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Article
Publication date: 28 October 2001

Timothy W. Aurand, Carol DeMoranville and Geoffrey L. Gordon

Well‐documented corporate demands for crossfunctionally competent employees have instigated a wide variety of efforts by the educational community to integrate business

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Abstract

Well‐documented corporate demands for crossfunctionally competent employees have instigated a wide variety of efforts by the educational community to integrate business curricula. Many colleges and universities struggle to functionally integrate business programs that historically have been delivered by well‐defined, and often well‐siloed, disciplines. Drawing from the numerous published and unpublished case studies of cross‐functional integration attempts, this study develops a framework of critical issues to consider when developing an integrated program. The framework develops five major categories of issues (strategic, leadership, administrative, faculty, and student) to help universities identify typical program decisions and potential roadblocks that may inhibit the development of a successful program.

Details

American Journal of Business, vol. 16 no. 2
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 1 April 1994

Christopher R. Jones

Discusses how Unisys Ltd in the UK and other leading companies arefinding that performance measuring and improving key business processesform a vital part of a…

2682

Abstract

Discusses how Unisys Ltd in the UK and other leading companies are finding that performance measuring and improving key business processes form a vital part of a company‐wide improvement strategy. Using examples from Unisys, shows how cross‐functional methods of process improvement are being deployed to this end. Discusses the key business processes, breaking these down further into delivery and support processes. Looks at how to exploit the challenges and opportunities to be found in the 1990s and how to structure measuring, improving, planning and controlling the key business processes as part of a company‐wide strategy.

Article
Publication date: 10 April 2007

Barry J. Witcher and Vinh Sum Chau

The paper seeks to combine the uses of the balanced scorecard and hoshin kanri as integrative dynamic capabilities for the entire strategic management process. It aims to…

9049

Abstract

Purpose

The paper seeks to combine the uses of the balanced scorecard and hoshin kanri as integrative dynamic capabilities for the entire strategic management process. It aims to posit a model for the combination of these long‐ and short‐term organisational activities as a framework for a senior level to manage a firm's strategic fit as an integrated organisation‐wide system that links top management goals to daily management.

Design/methodology/approach

The resource‐based view of strategy is explored for its relevance to how a combined balanced scorecard and hoshin kanri approach serves as a high‐order dynamic capability. Examples are given from Canon, Toyota and Nissan, of how core capabilities are managed to show how strategy is executed cross‐functionally across a firm's functional hierarchy.

Findings

The study finds that strategic management of the organisation should consider the long‐term strategy as well as the short‐term capability. Important to this are core capabilities and core competences, cross‐functional management, and top executive audits, which, when managed properly, explicate a new view of strategic fit, as a form of nested hierarchies of dynamic capabilities.

Originality/value

The paper is the first exposition of how balanced scorecard and hoshin kanri practices may usefully complement each other in strategic management. It is a useful framework for dynamically managing sustained competitive advantage.

Details

Management Decision, vol. 45 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 October 2000

Tânia R. Belmiro, Paul D. Gardiner, John E.L. Simmons and Antonio F. Rentes

Business process re‐engineering (BPR), a management tool that initially advocated a revolution in the way businesses are driven, now carries the stigma of being a major…

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Abstract

Business process re‐engineering (BPR), a management tool that initially advocated a revolution in the way businesses are driven, now carries the stigma of being a major cause of job elimination. This study reveals the depth of involvement of BPR practitioners in what, advocates claim, are the fundamental ingredients of BPR – business processes. The data alert the reader to the different understandings and practices related to business process analysis held by several UK and Brazilian companies. Possible reasons are given, accounting for why some of the companies investigated seemed to lose a BPR focus in favour of more urgent restructuring matters. The authors conclude that companies often lack a basic awareness of the business process concept, and that misconceptions about these issues can lead to unrealised expectations at various levels in the organization.

