapter considers useful actions leading up to initiating data projects and ways to proceed after initial data capability is built. Options for how to access staff skills and technologies that may be beyond the investment of individual organisations are covered and a role for philanthropic organisations to support the sector is suggested. Current challenges in working with data are examined in light of emerging legal, structural and technological developments. Innovations are critiqued for their potential to address non-profit sector data analytics challenges. The chapter ends by reflecting on research issues raised from the authors’ data projects with non-profits and highlights avenues for future research.
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Farmer, Jane, Anthony McCosker, Kath Albury, and Amir Aryani. "Introduction." In Data for Social Good, 1–26. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-5554-9_1.
Повний текст джерелаАнотація:
AbstractThe authors introduce the idea of data capability and why this is a crucial time for non-profit organisations to become skilled and resourced in data analytics. First, we explore the non-profit sector and how its role as a provider of social services in many high-income countries means it increasingly works with data. We suggest how non-profits could re-use data they already generate, along with open public data, to address their data challenges and gaps, including to evidence their social impact. Second, we explain why non-profits should aim for data capability that differs in relation to context, comparing it with data literacy and data maturity as outcomes. We propose benefits from collaborating with data and data analytics because it enables access to wider resources and more holistic solutions. We end by summarising the current relationship between citizens who are often in non-profit data as clients and customers and the lack of routine ways for non-profits to engage citizens in data work. We highlight this space of working with citizens as one where experiments and new ideas are forming. We suggest non-profits need to invest in skilling-up and resourcing within their organisations, so they are competent to work with citizens and data.
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Frisk, Jane Elisabeth, and Lisbeth Svengren Holm. "Increasing People’s Capabilities by Using Design Thinking in the Decision-Making Process." In International Perspectives on Aging, 131–48. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-78063-0_10.
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AbstractA growing older population is placing new demands on the welfare system. Elder care has been criticised for its lack of resources, competence, or respect for older people. Caregiving needs to be transformed and based on older people’s real needs and what they perceive as important. However, both older people and service organisations have to be capable of participating in new development processes. Design thinking (DT) has emerged as a field of research that provides tools and processes that are helpful for supporting innovations and new ways of thinking about problems. The concept of capability (Nussbaum M. Creating capabilities: the human development approach. The Belknap Press of Harvard University Press, Cambridge, MA, 2011), and how design researchers have embraced it, is discussed. The results from two case studies show that DT can support increasing capabilities among both service recipients and service providers when developing new services and digital solutions. The DT process can generate valuable knowledge about users’ needs in a resource-efficient way, as well as balancing the economic and human perspectives when developing new services. By directing more time and attention towards relevant problems, the solution might end up as something other than initially contemplated, which can increase the capability of being innovative when developing new services.
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"Knowledge Management Concepts and Applications in HEIs in East Africa." In Knowledge Management and Research Innovation in Global Higher Education Institutions, 1–11. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3652-3.ch001.
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Higher learning institutions need to implement KM strategies appropriate for the demands of an ever-changing environment. However, successful implementation of KM in HEIs depends on a clear understanding of the application and benefits of its concepts, which should guide the formulation of a sound KM strategy. In this chapter, KM is examined from an organisational perspective where its concepts, applications, and benefits in higher education institutions in East Africa are discussed, and the place of a KM strategy in an organisational setting is explained as an “optimisation strategy.” A discussion of KM infrastructure and process capability and gaps is then followed by possible mitigation measures. An explanation of how KM implementation in HE institutions in East Africa could support organisation development is followed by a conclusion and implications for theory and practice.
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Elbanna, A. "... and the Social Matters." In Enterprise Architecture and Integration, 40–50. IGI Global, 2007. http://dx.doi.org/10.4018/978-1-59140-887-1.ch003.
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This chapter introduces one of the social problems that could affect the integration of the implementation team and highlights its effect on the integration capability of the ERP system. It adopts the sociological theory of the actor network and develops the notion of organisational “othering” to make sense of the raised intragroup conflict during implementation and to trace its effects on the final solution. The chapter contributes to current understanding of the organisational complexity of ERP implementation and the growing research on politics and intragroup conflicts.
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Ghaznavi, Mahmood, Salman Iqbal, and Paul Toulson. "Employing Individuals’ Social Capital to Create Value in the Public Sector Organisations." In Building a Competitive Public Sector with Knowledge Management Strategy, 272–93. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4434-2.ch012.
