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21 – 30 of over 60000Theresa Schmiedel, Jan vom Brocke and Jan Recker
Business process management (BPM) requires a holistic perspective that includes managing the culture of an organization to achieve objectives of efficient and effective business…
Abstract
Purpose
Business process management (BPM) requires a holistic perspective that includes managing the culture of an organization to achieve objectives of efficient and effective business processes. Still, the specifics of a BPM‐supportive organizational culture have not been examined so far. Thus, the purpose of this paper is to identify the characteristics of a cultural setting supportive of BPM objectives.
Design/methodology/approach
The paper examines the constituent values of a BPM‐supportive cultural setting through a global Delphi study with BPM experts from academia and practice and explore these values in a cultural value framework.
Findings
The paper empirically identifies and defines four key cultural values supporting BPM, viz., customer orientation, excellence, responsibility, and teamwork. The paper discusses the relationships between these values and identifies a particular challenge in managing these seemingly competing values.
Research limitations/implications
The identification and definition of these values represents a first step towards the operationalization (and empirical analysis) of what has been identified as the concept of BPM culture, i.e. a culture supportive of achieving BPM objectives.
Practical implications
Identifying these cultural values provides the basis for developing an instrument that can measure how far an existing cultural context is supportive of BPM. This, in turn, is fundamental for identifying measures towards achieving a BPM culture as a necessary, yet not sufficient means to obtain BPM success.
Originality/value
The paper examines which cultural values create an environment receptive for BPM and, thus, specifies the important theoretical construct BPM culture. In addition, the paper raises awareness for realizing these values in a BPM context.
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Martin Karlsson, Fredrik Karlsson, Joachim Åström and Thomas Denk
This paper aims to investigate the connection between different perceived organizational cultures and information security policy compliance among white-collar workers.
Abstract
Purpose
This paper aims to investigate the connection between different perceived organizational cultures and information security policy compliance among white-collar workers.
Design/methodology/approach
The survey using the Organizational Culture Assessment Instrument was sent to white-collar workers in Sweden (n = 674), asking about compliance with information security policies. The survey instrument is an operationalization of the Competing Values Framework that distinguishes between four different types of organizational culture: clan, adhocracy, market and bureaucracy.
Findings
The results indicate that organizational cultures with an internal focus are positively related to employees’ information security policy compliance. Differences in organizational culture with regards to control and flexibility seem to have less effect. The analysis shows that a bureaucratic form of organizational culture is most fruitful for fostering employees’ information security policy compliance.
Research limitations/implications
The results suggest that differences in organizational culture are important for employees’ information security policy compliance. This justifies further investigating the mechanisms linking organizational culture to information security compliance.
Practical implications
Practitioners should be aware that the different organizational cultures do matter for employees’ information security compliance. In businesses and the public sector, the authors see a development toward customer orientation and marketization, i.e. the opposite an internal focus, that may have negative ramifications for the information security of organizations.
Originality/value
Few information security policy compliance studies exist on the consequences of different organizational/information cultures.
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Takahito Kondo and Takeshi Nishii
We examine the effectiveness of strategic performance measurement system (SPMS) in creating and steering a tension characterized by the two competing values of transformation and…
Abstract
Purpose
We examine the effectiveness of strategic performance measurement system (SPMS) in creating and steering a tension characterized by the two competing values of transformation and consistency.
Methodology/approach
We identify problems with a dynamic tension and propose an alternative approach to deepen understanding of tension management. The data were collected from 312 strategic business units of Japanese firms listed in the first and second sections of the Tokyo Stock Exchange.
Findings
We obtained the following results through a cluster analysis, a multiple comparison test, a multiple regression analysis containing interactions, and a post hoc analysis. First, we found that SPMS is positively associated with the creation of tension. Second, while the organizations facing tension averagely show higher performance than the others, the group shows larger variance in the performance. Third, SPMS contributes to the steering of the tension to some extent; however, the effect is not strong enough to attain the highest performance.
Research implications
The findings have some implications for management accounting literature in the following ways; by providing a new perspective for deepening a consideration of the steering of the tension, emphasizing that the organizations facing tension give us an interesting research opportunity, and suggesting a need to search a composed mechanism (including SPMS) to steer the tension effectively.
Originality/value
We define and operationalize the tension with the competing values so that we can clearly recognize the effects of SPMS on the creation and steering of the tension.
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The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma…
Abstract
Purpose
The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components – management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure.
Design/methodology/approach
The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument.
