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1 – 10 of 115Poojitha Kondapaka, Sayantan Khanra, Ashish Malik, Muneza Kagzi and Kannan Hemachandran
Artificial intelligence (AI) applications’ usage in Chief Officers’ (CXOs’) decision-making is a topic of current research interest. A fundamental dilemma is carefully planning an…
Abstract
Purpose
Artificial intelligence (AI) applications’ usage in Chief Officers’ (CXOs’) decision-making is a topic of current research interest. A fundamental dilemma is carefully planning an effective combination of a CXO’s professional experiences and AI applications’ decision-making responsibility. However, the existing literature fails to specify the value of co-creation of AI applications and the human experience in managerial decision-making. To address this gap in the literature, the authors’ examine how an ideal cognitive-technology fit can be created between human experiences and AI-based solutions at CXO-level decision-making using the theoretical lens of the Service-Dominant Logic.
Design/methodology/approach
The authors’ employed a grounded theory approach and conducted a focus group discussion with seven participants to shed light on the factors that may balance AI applications’ usage and CXOs’ experience in making business decisions. This was followed by 21 in-depth interviews with employees from knowledge-intensive professional service firms to validate the findings further of a new phenomenon. Further, given the newness of the phenomenon, this approach allowed researchers a retrospective and real-time understanding of interviewees’ experiences of the phenomenon under consideration.
Findings
The advantages and constraints of both CXOs’ experiences and AI applications deserve due consideration for successfully implementing technology in knowledge-intensive professional service organizations.
Research limitations/implications
This study may appeal to researchers and practitioners interested in the future of decision-making, as the authors’ study findings advocate for balancing CXO’s expertise and the use of AI in decision-making.
Originality/value
Based on the preliminary findings, the authors developed a theoretical framework to understand the factors that govern AI implementation in an organization and how a competitive strategy may emerge from value co-created by AI applications and CXOs’ experience, particularly in knowledge-intensive professional service firms.
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Rishi Kappal and Dharmesh K. Mishra
This paper aims to explore the interlinkage and association of executive isolation at the workplace faced by Chief Executive Officer (CEO) of a not-for-profit organizations (NPOs…
Abstract
Purpose
This paper aims to explore the interlinkage and association of executive isolation at the workplace faced by Chief Executive Officer (CEO) of a not-for-profit organizations (NPOs) and its impact on the attrition at the C-Suite Professionals (CXO), Direct reports of CEO levels.
Design/methodology/approach
Executive isolation at top management with reference to the CEO level has emerged as a major challenge that is faced by NPOs with the effect being multiplied by the pandemic and remote working. This paper intends to examine the relevance of the impact of executive isolation experienced by top management leading to increase in the attrition at the CXO levels in NPOs due to their increasing dissatisfaction. To make a thorough study, a detailed literature review has been done followed by qualitative research methods of individual interviews, group interviews and surveys to ascertain the implications of CXO-level executive isolation on the CXOs attrition in NPOs.
Findings
The executive isolation experienced by CEOs makes them develop certain preconceived set of beliefs. By being isolated from the direct report CXOs and action on the ground and working from a remote location, they tend to inculcate their own decisions into the direct reports, thereby depriving them of authority and autonomy. This starts leading to the high level of CXO attrition.
Research limitations/implications
This paper has tried to study the linkage of the executive isolation at top management with the levels of CXO dissatisfaction leading to attrition at NPOs. This topic appears to be much-needed to be understood, especially when the new normal of work is being redefined.
Practical implications
The paper enumerates that the NPOs can attempt to deal with the challenges of engaging CXOs through virtual working; however, the mindfulness can be impacted by the experiences of executive isolation at management levels. This, in turn, can lead to lower morale, compromised performance resulting in CXO-level dissatisfaction and attritions.
Originality/value
With the limited awareness about executive isolation and its multiplier effect due to the pandemic, NPOs, like other enterprises, had to resort to virtual working. However, executive isolation at management levels apparently leads to reduction in the CXO-level engagement with the teams under them and with the CEO to which they report. This aspect can lead to the NPOs not being able to achieve their impact objectives during the outward turbulence and inward challenges of CXO-level attritions because of the CXO-level dissatisfaction.
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Stefano Bresciani, Alberto Ferraris, Marco Romano and Gabriele Santoro
Rishi Kappal and Dharmesh K. Mishra
Executive isolation of C-suite executives (CXOs), amplified by imposed and voluntary remote working practices, has emerged as a major challenge that is impacting the collaborative…
Abstract
Purpose
Executive isolation of C-suite executives (CXOs), amplified by imposed and voluntary remote working practices, has emerged as a major challenge that is impacting the collaborative needs of CXOs, the work–life balance and hence career progression. This paper aims to examine the impact of remote working on executive isolation impacting the collaborative needs, work–life balance and career of CXOs from organizations in India.