Details

International Journal of Operations & Production Management, vol. 20 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 28 October 1994

O. Homer Erekson, Orie L. Loucks and Charles Aldag

There has been a paradigm shift in business’ approach with respect to environmental responsibility. This change has resulted in a realization that profitability, consumer…

Abstract

There has been a paradigm shift in business’ approach with respect to environmental responsibility. This change has resulted in a realization that profitability, consumer acceptance, and competitiveness can be advanced by pursuing sustainable initiatives in business practice. Sustainable business operations require effective leadership throughout the organization and cross‐functional business processes.

Details

American Journal of Business, vol. 9 no. 2
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 1 October 1997

John Hindle

Presents a background to process understanding which offers potential benefits to the NHS. Considers the various business processes found in health care organizations…

1517

Abstract

Presents a background to process understanding which offers potential benefits to the NHS. Considers the various business processes found in health care organizations, noting that the management of cross‐functional processes is an area in which improvements can be made. Outlines the kind of problems which can result from mismanagement of such processes and the potential benefits of process improvement.

Details

Health Manpower Management, vol. 23 no. 5
Type: Research Article
ISSN: 0955-2065

Keywords

Article
Publication date: 13 June 2008

Vinh Sum Chau and Barry J. Witcher

The purpose of this paper is to explain how hoshin kanri (policy management) is used as a higher order dynamic capability at Nissan. The paper also seeks to examine the…

6505

Abstract

Purpose

The purpose of this paper is to explain how hoshin kanri (policy management) is used as a higher order dynamic capability at Nissan. The paper also seeks to examine the role of top executive audits as part of the FAIR strategy execution process to develop core competences as part of team management.

Design/methodology/approach

The research used semi‐retrospective ethnographic case summaries recorded by an active manager involved in the implementation process of the researched organizational phenomenon. These documented observations were triangulated against internally published company reports and those made public, and any externally published documentation about Nissan.

Findings

The paper finds that the use of a top executive audit (TEA) as a part of hoshin kanri, works as a high‐order dynamic capability according to Teece et al. . Hoshin kanri is premised on a strong reliance on teamwork, and the effectiveness of teams is a major contributory factor to organizational performance. It works well because TEAs are a special form of organizational audit of lower‐level operations against top‐level strategy (i.e. it is a strategic review framework).

Originality/value

How Nissan's business philosophies and methodologies are managed as core capabilities is explored. TEAs, as a key component of hoshin kanri, are examined as a strategic team performance management system.

Details

Team Performance Management: An International Journal, vol. 14 no. 3/4
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 March 1991

J. Parnaby

To achieve competitive performance in engineeringmanufacturing may require design of anumber of organisational elements. The systemsapproach is essential because…

Abstract

To achieve competitive performance in engineering manufacturing may require design of a number of organisational elements. The systems approach is essential because engineering manufacturing is an integrated set of subsystems. The characteristics of an organisation that are relevant to systems redesign are described. The author then lists eight redesign principles and tools to support a five‐step accepted approach to overall business design. These are fully worked out in a detailed Appendix. One way to tackle necessary change is by adopting a total quality and competitiveness achievement programme, rolling over two to three years of projects in parallel and in series.

Details

Industrial Management & Data Systems, vol. 91 no. 3
Type: Research Article
ISSN: 0263-5577

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Abstract

Details

Database Management Systems
Type: Book
ISBN: 978-1-78756-695-8

Article
Publication date: 1 October 2003

Thomas R. Gulledge and Rainer A. Sommer

The management of the US Department of Defense (DoD) enterprise must change. Years of under‐funding have led to a wide gap between enterprise support requirements and…

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Abstract

The management of the US Department of Defense (DoD) enterprise must change. Years of under‐funding have led to a wide gap between enterprise support requirements and resources. Private sector firms have faced similar choices. This paper shows how the public enterprise can be changed. Our hypothesis is that private sector implementations of standard software will lead to increased effectiveness and efficiency in public sector organizations. Sufficient detail is provided on how to transition to a modern integrated public sector enterprise, and the steps for implementing such a project are outlined, following standard private sector implementation practices. To explain the problem and solution, the DoD installation management enterprise is used as an example.

Details

Industrial Management & Data Systems, vol. 103 no. 7
Type: Research Article
ISSN: 0263-5577

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