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Software process tailoring (SPT) plays a critical role in contemporary software development. Because SPT determines how a software project proceeds, its effectiveness should be investigated. Specifically, SPT is a collaborative yet highly conflictual process, and the existing literature has paid little or no attention to how team members coordinate and to how power distance (PD) influences coordination under this conflictual situation for the purpose of fostering SPT effectiveness.

A propositional research method is utilized by reviewing the extant literature regarding SPT, team coordination and PD. Accordingly, several propositions are developed to theorize the contributive and moderating effects of team coordinative capabilities and PD on SPT effectiveness.

This study advances the understanding of the underlying mechanisms of the four distinct coordination capabilities in performing SPT, which will help software firms comprehend the moderating effects of PD on the relationships among coordinative capabilities and SPT effectiveness.

This study extends coordination theory and reveals four coordination capabilities that nurture SPT effectiveness. Moreover, this study demonstrates how power plays a role in the coordination of a team through the collaborative yet divergent SPT decision process to yield an integrative tailoring solution. In particular, we take a fresh viewpoint of PD considering the member-member relationship in exploring its moderating effects in the SPT context.

Although suitable leadership is crucial for chain coordinators (chief executive officers (CEOs), managing directors and heads of departments) to achieve the effectiveness of supply chain coordination (operational and social performances contributing to financial performance), the potential caveats in New Zealand-Euro agri-food supply chains are the lack of theoretical as well as empirical investigations that scrutinize the linkages between leadership styles, their interactions and the effectiveness of supply chain coordination. The purpose of this study is therefore to address the above knowledge gap.

Structural equation modelling and interaction effects are applied to the data collected from chain coordinators working in the selected New Zealand-Euro agri-food supply chains (dairy, meat, fruits and vegetables).

The results indicate that participative leadership is more strongly correlated with the effectiveness of supply chain coordination than directive leadership. The directive leadership is also significant, which leads towards the adoption of strategic leadership. Interaction effects further conclude that companies perform better when their chain coordinators apply strategic leadership practices. Moreover, operational (service quality and product quality) and social (trust in and satisfaction with supply chain partners) performances are the key determinants of financial performance (increased sales, profit and market share).

The results enhance the understanding of chain coordinators and help them to achieve coordination effectiveness among agri-food supply chain partners. Therefore, the study provides practical implications linked with contemporary international agri-food supply chains.

This study provides in-depth analysis to develop a comprehensive theoretical framework, which helps to confirm the complicated linkages between the underlying constructs, with the specific characteristics of New Zealand-Euro agri-food supply chains. Consequently, the results also clarify the earlier ambiguous findings from other industries and countries.

Though there is an increasing corpus of work on contemporary styles of leadership, studies on distributed leadership (DL) are still in the nascent stage. Therefore, the purpose of this paper is to investigate how DL affects team effectiveness from the neglected perspectives of team cognition, team motivation and team coordination in startup companies using multi-level analysis.

The authors investigated the study variables through the lens of 42 teams in 18 startup organizations operating in India, representing an equitable distribution of the manufacturing and service sectors. M-plus was used to do statistical analysis on the multi-level model.

Drawing upon social exchange theory (SET), results indicated that DL had a favorable impact on team effectiveness and team cognitive processes, team motivation and team coordination mediates the association between DL and individual perceptions of team effectiveness.

Various studies have been carried out relating to leadership and how it impacts effectiveness. However, as far as the authors know, previous studies have failed to empirically address how DL drives team effectiveness by uncovering the mediating impact of team cognitive processes, team motivation and team coordination in the Indian startup context.

A suitable leadership approach and multiple dimensions of performance (operational and social dimensions contributing to financial performance – the effectiveness of international agri-food supply chain coordination) are important because of significant linkages between them. However, there has been no such empirical research to explore the linkages in five selected New Zealand-UK international agri-food supply chains (dairy, meat, vegetables and fruits). Therefore, the purpose of this paper is to address this knowledge gap.