Design/methodology/approach
Qualitative research approach was adopted for the study. The respondents based on inclusion criteria were selected through purposive sampling. The survey was administered to 50 CXOs representing multinational companies in India, of which 45 CXOs responded. The data was analyzed using MAXQDA 2022 (Verbi Software, Berlin, Germany).
Findings
Companies try to save costs by promoting remote working but might countermine its implications on CXOs collaborative needs, work–life balance and career slowdown. Businesses are now able to hire CXOs and other people who do not physically work alongside their counterparts but at the cost of enhancing executive isolation and loss of productivity. Imposed remote working can adversely affect the CXOs interactivity and productivity, thus enhancing executive isolation and impacting career progression.
Originality/value
The remote working was mandatory during the pandemic but became a practice henceforth. The impact of remote working on the CXOs collaborative needs, work–life balance and career progression has largely been unstudied. There is limited awareness about impact of remote working on executive isolation and its multiplier effect impacting the CXOs careers and it is an inward challenge which needs to be mitigated by the companies. This aspect can lead to the CXOs not being able to achieve their objectives, making the organizations lose trust on their ability to lead and eventually slowing down their career progression, due to remote working led executive isolation.
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Murali Kailasam, Lalit M. Johri and Winai Wongsurawat
The aim of this paper is to highlight successful strategies leaders can use to sustain and grow business during the economic business cycle variation.
Abstract
Purpose
The aim of this paper is to highlight successful strategies leaders can use to sustain and grow business during the economic business cycle variation.
Design/methodology/approach
Opinions were based on 32 interviews conducted during December‐2010 to November‐2011 with CXO's, Business/Functional Heads from seven leading Indian IT/ITES public listed companies that partnered and delivered solutions to global corporations including Fortune‐500 companies. One of the interview queries was to share experience, views and opinions on what works during recession and how should one tackle recovery.
Findings
This paper offers 11 handy strategies for practitioners like executives, leaders and managers to manage the economic cycles better. These common findings from several cases are summarized supported with specific examples. They are: cost management need not go overboard; incessantly monitor, control and sustain; communication, culture and empathy helps; quality bolsters empathy; stay invested to be relevant; innovation needs to be disruptive; diversification leverages law of averages; people are imperative; customers need to be venerated; change and risk management is inevitable; coherence and prudence needed.
Practical implications
The paper provides strategic insights and practical solutions that can protect organizations world‐wide from failing during economic recessions.
Social implications
The paper provides strategic insights and practical solutions that can have a broader social impact.
Originality/value
The paper presents the arguments in a condensed and easy‐to‐digest format supported with live organization examples for easy comprehension.
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James H. Gilmore and B. Joseph Pine
Marketing flounders at many companies today, as people have become relatively immune to messages broadcast at them. The way to reach customers is to create an experience they can…
Abstract
Marketing flounders at many companies today, as people have become relatively immune to messages broadcast at them. The way to reach customers is to create an experience they can participate in and enjoy, the new offering frontier. To be clear, this article is not about “experiential marketing” – that is, giving marketing promotions more sensory appeal by adding imagery, tactile materials, motion, scents, sounds, or other sensations. Rather, as a key part of their marketing programs companies should create experience places – absorbing, entertaining real or virtual locations – where customers can try out offerings as they immerse themselves in the experience. Companies should not stop at creating just one experience place; marketers should investigate the location hierarchy model to learn how to design a series of related experiences that flow one from another, creating demand up and down at every level. These various real and virtual experiences generate new forms of revenue and drive sales of whatever the company currently offers. When experience places are done well, potential customers can’t help but pay attention – and the leading companies find that customers are willing to pay for the experiences.
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Simon Kratzer, Patrick Lohmann, Maximilian Roeglinger, Lea Rupprecht and Michael zur Muehlen
The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes…
Abstract
Purpose
The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes adopting business process management (BPM) methods, tools and systems. This often involves assigning BPM accountability to senior executives such as the chief operating officer (COO), chief information officer (CIO), or chief technology officer (CTO). Some organizations appoint a chief process officer (CPO), a phenomenon raising important questions about the skills and responsibilities of this position within the top management team. The purpose of this paper is to conduct an empirical study to explore the skills and responsibilities of CPOs and differences to other executives.