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Social capital provides individuals with access to knowledge. Knowledge Management (KM) research recognises the importance of individuals’ social capital in problem solving and innovation. However, while discussing the link between social capital and value creation, the literature seems ambitious in portraying that social capital can create new knowledge and drive innovation in firms. The authors argue that social capital can provide access to knowledgeable individuals but purposeful knowledge collaboration needs to be arranged by knowledge workers according to their specific knowledge needs. In this chapter, the authors discuss how public sector knowledge workers can utilise their social capital to create value for their organisation. The chapter presents a task-based knowledge collaboration model to improve performance and innovation capability of the public sector organisations. The model suggests that public sector organisations should support and encourage cross-organisational knowledge collaboration through informal (personal) networking of employees.
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Ghaznavi, Mahmood, Salman Iqbal, and Paul Toulson. "Employing Individuals' Social Capital to Create Value in the Public Sector Organisations." In Business Intelligence, 1340–61. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9562-7.ch066.
Повний текст джерелаАнотація:
Social capital provides individuals with access to knowledge. Knowledge Management (KM) research recognises the importance of individuals' social capital in problem solving and innovation. However, while discussing the link between social capital and value creation, the literature seems ambitious in portraying that social capital can create new knowledge and drive innovation in firms. The authors argue that social capital can provide access to knowledgeable individuals but purposeful knowledge collaboration needs to be arranged by knowledge workers according to their specific knowledge needs. In this chapter, the authors discuss how public sector knowledge workers can utilise their social capital to create value for their organisation. The chapter presents a task-based knowledge collaboration model to improve performance and innovation capability of the public sector organisations. The model suggests that public sector organisations should support and encourage cross-organisational knowledge collaboration through informal (personal) networking of employees.
Тези доповідей конференцій з теми "Organisational capability theory"
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Ancher, Michelle, Erbilcan Aslan, and Rick Van Der Kleij. "Exploring Human and Environmental Factors that Make Organizations Resilient to Social Engineering Attacks." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002203.
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In this explorative research social engineering attacks were studied, especially the ones that failed, in order to help organisations to become more resilient. Physical, phone and digital attacks were carried out using a script following the ‘social engineering cycle’. We used the COM-B model of behaviour change, refined by the Theoretical Domains Framework, to examine by means of a survey how Capability, Motivational and foremost Opportunity factors help to increase resilience of organisations against social engineering attacks. Within Opportunity, social influence seemed of extra importance. Employees who work in small sized enterprises (<50 employees) were more successful in withstanding digital social engineering attacks than employees who work in larger organisations. An explanation for this could be a greater amount of social control; these employees work in close proximity to one another, so they are able to check irregularities or warn each other. Also, having a conversation protocol installed on how to interact with outsiders, was a measure taken by all organisations where attacks by telephone failed. Therefore, it is more difficult for an outsider to get access to the organisation by means of social engineering. This paper ends with a discussion and some recommendations for organisations, e.g. the design of the work environment, to help increase their resilience against social engineering attacks.
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Sukhoo, Aneerav, Andries Barnard, Mariki Eloff, and John Andrew van der Poll. "An Evolutionary Software Project Management Maturity Model for Mauritius." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3158.
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Software project management is a relatively recent discipline that emerged during the second half of the 20th century (Kwak, 2003). Many of the software project management methodologies available today were developed in Western/European countries and research showed that there was a need to formalise a software project management framework for developing countries, in particular Africa (Muriithi & Crawford, 2003). Based on surveys and discussions with software professionals, a methodology for software project management is being proposed. The methodology is based on a maturity model as Mauritius is faced with a shortage in skilled professionals. So far, few organisations in Mauritius have been found to be using software project management methodologies developed in Western/European countries. Most maturity models, for example Capability Maturity Model Integration (CMMI) and Kerzner’s maturity model, have five maturity levels. The trend is towards the development of maturity models that have fewer maturity levels. For example, the Organisational Project Management Maturity Model (OPM3) and Prince 2 Maturity Model have been developed with three maturity levels.
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Fellingham, Lorimer, Philippe Michou, and Bruno Alquier. "Assessment of the Impact of Restricted Transport on the Management of Spent Fuel in North-West Russia." In ASME 2003 9th International Conference on Radioactive Waste Management and Environmental Remediation. ASMEDC, 2003. http://dx.doi.org/10.1115/icem2003-4902.