Before applying covariance-based structural equation modelling (a path analysis) on the data collected from 112 chain coordinators (CCs) (chief executive officers, managing directors and head of departments) of the selected agri-food supply chains, a comprehensive process of exploratory factor analysis, reliability and validity tests is used to develop the constructs.

The findings suggest that CCs’ participative leadership approach is highly significantly (β=0.60; p=0.00) associated with the effectiveness of international agri-food supply chain coordination. Directive leadership does not have a significant relationship and its interaction effect with participative leadership resulted in a significant negative relationship with the effectiveness of agri-food supply chain coordination. Moreover, social (satisfaction with and trust in supply chain partners) and operational (service and product quality) dimensions are the major determinants of financial performance (profit, sales and market share) with β=0.44 (p=0.00) and β=0.44 (p=0.05), respectively. These variables jointly explain 70 per cent of the variance in financial performance, and leadership explains 36 per cent of the variance in coordination effectiveness.

In order to understand the multiple dimensions of performance and their linkages, the study enhances the understanding of CCs and contributes to determine the best practices for modern agri-food supply chains.

This study is the first step in developing and confirming complicated linkages with the specific characteristics of selected international agri-food supply chains. As a result, the empirical evidence also clarifies the earlier ambiguous results on the topic raised from other industries or countries.

The purpose of this research paper is to identify the non-financial e-procurement performance measures and find out whether these non-financial performance measures are leading indicator of impact on firm financial performance by adoption of e-procurement in terms of reduction in production cost.

The research model has been tested with the data collected from target procurement professionals in India. Structural equation modelling has been used for testing conceptual model hypotheses including mediation. The phantom model approach for testing multiple mediators has deployed.

The present empirical study found that non-financial performance measure of e-procurement, namely, transparency, coordination, efficiency and effectiveness are leading indicators of the impact of e-procurement adoption on production cost. This paper suggests that managers should try to design the e-procurement platform or opt for third party platform which reduces transaction cost to a minimum for enhanced coordination, work on transparency policy with maximum disclosure of information for enhanced transparency and ask for a fast and responsive system for enhanced efficiency and effectiveness.

This study, first time, attempted to identify non-financial performance measures of e-procurement and tried to understand how these intermediate non-financial performance measures impact the firm financial performance. The interdependence of non-financial performance measures has also been explored, and the research model has been developed to empirically examine the interdependence of these financial measures and its impact on production cost.

The current work seeks to analyze the different effects of three alternative strategic marketing orientations – market orientation, sales orientation, and product orientation – on non‐profit organizations' effectiveness, specifically their economic and social effectiveness.

In order to test the hypotheses proposed, an empirical analysis of 182 Spanish museums was conducted.

The study reveals that social effectiveness relates highly to product and customer orientation, whereas economic effectiveness mainly depends on sales orientation and inter‐functional coordination.

The results suggest that applying a marketing orientation centered on the product and knowing the visitor is critical for successfully fulfilling the objectives of conservation and diffusion of culture. Moreover, the organization needs to focus on sales, on the internal customer, and on the coordination between the managing institutions, to be able to achieve satisfactory economic results.

This work makes an empirical contribution to the analysis of market orientation on cultural organizations. Although previous research has underlined the relevance of a market orientation for museums and cultural organizations, few empirical analyses have been developed until now.

The team members’ expertise has been shown to increase team effectiveness when it is actively coordinated. While in face-to-face teams such expertise coordination unfolds through direct interaction, expertise coordination in dispersed teams is unlikely to evolve automatically. In this context, shared leadership, that is, the distribution of leadership influence across multiple team members is argued to serve as initiating mechanism for expertise coordination.

This paper synthesizes the extant geographically distributed work literature, focusing on how geographic distribution affects coordination and communication, knowledge sharing, work design, and social identity. Geographically distributed audit arrangements, such as group audits and offshoring, are becoming increasingly prevalent in audit practice. However, little empirically is known about how working across cities, countries, and continents affects auditors, the audit process, or audit quality. To this end, the synthesis seeks to stimulate research investigating the implications of geographically distributed work arrangements in auditing, by surveying the extant literature within the management and social psychology disciplines and developing eighteen research questions for future audit research to consider. The synthesis reveals that geographically distributed audit work is likely to be very different from work performed in more traditional arrangements and therefore cannot be treated by audit researchers, practitioners, or standard setters as replications of domestic processes abroad. As a result, the synthesis focuses on building a greater understanding of the changes in day-to-day auditing, the consequences of such changes, and interventions that may moderate the challenges encountered in geographically distributed audit arrangements.