Findings
In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3, 100)=4.89, p < 0.01, η2=1.28; infrastructure was not significant, F(3, 100)=1.55, p=0.21, η2=0.05; and using Lean Six Sigma methods was also not significant, F(3, 100)=1.34, p=0.26, η2=0.04. Post hoc analysis identified group and development cultures having significant interactions with management support.
Practical implications
The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation.
Originality/value
Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm’s influence can utilize strategies to better implement Lean Six Sigma.
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Younghoon Chang, Siew Fan Wong, Uchenna Eze and Hwansoo Lee
Founded on the concept of organizational ambidexterity and the competing value model, the purpose of this paper is to develop an information technology (IT) ambidexterity framework…
Abstract
Purpose
Founded on the concept of organizational ambidexterity and the competing value model, the purpose of this paper is to develop an information technology (IT) ambidexterity framework to underscore the importance of a balanced and harmonious IT environment in enterprise cloud adoption.
Design/methodology/approach
With survey responses from 165 IT executives in a managerial position who are in charge of cloud computing implementation, partial least square method is used to test the research model.
Findings
Cloud absorptive capacity plays an important role for firms to secure a competitive advantage. The synergy of the two capabilities (flexibility and control), which have conflicting characteristics, contributes to the enhancement of cloud absorptive capacity and leads to a firm’s knowledge accumulation and performance.
Research limitations/implications
This study is the very first attempt that empirically establishes the relationship between a firm’s competitiveness and cloud computing absorptive capacity. This study provides a comprehensive framework that integrates ambidexterity theory with the competing value framework (CVF) with extending the concept of absorptive capacity that is bounded within an organizational perspective into a cloud computing context.
Practical implications
Firms should treat cloud computing as a strategic consideration to secure a competitive advantage in the contemporary business environment. For a firm’s performance, a dual governance structure, that encompasses flexibility and control, is required to achieve competitive advantage from cloud computing adoption.
Originality/value
To facilitate organizational effort in achieving a harmonious cloud environment, the authors propose a comprehensive ambidexterity framework integrating the CVF approach. This framework maps IT ambidexterity onto the CVF. As CVF considers internal and external factors that ambidexterity theory does not cover, integrating two theories can provide more comprehensive implications and discussions regarding cloud computing adoption.
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The purpose of this paper is to validate the number and order of leadership roles and identify the personality traits which trigger the choice of leadership roles.
Abstract
Purpose
The purpose of this paper is to validate the number and order of leadership roles and identify the personality traits which trigger the choice of leadership roles.
Design/methodology/approach
A survey addressing classification and measurement questions in each of the competing values framework (CVF) quadrants was administered to a sample of managerial leaders across organizations. Multidimensional scaling representing the underlying CVF dimensions in a spatial arrangement was conducted with input derived from LISREL, which was also used to test the degree‐of‐fit between the CVF roles and quadrants as well as to examine the relationships between personality traits and leadership roles.
Findings
The results produced a remarkable synthesis of two separate fields of study within a single competing quadrants grid confirming the causal paths from traits to the compressed CVF latent variables.
Research limitations/implications
This study raises important questions about the causal effects of personality traits and situational contingencies on the choice of leadership roles.
Practical implications
The new awareness of precursors to CVF roles calls for significantly shifting the focus of leadership training and education efforts. Leadership development strategies designed to improve current managerial strengths must also target specific weaknesses and their psychological underpinnings.
Originality/value
The paper demonstrates the efficacy of the CVF and at the same time draws more robust conclusions about how traits affect the choice of leadership roles, how they influence the extent of managerial effectiveness and to what extent managerial choice of roles is conscious or just a stimulus response.
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This paper seeks to examine the integration of the Western concept of dynamic equilibrium and wa, the Eastern concept of harmony, and how wú wéi (maintaining centrality, hence…
Abstract
Purpose
This paper seeks to examine the integration of the Western concept of dynamic equilibrium and wa, the Eastern concept of harmony, and how wú wéi (maintaining centrality, hence, stability, in a dynamic environment) is fundamental to the sustainable development of the library system in a harmonious manner.
Design/methodology/approach
The Western concept of self and the Chinese Taoist concepts of change and stability are used to examine the role of the human being – the librarian – in the constantly evolving environment.
Findings
The paper finds that four competing values faced by the librarian are based on the needs to adopt internal focus, external focus, flexibility and control. The four competing values generate issues confronting the academic librarian. Frustration – what challenges and pressures do academic librarians currently face in the university environment specifically? History and destiny – what lessons can the history of libraries in universities give us about their future role in the scholarly community? Constraints – what are the possible environmental barriers which might prevent librarians working dynamically in parallel with or ahead of university “strategists”, to secure their vision as key players in tomorrow's academy? Conflicting forces from library stakeholders are analysed in a competing values model which encompasses the elements of organisation systems and organisational culture.