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The Murmansk and Arkhangelsk regions of north-west Russia produce large amounts of spent nuclear fuel. These arise from the Kola Nuclear Power Plant, nuclear propulsion units in icebreaker and container ships of the Murmansk Shipping Company, but mostly from the submarines of the Russian Navy’s Northern Fleet. Many marine vessels have been withdrawn from service, but retain their final fuel charges. There are more than 300 reactors and 57500 spent fuel assemblies. Some fuel has been sent to the RT-1 reprocessing plant at the Mayak. However, most marine fuel remains stored in old temporary and effectively full surface or floating facilities around the Kola Peninsula. Damaged, experimental and liquid metal reactor fuel cannot be reprocessed. This creates special problems for handling, transportation and final disposal. It is against this background that the study reported was undertaken. It was part of the European Commission’s TACIS programme and was aimed at improving the safety of radioactive waste management in north-west Russia. Its prime objectives were to identify the factors restricting spent fuel transport from the region to Mayak and potentially suitable storage and reprocessing facilities. Options were to be developed and costed for restoring effective transportation. Their implementation was to lead to safe interim storage of a limited amount of spent fuel in the north-west of Russia. The north-west region is a large, remote area with a harsh terrain and climate. Fuel is stored in two main areas: the Kola Peninsula and the Arkhangelsk region, which are approximately 1,000 km apart. There is a limited transport infrastructure, but the marine facilities have sea access. Hence fuel movement is predominantly by sea to railheads and then rail to Mayak. Road transport is limited, but important for local linking. Routine transportation of spent fuel to Mayak has been restricted by several factors. These include technical, financial and organisational issues. However, the main ones are a lack of available transportation means in both capability and capacity, problems created by the poor state of some fuel, the inadequate safety of the current storage facilities and inadequate interim and buffer storage capacity. Three main types of shipment option were identified: A) regular shipments with storage at existing sites; B) shipments immediately upon arising; and C) regular shipments to Mayak with optimised construction of additional storage capacity in line with demand. Each option was judged on whether it could provide real improvements in radiological and nuclear safety and/or aid the rapid and cost effective defuelling of inadequate existing storage facilities. An optimisation study was performed considering different defuelling, shipping and rail movement rates, and interim and buffer storage capacities, utilisation and locations. The conclusion was that two options could provide similar good solutions. These were: i) Option A.2/C.2 — regular shipment with interim storage of spent fuel at three key node locations: Kola, Murmansk and Severodvinsk; ii) Option B — immediate shipment upon arising. The final choice depends on the capacity of the Mayak plant to receive and reprocess the fuel and the public acceptability of constructing large new, spent fuel stores in north-west Russia. Given the major uncertainties over Mayak’s capacity to store and reprocess submarine fuel, options A.2/C.2 may be optimum.
Звіти організацій з теми "Organisational capability theory"
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Samji, Salimah, and Mansi Kapoor. Funda Wande through the Lens of PDIA: Showcasing a Flexible and Iterative Learning Approach to Improving Educational Outcomes. Research on Improving Systems of Education (RISE), January 2022. http://dx.doi.org/10.35489/bsg-rise-ri_2022/036.
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Funda Wande has adopted a ‘learning by doing’ strategy that is similar to the Problem Driven Iterative Adaptation (PDIA) approach to solving complex problems. PDIA is a high-impact process of innovation that helps organisations develop the capability to solve complex problems while they are solving such problems. It is a step-by-step framework that helps break down problems into their root causes, identify entry points, search for possible solutions, take action, reflect upon what is learned, adapt, and then act again. Its dynamic process and tight feedback loops enable teams to find and fit solutions to the local context. This case provides a narrative of the Funda Wande story with boxes illustrating how PDIA principles and tools like problem construction, deconstruction, entry point analysis, iteration, and building authorisation would have been applied in practice. The sources of this case include a literature review of education in South Africa, related research documents, and conversations with staff at Funda Wande.
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Barrera-Osorio, Felipe, Samuel Berlinski, and Matías Busso. Effective Evidence-Informed Policy: A Partnership among Government, Implementers, and Researchers. Research on Improving Systems of Education (RISE), December 2021. http://dx.doi.org/10.35489/bsg-rise-ri_2021/035.
