Search results
1 – 10 of over 3000Renate Minas, Sharon Wright and Rik van Berkel
The purpose of this article is to examine the governance of activation in relation to the decentralization and centralization of activation for social assistance recipients in…
Abstract
Purpose
The purpose of this article is to examine the governance of activation in relation to the decentralization and centralization of activation for social assistance recipients in Sweden, The Netherlands and the UK.
Design/methodology/approach
This paper outlines broad trends in the governance of activation policies in Europe, focusing on processes of decentralization and centralization in Sweden (characterized by a context of shifting national and local level governance of policies, cultivated within a strong tradition of active labour market policies); The Netherlands (where there has been a deliberate shift in governance towards the local level); and the UK (typified by highly centralized decision making in policy design but local variation in delivery).
Findings
The comparison identified different paths of decentralization and examines how these processes interact and overlap with modes of centralization/coordination of policies. Finally, the paper demonstrates the interface between the modes of decentralization and centralization.
Originality/value
The investigation of vertical changes in the governance of activation in three country case studies provides an original in‐depth analysis of types and paths of decentralization and centralization.
Details
Keywords
Although decentralisation during crisis is more beneficial in the long run, still economic downturn increases the probability of centralisation. The purpose of this paper is to…
Abstract
Purpose
Although decentralisation during crisis is more beneficial in the long run, still economic downturn increases the probability of centralisation. The purpose of this paper is to understand the sub-micro reasons of centralisation during recession.
Design/methodology/approach
To answer the research question, a qualitative methodology was applied based on interviews with senior managers of six English and seven Hungarian manufacturing companies.
Findings
In the time of crisis, companies centralise because they would like to gain efficiency. The short-term advantages of concentration of authority (such as whole company focus, easier communication and higher decision speed) override its longer term downsides such as less innovation and flexibility.
Practical implications
Cost cutting-driven centralisation can always generate faster results than a hazardous sales increase-driven decentralisation. A rapid centralisation can seem a safer and better choice than a stronger innovative capability of which results can be harvested only in the future. If companies centralise in the time of crisis and delegate during prosperity, adaptation to economic cycles can be crucial. This can gain competitive advantage if the companies can perceive economic situation and restructure their authority better than their competitors.
Originality/value
The paper would like to contribute to the quantitative-dominated literature with a descriptive, qualitative study analysing the root causes of change in concentration of authority.
Details
Keywords
Bassam Mohamed Alhamad and Rama Aladwan
There is no such thing as a truly centralized or decentralized management system. With regard to universities, most of the key areas in universities are centralized, e.g. finance…
Abstract
Purpose
There is no such thing as a truly centralized or decentralized management system. With regard to universities, most of the key areas in universities are centralized, e.g. finance, personnel, curriculum, management and quality. These key areas will exhibit a higher impact on learning and research by maintaining the appropriate balance between centralization and decentralization approaches. The purpose of this paper is to study the key features of balanced management implemented within the internal quality assurance system at the University of Bahrain. Areas of such balance will be explained while showing the pros and cons of each management approach.
Design/methodology/approach
In this paper, both quantitative and qualitative surveys were used to study this balanced approach.
Findings
The centralization approach at the university maintained systematic compliance through the development of policies and procedures, quality structure and a clear framework for quality enhancement. Centralization ensured consistency in quality, programmes and activities. It also maintained diffusion of innovation, for example, sharing and transferring the knowledge of international accreditation practices to other colleges. The balance of the centralized with the decentralized management approach provided additional advantages. For example, the management shared the vision of decentralization to raise the level of responsibility and accountability. The management provided an acceptable level of authority to take on spot decisions; hence, building expertise at the decentralized levels. However, this would require support and capacity building to ensure directly responsible persons, who can take on spot decisions. The ownership of the self-improvement cycles was implemented at the level of the departments and colleges.
