Search results

This chapter goes into deeper discussion and consideration of holistic leadership through the concept of holistic leadership presented in Part 1 and analysis of a number of case studies presented in Part 2. The chapter first analyzes and considers the concept of dialectical leadership, which is an element for achieving a balance between centralized leadership and distributed leadership at the psychological boundary layer located at the boundary layer between the formal organizational layer and the informal organizational layer from the perspective of four dimensions: the time axis, spatial axis, strategic axis, and management axis. This is because there is new knowledge gained from multiple case analyses and because dialectical leadership has an impact on management elements in these four dimensions when companies execute strategic knowledge creation processes to achieve business innovation. Second, the chapter discusses the concept of leadership interaction which occurs among leaders at the individual boundaries of the three-layered structure (practice layers) of the informal organization layer located in the business community, the psychological boundary layer located in the boundary layer of the business community, and the formal organization layer located in the formal organization, and the three management layers. Third, as demonstrated in the cases of Apple, Cisco Systems, Dyson, SoftBank, and Sony, strategic collaboration with other companies including customers is extremely important for those practitioners who are promoting business ecosystem strategies across different companies. To achieve this, synchronization of leadership at the three practice layers and three management layers in holistic leadership through boundary negotiations among individual leaderships across different companies is important. These concepts are discussed in this chapter. Fourth, this chapter indicates that excellent holistic leadership is necessary for practitioners to achieve strategic knowledge creation high in quality, but this requires leadership for value creation for the formation of new business communities that originate in the formation of “Ba.” The chapter also indicates that “practical wisdom” is an important element for practitioners in such value creation, and the presence of this element is a necessary condition for generating excellent holistic leadership.

The purpose of this study is to illustrate the use of the ad hoc methodology of causal mapping to support the process of quantifying the financial returns related to sustainability investments. The present study uses two methods to build causal maps, that is aggregate and congregate mapping, in order to capture managerial cognition and derive a model that reflects companies’ competitive advantages. The resulting causal map is a prerequisite and serves as a building block for the design of the organisation’s performance management systems for sustainability.

This study relies on qualitative, deductive research undertaken at the leading international pharmaceutical company Novo Nordisk. This chapter presents the results of a longitudinal study developed through an action research approach conducted at the Company over a four-year period.

This study illustrates how the described approach for developing causal maps can facilitate the elicitation of managerial tacit knowledge and the consequent identification of indicators to quantify the investments in sustainability.

This chapter proves the relevance of causal mapping as a comprehensive, articulated basis for developing and improving organisations’ strategic performance measurement systems (SPMSs).

This study’s main contribution is the triangulation of multiple qualitative methods to enhance the reliability of causal maps. This innovative approach supports the use of causal mapping to extract managerial tacit knowledge in order to identify indicators for the evaluation of investments in sustainability.

Purpose – The chapter analyzes the conciliation strategies of the Chinese business families in Spain.

Methodology – The data was gathered as part of a major fieldwork project that included in-depth interviews and participant observation.

Findings – The research reveals a kind of transnational motherhood, which is invisible in the academic field. The strategy for work-family balance of the Chinese in Spain situates the mothers primarily in their productive dimension. Management of the work-family balance (the productive and reproductive work) depends on the phase of the family business path. Chinese families enact two different strategies for balancing work-family life: “transnationalized” reproduction and “externalized” reproduction. In both strategies, Chinese women do not engage in intensive motherhood, but at the same time they do remain highly involved in the home. The analysis of the productive-reproductive continuum shows the complexity of the gender relationships within the Chinese family enterprise.

Theoretical implications – Fieldwork data discloses a dynamic social relationship and suggest a revision of the theoretical assumptions used to explain the links among gender, work, and family in transnational space.

Practical implications – As global immigration continues to grow, adjustments and flexibility will be required of all parties. Immigrant families will have to contend with family reunification policies that vary from nation to nation. Because immigrant family dynamics can be culture-specific, receiving nations will require flexible policies in housing, education, and other sectors.

Models of value creation that have been proposed for supporting value-based management are described and analyzed, including the Balanced Scorecard, the Baldrige Quality Award Criteria, the Deming Management Method, the Service-Profit Chain, and the Skandia Intellectual Capital Model. These models are compared, their potential for guiding the identification of value drivers and performance measures for value-based management is assessed, and management issues that must be addressed if such models are to contribute to long-run value creation are explored. These issues include causally linking value drivers to each other and to financial outcomes, the extent to which the models take a dynamic, or whole-system, view of value creation, and whether multiple value drivers should be explicitly weighted and combined to form a “value index.” Finally, the substantial body of research evidence linking intangible value drivers to financial outcomes is reviewed, and some directions for further research are offered.