The purpose of this paper is to present the managerial perspectives of building, nurturing and evaluating sales teams in Mexico. This study discusses the impact of sales team design in reference to the underlying rationale of management control and team coordination as indicators of performance and sales unit effectiveness.

The major focus of the study is to discuss the impact of sales team design and task coordination as predictors of effectiveness of sales unit performance. A sample of 258 respondents has been covered under the study, categorizing them in equal proportion into three broad areas,: type of sales team, type of product market, and type of sales operations. Four industrial streams in sales were covered while selecting the sample respondents: consumer goods, consumer durables, industrial products, and consumer services.

The study reveals the balance between team designing and team coordination in performing sales. Work environment is largely governed by team coordination effects for the salespeople. Sales team‐building process has a substantial effect on sales organization effectiveness both directly and indirectly through its relationship with salespeople's behavioral performance.

The results of this study reveal that team performance largely depends on the effectiveness of team coordination, leadership and performance control through behavioral attributes. Sales managers may implement such controls effectively by establishing coordination, training, and feedback process rather than imposing command and control policy.

The thesis of the paper is developed around issues of the cross‐cultural variables and team management affecting workplace environment. The paper explores and maps the symbiosis between cognitive drivers of team members and team culture in performing the tasks.

This chapter is aimed at contributing to the question of how institutional reforms affect multi-level governance (MLG) capacities and thus the performance of public task fulfillment with a particular focus on the local level of government in England, France, and Germany.

Drawing on concepts of institutional evaluation, we analytically distinguish six dimensions of impact assessment: vertical coordination; horizontal coordination; efficiency/savings; effectiveness/quality; political accountability/democratic control; equity of service standards. Methodologically, we rely on document analysis and expert judgments that could be gleaned from case studies in the three countries and a comprehensive evaluation of the available secondary data in the respective national and local contexts.

Institutional reforms in the intergovernmental setting have exerted a significant influence on task fulfillment and the performance of service delivery. Irrespective of whether MLG practice corresponds to type I or type II, task devolution (decentralization/de-concentration) furthers the interlocal variation and makes the equity of service delivery shrink. There is a general tendency of improved horizontal/MLG type I coordination capacities, especially after political decentralization, less in the case of administrative decentralization. However, decentralization often entails considerable additional costs which sometimes overload local governments.

The distinction between multi-purpose territorial organization/MLG I and single-purpose functional organization/MLG II provides a suitable analytical frame for institutional evaluation and impact assessment of reforms in the intergovernmental setting. Furthermore, comparative research into the relationship between MLG and institutional reforms is needed to reveal the explanatory power of intervening factors, such as the local budgetary and staff situation, local policy preferences, and political interests in conjunction with the salience of the transferred tasks.

The findings provide evidence on the causal relationship between specific types of (vertical) institutional reforms, performance, and task-related characteristics. Policy-makers and government actors may use this information when drafting institutional reform programs and determining the allocation of public tasks in the intergovernmental setting.

In general, the euphoric expectations placed upon decentralization strategies in modern societies cannot straightforwardly be justified. Our findings show that any type of task transfer to lower levels of government exacerbates existing disparities or creates new ones. However, the integration of tasks within multi-functional, politically accountable local governments may help to improve MLG type I coordination in favor of local communities and territorially based societal actors, while the opposite may be said with regard to de-concentration and the strengthening of MLG type II coordination.

The chapter addresses a missing linkage in the existing MLG literature which has hitherto predominantly been focused on the political decision-making and on the implementation of reforms in the intergovernmental settings of European countries, whereas the impact of such reforms and of their consequences for MLG has remained largely ignored.