Search results

This study aims to empirically examine the influence of management control systems (MCSs) on knowledge acquisition from innovation failure (KAFIF), which further impacts empowerment, creativity and organizational innovation. This study argues that enabling an MCS positively influences KAFIF, whereas controlling the use of an MCS negatively influences KAFIF. Further, KAFIF positively impacts empowerment, creativity and organizational innovation.

This study aims to create a comprehensive stimulus–organism–response (S-O-R) framework. This framework includes an MCS (belief, interactive, boundary and diagnostic) as a stimulus, KAFIF as an organism and creativity, empowerment and organizational innovation as responses. The data were gathered using an online survey administered to a sample of 321 employees working in India’s micro, small and medium enterprises and analyzed using partial least squares structural equation modeling.

The results indicate that there is no correlation between belief control and the acquisition of knowledge from the failure of innovation, interactive control has a positive association with KAFIF and boundary control has no relationship with KAFIF. Diagnostic control has a significant negative association with KAFIF. Further, this study found that KAFIF positively associates with empowerment, creativity and organizational innovation.

This study is among initial studies that examine the influence of MCSs on KAFIF, which impacts empowerment, creativity and organizational innovation. Further, it helps be one of the initial literature on studying KAFIF rather than innovation success.

The need to innovate and apply alternative forms of school organization is evident as the COVID-19 pandemic has generated a need to establish new conceptualizations of schools and education management. The paradigm shift in learning inexorably necessitates a corresponding paradigm shift in educational organization, administration and management in order to build organizational resilience and capital. This study proposed framework seeks to address this issue by proposing a transformation of educational organization and management, shifting away from the unilateral, hierarchical school models and towards a unique, smart collaborative school ecosystem in which residents, industries, schools, universities and research centers can create new digital knowledge and inventive products, services and solutions by enlarging their capitals.

Drawing upon Bourdieu's theory of social capital, our theoretical contribution is to present the influence of three forms of capital (social, economic and cultural) in cultivating educational capacity and resilience in the school ecosystem, with a particular focus on the role of digital capital in reinforcing the school ecosystem capitals. The authors also argue that ecosystem leaders and principals as boundary spanners play an important role in promoting capital exchange and enlargement as they balance the permeability of organizational boundaries at times of crisis by maneuvering across fields.

Achieving educational improvement and building organizational capacity and resilience through the enlargement of system (and subsystem) capitals requires that key actors develop synchronized interpretations of educational aims and functions in various contexts. The authors delineate the importance of developing a synchronization strategy in the proposed conceptualization of smart and resilient school ecosystems.

By integrating research from both non-educational and educational literature, the proposed framework provides a new perspective for educational administration, organization and management, shifting away from the unilateral, hierarchical school models toward a unique, smart collaborative school ecosystem in which members can create new knowledge by enlarging their capitals. Practical lessons for leaders and policymakers from our conceptual framework are proposed.

Traditional approaches to organizational performance management that emphasize objectivity, control and predictability are rapidly losing relevance in an environment characterized by increasing levels of complexity and dynamism. This paper draws on complexity theory to suggest a new paradigm for managing performance in organizations.

The paper draws on the common features of complex systems and the corresponding concept of emergence to revisit key themes in organizational performance management and propose a set of implications for research and practice.

Understanding organizations as complex systems and performance as an emergent property of such systems leads to a set of new research questions, the adoption of alternative methods and the formulation of novel propositions. It also has various implications for both academic research and managerial practice, from moving away from the traditional notion of organizational alignment to adopting a more explicit stakeholder-based view in the design and use of measurement systems.

The paper highlights the great potential of complexity theory for addressing contemporary issues in the field of organizational performance management and charting the landscape for its future development.

This paper aims to identify all variables and parameters related to business and emission within the petrochemical industry. The variables and parameters specified will be modeled into a system dynamic model that will be a baseline for the proposed best scenario(s) to address the business issue related to emission reduction in the petrochemical industry.

Literature review and stakeholder interviews were conducted to define the key factors contributing to the emission reduction of the petrochemical industry. The key factors are then developed into a system dynamic model to measure the quantitative impact of changes in those variables on emission and industry profitability.

This paper provides an analysis of system dynamic model. It suggests that process optimization can lead to a slight amount reduction in emissions. In contrast, a significant reduction shows in the simulation result of bio-based feedstock utilization and implementation of advanced technology. To sustain the emission reduction, strong commitment from stakeholders and support from the government will play an important role.

This research is limited to problem analysis of the primary product (high-value chemical) of the petrochemical industry by only considering the changes in the key factors of emission reduction.

This paper includes implications for interventions that can be imposed to reduce emission while retaining the business profitability.

The contribution of this study is to find the best scenario that can boost emission reduction within Indonesia’s petrochemical industry.

Agricultural and food systems in the Mekong Region are undergoing transformations because of increasing engagement in international trade, alongside economic growth, dietary change and urbanisation. Food systems approaches are often used to understand these kinds of transformation processes, with particular strengths in linking social, economic and environmental dimensions of food at multiple scales. We argue that while the food systems approach strives to provide a comprehensive understanding of food production, consumption and environmental drivers, it is less well equipped to shed light on the role of actors, knowledge and power in transformation processes and on the divergent impacts and outcomes of these processes for different actors. We suggest that an approach that uses food systems as heuristics but complements it with attention to actors, knowledge and power improves our understanding of transformations such as those underway in the Mekong Region. The key transformations in the region include the emergence of regional food markets and vertically integrated supply chains that control increasing share of the market, increase in contract farming particularly in the peripheries of the region, replacement of crops cultivated for human consumption with corn grown for animal feed. These transformations are increasingly marginalising small-scale farmers, while at the same time, many other farmers increasingly pursue non-agricultural livelihoods. Food consumption is also changing, with integrated supply chains controlling substantial part of the mass market. Our analysis highlights that theoretical innovations grounded in political economy, agrarian change, development studies and rural livelihoods can help to increase theoretical depth of inquiries to accommodate the increasingly global dimensions of food. As a result, we map out a future research agenda to unpack the dynamic food system interactions and to unveil the social, economic and environmental impacts of these rapid transformations. We identify policy and managerial implications coupled with sustainable pathways for change.