This study examines the impact of different Balanced Scorecard (BSC) formats (table, graph without summary measure, graph with a summary measure) on various decision outcomes: performance ratings, perceived informativeness, and decision efficiency.

Using an original case developed by the researchers, a total of 135 individuals participated in the experiment and rated the performance of carwash managers in two different scenarios: one manager excelled financially but failed to meet targets for all other three BSC perspectives and the other manager had the opposite results.

The evaluators rated managerial performance significantly lower in the graph format compared to a table presentation of the BSC. Performance ratings were significantly higher for the scenario where the manager failed to meet only financial perspective targets but exceeded targets for all other nonfinancial BSC perspectives, contrary to the usual predictions based on the financial measure bias. The evaluators reported that informativeness of the BSC was highest in the table or graph without summary measure formats, and, surprisingly, adding a summary measure to the graph format significantly reduced perceived informativeness compared to the table format. Decision efficiency was better for the graph formats (with or without summary measure) than for the table format.

Ours is the first study to compare tables, graphs with and without a summary measure in the context of managerial performance evaluations and to examine their impact on ratings, informativeness, and efficiency. We developed an original case to test the boundaries of the financial measure bias.

This article looks at the alignment of performance management system with the strategy, structure, and organizational outcome in Canadian health care organizations. In this study, balanced scorecard is the framework adopted for assessing the health care organization's performance management system (PMS) and outcome. CEO and clinical unit managers were surveyed for their perceptions on their organization's strategy, autonomy structure, PMS, and organizational performance. Path analysis was the methodology used in examining the relationship about the above organizational variables. The results indicate that patient satisfaction is the primary and most significant perspective of the depicted balanced scorecard in organizational performance. Patient satisfaction and research criteria, on the other hand, are the significant perspectives of a balanced scorecard in an organization's PMS, which are linked to strategy, autonomy structure, and organizational performance. Moreover, the results show that the strategy/structure links operated as suggested. Surprisingly, strategy on service innovation has a negative impact on the organizational outcome of patient satisfaction. Uncertainty from continuous development and organizational change in pursuing service innovation and cost-cutting measures in response to fiscal constraints are plausible explanations of the adverse impact reported.

Purpose – This chapter examines how gender, parenthood, and partner's employment are related to individual's employment patterns, analyzing paid work at individual and household levels.

Methodology/approach – Analyses use individual-level data from the Luxembourg Income Study (LIS) wave 5 for 19 countries, for adults aged 25–45. We use logistic regression and a two-stage Heckman sample selection correction procedure to estimate the effects of gender and parenthood on the probabilities of employment and full-time employment.

Findings – The variation between mothers and childless women is larger than that between childless men and childless women; differences in women's employment patterns are driven by gendered parenthood, controlling for women's human capital, partnered status and household income. Fathers and mothers' employment hours in the same household vary cross-nationally.

Mothers' employment behaviors can identify important differences in the strategies countries have pursued to balance work and family life.

Research implications – Important differences between childless women and mothers exist; employment analyses need to recognize the variation in employment hours among women, and how women's hours are related to partners' hours. Further research should consider factors that shape employment cross-nationally, as well as how these relate to differences in wages and occupational gender segregation.

Practical implications – Employment choices of women and mothers must be understood in terms of employment hours, not simply employment, and within the context of partners' employment.

Originality/value of paper – Our chapter clarifies the wide dispersion of employment hours across countries – and how men's and women's employment hours are linked and related to parenthood.

There is a relationship between the organizations’ strategic objectives and their corporate communications. The latter is an important feature of organizational performance. Organizational leaders are continuously facing the challenge of communicating their strategic goals to their stakeholders. Very often, they are adopting performance management tools to meet this challenge. Consequently, this chapter explains that the Balanced Scorecard (BSC) can be used to evaluate and measure the firms’ corporate communications and their organizational performance. This tool has been widely recognized by academics and managers as it is capable of aligning organizational strategies (including their missions and visions), strategic indicators (leading and lagging indicators) and stakeholder management. A review of the relevant literature review suggests that many practitioners are becoming strategic in their corporate communications. In this light, this chapter clarifies that the BSC approach can be used to support them in their stakeholder engagement. This contribution is useful for both academics and practitioners as it aligns the corporate communication practices with organizational strategy and performance management in the digital era.