Design/methodology/approach
The authors conducted an exploratory content analysis of job resumes from LinkedIn.com to investigate the skills and careers of individuals appointed as COO, CIO, CTO and CPO in organizations from different industries and sizes. The content analysis was complemented with expert interviews of CPOs to obtain rich insights into their perception of the responsibilities of this position.
Findings
CPOs possess a unique skill set to serve as change agents. Their skills enable them to serve as integrators and influencers across managerial ranks and corporate functions. COOs, CIOs and CTOs possess more specialized skills related to their corporate function, whereas CPOs are more generalists who facilitate process-oriented strategy and execution, driving cultural change throughout the organization. These findings are consistent across industry and size.
Originality/value
This is the first paper to examine the CPO position in relation to other senior executive positions. Hence, it addresses an important gap in the BPM literature which can help organizations to make informed decisions whether they need a CPO position or have it become a part-time role of one of their existing C-level positions.
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The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H…
Abstract
Purpose
The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H (heart–head–hand) theory.
Design/methodology/approach
With the case study approach, the author recollects his career experience in Hong Kong Broadband Network Limited from 2007 to 2011 to find out why and how the top management can balance 3-H factor to bridge the “knowing” and “doing” gap to engage right talents and motivate them to achieve peak performance and company goal.
Findings
To create talent culture, the company implemented two policies including Mini-CEO management and Talent Engagement Department. The former is a vertical management model to empower and enable department heads. The latter is a way to change the role of human resources department from passive to proactive.
Originality/value
The implications of this case study are to encourage public and private organizations to rethink the factors including talent development and empowerment that can have a positive impact on innovative work behavior. Moreover, organizations can rediscover the value of “unique” talent culture as a sustainable competitive advantage.
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This is a theme editorial written exclusively by the guest editor for this special issue. This opinion piece demonstrates the impact of technology convergence on the internal…
Abstract
Purpose
This is a theme editorial written exclusively by the guest editor for this special issue. This opinion piece demonstrates the impact of technology convergence on the internal control mechanism of an enterprise. It is important for an auditor to be aware of the security hazards faced by financial or the entire organizational information system. Author attempts to bring security systems design and the organizational vulnerabilities in the context of the convergence of communication and networking technologies with the complex information technology in business processes.
Design/methodology/approach
This editorial is mostly conceptual analysis of the current state of affairs.
Findings
Being an editorial, there are no specific findings presented in this piece.
Research limitations/implications
Theme editorials, being conceptual expositions of a particular current issue generally lack support of data analysis. However, advantage can be obtained by the future researchers by designing a study around the theme propounded in it here.
Practical implications
Its conceptual contribution is mostly knowledge enhancement and skill building for the professional external, internal or information systems auditor and budding researchers in the field of internal controls, new technologies and security.
Originality/value
It is an original piece written with a purpose of presenting the importance of convergence of technology vis‐à‐vis its impact on the internal controls in an organization and the matters of security.
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Yu Nie, John Talburt, Serhan Dagtas and Taiwen Feng
The purpose of this paper is to investigate the relationship between the chief data officer’s (CDO) presence and firm performance, and the moderating effect of firm size.
Abstract
Purpose
The purpose of this paper is to investigate the relationship between the chief data officer’s (CDO) presence and firm performance, and the moderating effect of firm size.
Design/methodology/approach
The performance data for 64 treatment firms with CDOs and 64 control firms without CDOs is collected from Compustat database. The Wilcoxon signed-rank test is used to analyze the performance differences between treatment firms and control firms. Hierarchical regression method is used to test the moderating effect of firm size.
Findings
The results indicate that the profit ratios of treatment firms are significantly improved after the appointment of CDOs, and the profit ratios of treatment firms are significantly higher than that of the control firms. For the cost ratios, the findings provide some empirical evidence revealing two of the cost ratios are lower and only one ratio is higher for the treatment firms after CDOs’ appointment. Firm size moderates the relationship between the CDO’s presence and firm performance indicator, ROS, in the same direction. Firm size has no moderating effect on relationships between CDO’s presence and other performance indicators.
Practical implications
The findings provide practical insights that will help managers to realize the importance of CDOs and their work. CDOs would bring some cost to the firms, but they would bring more profit to firms. In addition, if for large firms, the CDO’s presence would bring more ROS.
Originality/value
The study explores the relationship between the CDO’s presence and firm performance. It is the first attempt to explore the CDO’s presence and the cost performance in the specific time period, and the study is also the first attempt to analyze the moderating effect of the firm size on the relationship between the CDO’s presence and firm performance.
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