Originality/value
The competing values framework provides the basis for formulating a research agenda to investigate the central role played by university libraries in the societal development of human‐kind.
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The research on supply chains concerning disaster and crisis situations is in its infancy, but rapidly expanding on the backs of top researchers in the field. As with most young…
Abstract
Purpose
The research on supply chains concerning disaster and crisis situations is in its infancy, but rapidly expanding on the backs of top researchers in the field. As with most young research streams there is very little theoretical grounding in extant studies. The purpose of this research is to integrate four prominent existing theoretical perspectives to provide a concise yet holistic framework for grounding future research.
Design/methodology/approach
The development of the disaster recovery pyramid is completed following an extensive review of the resource, risk and crisis/disaster recovery, and preparedness literature. Additionally, literature from the resource‐based view (RBV) of the firm, communication theory, competing values theory, and relationship management theory are canvassed. Business professional and academics are also interviewed to validate the pyramid.
Findings
The proposed framework is a call for future studies in the supply chain management and logistics disaster, and crisis management arena. The findings suggest that much of the work in supply chain disaster and crisis preparedness and recovery can be theoretically supported in combination of four mature theoretical perspectives: the RBV of the firm, communication theory, competing values theory, and relationship management theory.
Originality/value
This is the first attempt to theoretically support the areas of supply chain disaster and crisis preparedness and recovery. The motivation of this paper is to both develop a framework and support a drive for growing multiple research streams in the area. Avenues of future research and theoretical grounding are suggested in a graphic representation.
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Tricia Vilkinas and Greg Cartan
This study seeks to identify the spatial relationships between the managerial roles within the integrated competing values framework (ICVF). The study also aims to identify the…
Abstract
Purpose
This study seeks to identify the spatial relationships between the managerial roles within the integrated competing values framework (ICVF). The study also aims to identify the central role the integrator performs with its critical observing and reflective learning function.
Design/methodology/approach
The current study investigated the spatial configuration of Quinn's original eight operational roles and Vilkinas and Cartan's ninth role to each other. A total of 100 middle managers participated in a 360° feedback program that sought responses from 928 of their “significant others”. Multiple discriminate scaling (MDS) was used to determine the spatial representation of the ICVF.
Findings
The results of the MDS found that the ICVF was a two‐dimensional, four‐quadrant model. However, one of the dimensions from the CVF, stability‐flexibility, was retitled to reflect more truly the roles that anchored this dimension. It was anchored by people‐task focus. The integrator, as predicted, was found to have a pivotal role for managers. In addition, three of the operational roles – producer, director and coordinator – combined to form a consolidated role called the “deliverer”.
Research limitations/implications
The model needs to be further researched for gender and cultural differences. In addition, the spatial maps of effective and ineffective managers need to be compared.
Practical implications
The paper assists managers to gain a clearer understanding of managerial roles, their interrelationships to each other and how to apply them more effectively. The paper would also be of value to those charged with the responsibility for the selection and development of managers.
Originality/value
This paper clarifies the relationship between the paradoxical roles in the ICVF. It also further develops our understanding of the role of the integrator with its critical self‐analysis and reflective learning capability and the central role it plays in the development of effective managers.
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Daniel I. Prajogo and Christopher M. McDermott
This empirical study explores the relationship between total quality management (TQM) practices and organizational culture with the purpose of identifying the particular cultures…
Abstract
Purpose
This empirical study explores the relationship between total quality management (TQM) practices and organizational culture with the purpose of identifying the particular cultures that determine the successful implementation of TQM practices. Specifically, it tests two competing views on the relationship; the unitarist and pluralist views.
Design/methodology/approach
The empirical data was drawn from 194 organizations in Australia. The research model employs the Malcolm Baldrige National Quality Award criteria as TQM framework and builds on the competing values model to frame organizational culture. The data was analysed using structural equation modelling technique.
Findings
The findings support the pluralist view, wherein different subsets of TQM practices are determined by different types of cultures. Interestingly, hierarchical culture was found to have a significant relationship with certain practices of TQM. Additionally, the findings indicate that although the cultural factors underpinning different elements of TQM are dissimilar, even antagonistic, organizations can implement them in harmony.
Practical implications
The major implication of this study is that organizations need to accommodate divergent goals by developing a system and/or structure that allows enough flexibility for adapting different (even contrasting) management styles, between control and flexibility and between internal and external orientations, so that they may gain benefits from the multiple dimensions of TQM.
Originality/value
This paper provides empirical evidence on the multidimensionality of TQM practices along with their association with different types of culture.
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