Practical implications
This study showed that this balanced management had a great influence to maximize the benefits of the internal quality assurance (IQA) system, as it showed that 71.4 and 67.3 per cent of the academic and administrative staff, respectively, found that the IQA system was effective.
Originality/value
This balanced approach would guide the universities to enhance its quality system by organizing its structure, processes and systems in a harmonized nature.
Details
Keywords
Yunus Kathawala and B.P. Lingaraj
Centralisation and decentralisation of the US economy is examined.How the organisational structures are changing, and why these changesare coming about, reasons such as technology…
Abstract
Centralisation and decentralisation of the US economy is examined. How the organisational structures are changing, and why these changes are coming about, reasons such as technology changes in computers and communications, to the move from an agricultural to an industrial to a more service related society are outlined. Other factors such as corporation size and foreign competition are considered and discussed. It is concluded that a balance between centralisation and decentralisation are needed in the future.
Details
Keywords
In this paper the sometimes confusing concepts of structural centralization and decentralization and administrative centralization and decentralization are classified. Brief…
Abstract
In this paper the sometimes confusing concepts of structural centralization and decentralization and administrative centralization and decentralization are classified. Brief contrast Is made between the Latin American and North American models. It is hypothesized that there is a positive relationship between administrative decentralization and (I) leadership development at lower hierarchical levels, (II) greater participation in the decision‐making process by people at lower hierarchical levels, (III) an increased sense of responsibility, for the final output, by those at lower hierarchical levels, (IV) implementation of innovative changes which are proposed by individuals at lower hierarchical levels, (V) the development of different approaches to solving problems in the various subsystems at lower hier‐archical levels, (VI) the rapidity at which decisions can be made concerning local issues.
Jeroen Meijerink, Joost ten Kattelaar and Michel Ehrenhard
The purpose of this study is to explore the use of shared services by end-users and why this may conflict with the use as intended by the shared service center (SSC) management.
Abstract
Purpose
The purpose of this study is to explore the use of shared services by end-users and why this may conflict with the use as intended by the shared service center (SSC) management.
Methodology/approach
By applying structuration theory, this empirical study draws on qualitative data obtained from semi-structured interviews with managers and end-users of an SSC. This SSC is part of a Dutch subsidiary of a multinational corporation that produces professional electronics for the defense and security market.
Findings
We find two main types of shared services usage by end-users which were not intended by the SSC management: avoidance and window-dressing. These forms of unintended usage were the result of contradictions in social structures related to the centralization and decentralization models as appropriated by end-users and management.
Implications
Our findings show that the benefits of shared services depends on how well contradictions in managers’ and end-users’ interpretive schemes, resources, and norms associated with centralization and decentralization models are resolved.
Originality/value
A popular argument in existing studies is that the benefit of shared services follows from the design of the SSC’s organizational structure. These studies overlook the fact that shared services are not always used as their designers intended and, therefore, that success depends on how the SSC’s organizational structure is appropriated by end-users. As such, the originality of this study is our focus on the way shared services are used by their end-users in order to explain why SSCs succeed or fail in reaping their promised benefits.
Details
Keywords
The purpose of this paper is to illustrate how centralization and decentralization of supply chains (SCs) play a major role in creating organizational resilience.
Abstract
Purpose
The purpose of this paper is to illustrate how centralization and decentralization of supply chains (SCs) play a major role in creating organizational resilience.
Design/methodology/approach
Starting with the basic tenets of contingency theory and applying a grounded theory approach, results from exploratory qualitative and quantitative studies are combined to investigate the impact of (de)centralization on SC resilience capabilities.
Findings
The findings from a comprehensive literature review combined with two empirical surveys indicate that four important organizational capabilities are needed in order to cope with internal and external disruptions: fast reactions to unforeseen disturbances, reducing the number of negative external forces, reducing the impact of negative external forces and the quick return to normal operating processes. Furthermore, it is illustrated how (de)centralization activities can support these capabilities and thus maximize the SC resilience.