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Evidence matters for the effectiveness of public policies,but important informational frictions—that is, resistanceto obtaining or using information on the subject at hand—sometimes prevent it from shaping policy decisions.Hjort et al. (2021) showed that reducing those frictionscan change not only political leaders’ beliefs but alsothe policies they implement. One-way information, fromresearch to policy, may sometimes be insufficient, though.Policymakers may be agnostic about the effectiveness ofan intervention, or they may not know which of its featuresrequire adjustment. A process of policy experimentationmay be needed (Duflo 2017), in which policies arerigorously evaluated at a small scale, the findings of those evaluations inform the policy design, and a new evaluation determines the effectiveness of a fine-tuned version of the intervention, with the assessment continuing until the program is ready to be scaled up. This process requires very close collaboration among government, implementers, and researchers. The means by which evidence is produced is also important. A frequent criticism of researcher-designed interventions is that results may not be relevant. One reason is that pilot programme’s participants or circumstances may be atypical, with the result that the experimental treatment, even if implemented with fidelity, may not achieve similar outcomes in other settings (Al Ubaydli et al. 2017; Vivalt 2017). A second reason is that governments may lack the capability to implement with fidelity interventions tested in randomized control trials. A partnership between policymakers and researchers can help attenuate these concerns. A recent experience in Colombia provides a good example of such a partnership at work. “Let’s All Learn to Read” is an ambitious programme to improve literacy skills among elementary schoolchildren (Grades K–5). Spearheaded by the Luker Foundation, a local nongovernmental organisation, in collaboration with the Secretary of Education of Manizales (Colombia), the programme began with a systematic data collection effort in the municipality’s public primary schools to understand why students were failing to acquire the most basic academic skills. This led to several interventions over many years during which multidisciplinary teams of researchers working in close collaboration with local stakeholders and policymakers designed and evaluated different features of the programme.
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Sandford, Robert, Vladimir Smakhtin, Colin Mayfield, Hamid Mehmood, John Pomeroy, Chris Debeer, Phani Adapa, et al. Canada in the Global Water World: Analysis of Capabilities. United Nations University Institute for Water, Environment and Health, November 2018. http://dx.doi.org/10.53328/vsgg2030.
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This report critically examines, for the first time, the capacity of Canada’s water sector with respect to meeting and helping other countries meet the water-related targets of the UN’s global sustainable development agenda. Several components of this capacity are examined, including water education and research, investment in water projects that Canada makes internally and externally, and experiences in water technology and governance. Analysis of the water education system suggests that there is a broad capability in institutions of higher learning in Canada to offer training in the diverse subject areas important in water. In most cases, however, this has not led to the establishment of specific water study programmes. Only a few universities provide integrated water education. There is a need for a comprehensive listing of water-related educational activities in universities and colleges — a useful resource for potential students and employers. A review of recent Canadian water research directions and highlights reveals strong and diverse water research capacity and placed the country among global leaders in this field. Canada appears to be within the top 10 countries in terms of water research productivity (publications) and research impact (citations). Research capacity has been traditionally strong in the restoration and protection of the lakes, prediction of changes in climate, water and cryosphere (areas where water is in solid forms such as ice and snow), prediction and management of floods and droughts. There is also a range of other strong water research directions. Canada is not among the top 10 global water aid donors in absolute dollar numbers; the forerunners are, as a rule, the countries with higher GDP per capita. Canadian investments in Africa water development were consistently higher over the years than investments in other regions of the global South. The contributions dropped significantly in recent years overall, also with a decline in aid flow to Africa. Given government support for the right business model and access to resources, there is significant capacity within the Canadian water sector to deliver water technology projects with effective sustainable outcomes for the developing world. The report recommends several potential avenues to elevate Canada’s role on the global water stage, i.e. innovative, diverse and specific approaches such as developing a national inventory of available water professional capacity, and ranking Universities on the strength of their water programmes coordinating national contributions to global sustainability processes around the largest ever university-led water research programme in the world – the 7-year Global Water Futures program targeting specific developmental or regional challenges through overseas development aid to achieve quick wins that may require only modest investments resolving such chronic internal water challenges as water supply and sanitation of First Nations, and illustrating how this can be achieved within a limited period with good will strengthening and expanding links with UN-Water and other UN organisations involved in global water policy work To improve water management at home, and to promote water Canadian competence abroad, the diverse efforts of the country’s water sector need better coordination. There is a significant role for government at all levels, but especially federally, in this process.
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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.
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Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.