This paper aims to propose a system dynamics model of blockchain online community knowledge sharing, with the following goals: to reveal the internal mechanism of blockchain technology on community knowledge sharing; to show the impact of blockchain technology on knowledge sharing; and to promote knowledge sharing and the self-development of blockchain online communities.

Based on the core characteristic factors of blockchain technology, including incentive mechanism, trust mechanism, information protection mechanism, etc., a knowledge sharing analysis framework is established. Through the use of the Vensim PLE (Personal Learning Version) software, according to the steps of “putting forward a dynamic hypothesis”, “establishing a system dynamic equations”, and then “model testing” and “simulation”, the article analyzes in depth the process and extent of the impact of the above features on online community knowledge sharing.

The results show that the blockchain incentive mechanism, trust mechanism and information protection mechanism all contribute to promoting an increase in the number of community knowledge sharing users, as well as in the total amount of knowledge shared. The results also show that the token reward in the incentive mechanism has in fact a higher degree of influence than the trust and information protection mechanisms.

At present, no research on the internal mechanism of knowledge sharing in blockchain online communities has been carried out. This article plays a complementary role in research in this field, and offers significant guidance for promoting online community knowledge management and online community development.

This study aims to understand how project leaders' interactive use of the project management control systems (MCS) impact IT project performance, by examining the mechanisms through which this relationship is enacted.

Data were collected from a cross-sectional survey of 109 IT project managers working in Canadian and USA-based organizations. A moderated mediation model was analysed by hierarchical component reflective-formative measurement modelling using PLS-SEM.

Results suggest that the leader's interactive use of project MCS is associated with IT project performance, and this relationship is partially mediated by team learning behaviour. In addition, the relationship between the interactive use of project MCS and team learning behaviour is moderated by the organization's emphasis on process accountability, with the effect being stronger under the conditions of higher emphasis on process accountability.

This study contributes to the literature on the use of controls in the IT project-based business environments by explaining how the project leader's style of use of controls influences project team learning behaviour that in turn impacts project performance. Additionally, this study extends the project governance and accountability literature by identifying and empirically examining how the perceptions of project leader's institutionalized organizational accountability arrangements moderate the impact of the interactive use of control systems on team learning behaviour. A methodological contribution of the study is the scale development to measure leader's perceptions about the organization's emphasis on process accountability.

The development of prefabricated buildings has become one of the primary solutions to transform the traditional construction industry around the world. Incentive policy is one of the important driving factors for the development of prefabricated building. The policy system in the field of prefabricated buildings needs to be improved urgently. However, there is still a dearth of research on how incentive policies exert impact on the development of prefabricated buildings. This paper aims to reveal the impact mechanisms of different types of policies on the development system of prefabricated buildings.

This study categorizes prefabricated building policies, constructs a system dynamics model of prefabricated building policies and conducts scenario simulations to examine the impact and sensitivity of different types of policies on the development system of prefabricated buildings.

The results show that compulsory policies play a greater role in the early stage of prefabricated building development and need to be withdrawn at the right time. Preferential and encouraging policies play an incentive role in the middle and later stages of prefabricated building development. Encouraging policies predominate in the later stage of prefabricated building development. Based on the research results, policy recommendations for prefabricated building development are put forward respectively from the government, developers and consumers.

The research results are expected to make up for the lack of clear policies paths in existing research and provide theoretical references for the formulation and optimization of future policies.

The purpose of this paper is to help better understand the translation process of the management control system (MCS) of privatised solid waste management (SWM) towards creating a stable network.

Drawing on the actor network theory (ANT), the case of a privatised SWM was studied. Data were collected from all entities involved in the privatisation process of SWM, which include Department A, Corporation X and the private sector concessionaire. Six documents were reviewed, 20 interviews were conducted and two observations were carried out.

The findings reveal that the control mechanism of SWM is complex, involving the interaction between human and non-human actors. Non-human actors include the key performance indicators (KPIs) and the concessionaire agreement (CA), which are the main control mechanisms towards creating a stable SWM network. Essentially, stability is achieved when the KPIs and CA can influence the activities of both intra- and inter-organisational relationships.

This paper provides a better understanding of the translation process of the MCS that adds to the stability of the network of a privatised SWM from the lens of the ANT.

Using institutional theory, this study aims to understand how the management control systems (MCSs) designed by top managers influence the micro-level process practices of organization members during product innovation.

This paper reports on a case study carried out at NZMed to examine the design and use of MCSs and their product innovation practices. Simons’ levers of control was used to understand the ways in which MCSs were designed and used in a product innovation setting.

The findings indicate that the everyday micro-level processes of organization members encoded MCS when their espoused values aligned with those of top managers. However, when the perspectives within the organization differed, variations to the micro-level processes of organization members emerged. The authors show how this resulted in an increase in innovation capabilities necessary to meet organizational goals.

The misalignment between espoused values and enacted values had a positive effect as it helped the organization maintain their innovation culture, and build long-term trusting relationships with suppliers which enabled the achievement of organizational goals.

By focusing on the relationship between MCS and the micro-level processes of organization members in product innovation, the paper shows how the lack of alignment between the espoused values of top management and the enacted values of project managers explained the variations between the MCS used by top managers and the practices of project teams at our case study company.