Originality/value
This paper presents 12 measures for (de)centralization and shows how they can support the four major capabilities of resilient companies. The results from qualitative and quantitative surveys allow for a holistic understanding of the organization and provide a basis for future SC resilience research.
Details
Keywords
Channel coordination has become an essential part of researching hotel supply chain management practices. This paper develops an improved channel coordination approach to…
Abstract
Purpose
Channel coordination has become an essential part of researching hotel supply chain management practices. This paper develops an improved channel coordination approach to coordinate the profit distribution between hotels and online travel agencies (OTAs) achieved through an introduction of advertising fees. This direction further improves the decentralization of cooperation and achieves Pareto improvement to achieve mutual profitability.
Design/methodology/approach
The methodology used in this study involves Stackelberg game theory employed for the decision-making and analysis of both the hotel and OTA. The OTA, acting as the leader, offers a hotel a contract specifying the commission rate that the hotel will pay to the respective OTA. The hotel, acting as a follower, sets a self-interested room rate as a given response. A deterministic, price-sensitive linear demand function is utilized to derive possible analytical solutions once centralized, noncooperative decentralization and cooperative decentralized channel occurs.
Findings
Results show that a new channel coordination approach is possible, namely via advertising fees. Prior to channel coordination, the OTA tends to set a higher commission rate, and the hotel sets a higher room rate in response under noncooperative decentralization. As such, this results in a lower channel-wide profit for all. One way to reduce channel-wide profit loss is to use a method of cooperative decentralization, which can, and will result in optimal profit as centralization takes place. However, the lack of incentives makes cooperative decentralization unfeasible. Further improvement is possible by using advertising fees based on a cooperative decentralization agreement, which can reach Pareto improvement.
Practical implications
This paper helps the OTA industry and hotel owners cooperate by way of smoother coordination. This study provides practitioners with two important practical implications. The first one is that the coordination between the hotel industry and OTA through cooperative decentralization allows for the achievement of higher profitability than that of noncooperative decentralization. The second one is that this paper solves the outstanding problem of insufficient incentives characteristic of cooperative decentralization by means of an advertising fee as a new supply chain coordination approach.
Originality/value
This paper offers both the problem and solution regarding the lack of incentives that hamper cooperative decentralization without the use of advertising fees. This paper is unique in that it derives analytical solutions regarding commissions levied in a typical hotel supply chain under noncooperative decentralization.
Details
Keywords
Søren Graungaard Pedersen, Frederik Zachariassen and Jan Stentoft Arlbjørn
The purpose of this paper is to explore the major drivers behind the choice of centralising versus decentralising warehousing locations from a small‐ and medium‐sized enterprise…
Abstract
Purpose
The purpose of this paper is to explore the major drivers behind the choice of centralising versus decentralising warehousing locations from a small‐ and medium‐sized enterprise (SME) perspective. Previous literature has investigated this solely from a large company perspective.
Design/methodology/approach
An in‐depth literature review was carried out and, in addition, a single case study was conducted in order to investigate the issue at hand. A Danish medium‐sized do‐it‐yourself (DIY) retailer was chosen, as this company faced the challenge of deciding between centralisation vs decentralisation of its warehousing structure.
Findings
The paper has two findings: existing literature does not deal with the difference between SMEs and large companies when speaking of centralised vs decentralised warehousing; and the difference between SMEs and large companies with regard to centralised vs decentralised warehousing lies in the fact that SMEs generally have scarcity in competences and fewer resources, have fewer advantages of economies of scale in a centralised setting, and, finally, have fewer management resources to carry out a centralisation project.
Research limitations/implications
It is a limitation of this research that a statistical generalisation is not possible. Therefore, the findings in this paper might not be applicable for all SMEs.
Practical implications
When speaking of centralising vs decentralising warehousing, SMEs should be aware that different drivers are at play when compared with larger companies.
Originality/value
Research in supply chain management and logistics has not addressed the consequences of warehousing structure from an SME perspective.
Details
Keywords