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1 – 10 of over 134000Piotr Rogala, Piotr Kafel and Inga Lapina
The study aims to determine whether audited organizations experience differences between external audits and official controls.
Abstract
Purpose
The study aims to determine whether audited organizations experience differences between external audits and official controls.
Design/methodology/approach
A survey among 100 organic food producers was conducted to explore differences regarding the usability of external audits and official controls. The survey was conducted in 2020 using the computer-assisted telephone interview (CATI) method supplemented by the computer-assisted web interview (CAWI) method. Organizations processing organic farming products in Poland were chosen for the study.
Findings
Three primary benefits associated with external audits and official controls were identified, i.e. (1) enabling and initiating activities related to the improvement of the organization, (2) improving the financial performance of the organization and (3) enhancing credibility. For most organizations, the assessment of these features was at the same level for both external audits and official control. However, if these assessments differed, commercial audits were assessed at a higher level than official controls.
Research limitations/implications
The study is limited to only one specific type of manufacturing organization and one European country.
Originality/value
The literature review shows some conceptual differences between audits and official controls, but the results of this study show that the business environment does not perceive these differences as significant. Thus, the value of the study is reflected in the conclusion that both external audits and official controls are considered useful and credible approaches to monitoring the quality within the organization, which allows us to state that external evaluation is generally seen as an opportunity to improve the performance of the organization.
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Bashir Tijani, Xiaohua Jin and Robert Osei-Kyei
This conceptual paper aims to develop a multi-level mental health management framework for project management practitioners (PMPs) in architecture, engineering and construction…
Abstract
Purpose
This conceptual paper aims to develop a multi-level mental health management framework for project management practitioners (PMPs) in architecture, engineering and construction (AEC) project organizations through organizational design theories to extend current knowledge on mental health by revealing organizational, project and external environmental factors contributing to mental health management in AEC project organizations.
Design/methodology/approach
A systematic literature review was adopted to propose a theoretical model that integrated five organizational design theories: institutional theory, agency theory, resources-based theory (RBT), contingency theory and complexity theory.
Findings
The model reveals permanent organization, project organization and external environment factors for mental health management in AEC project organizations. It further proposed hypothetical interrelationships between elements of permanent organization, project organization, external environment and mental health management indicators to unravel the resultant effects of the interactions on mental health of PMPs.
Originality/value
This research contributes to the body of knowledge by developing a multi-level mental health management framework that identify and shows how combination permanent organization, project organization and external environment elements impact mental health of PMPs in AEC project organizations. It offers a model that offers guidance to practitioners on permanent organization and project organization management practices that can be implemented to improve mental health.
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André Veenendaal and Marina Kearney
The goal of this study was to empirically determine whether creative capital can be distinguished at the firm level and to determine what role external labour plays in enhancing…
Abstract
Purpose
The goal of this study was to empirically determine whether creative capital can be distinguished at the firm level and to determine what role external labour plays in enhancing firm-level creative capital.
Methodology/approach
This study was conducted using a qualitative design. Interviews were held with eight managers knowledgeable on HR implementation and the use of creativity within their firms.
Findings
Creative capital was identified on the organizational level. The use made and roles given to external labour, in the form of contract and project-based employees as well as consultants and specialists for core activities, are important aspects in enhancing firm-level creative capital. We also found support for the claim that the use of labour market intermediaries in involving external labour differs between organizations with low and high levels of creative capital. Further, the findings indicate that more use is made of external labour in highly creative capital organizations when they are operating in dynamic environments.
Research limitations/implications
Given out sample limitations, future research should develop a study design that allows our findings to be generalized to a larger population, including a focus on specific distinguishing departments within organizations.
Practical implications
Organizations can enhance their innovation performance through using firm-level creative capital, using external labour to acquire and retain the KSAOs needed.
Originality/value
The study is highly original and adds value to existing theory as it is the first to explore the relationship between external labour and firm-level creative capital.
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The understanding of competency development has changed to learning toward a higher degree of self-organization of the learning process. This shift leads to increased requirements…
Abstract
The understanding of competency development has changed to learning toward a higher degree of self-organization of the learning process. This shift leads to increased requirements on the communication processes of employees and superiors. It is postulated that the coordination between self-organization and external organization is deficient, so competency development activities often do not lead to the desired outcomes. An empirical study was undertaken in which a total of 106 companies were involved. The study investigated various expectations surrounding self-organization and external organization in large companies as opposed to SME, together with the conditions under which self-organization and external organization occur in these companies. The empirical study comes to the conclusion that large enterprises emphasize the central role of HR development for the innovation capacity of an organization more than SME. There are also different ways of combination of self- and external organization of competency development depending on the enterprise size. In contrast to the given assumption, it could not be identified that managers as HR developers can improve the success of competency development.
This chapter examines organisational change processes that occur when accountability demands from powerful external stakeholders change. It investigates, firstly, whether these…
Abstract
This chapter examines organisational change processes that occur when accountability demands from powerful external stakeholders change. It investigates, firstly, whether these external accountability demands impact on the performance management systems of two different types of organisations. Secondly, it considers whether the goals for improved performance contained within the external accountability demands are realised. The chapter derives its primary insights from analysing in-depth interviews with managers working in a private sector company and in public sector organisations. The analyses reveal complex organisational responses. In the public sector case study, the organisations tended to reorient their performance management systems towards the external accountability demands; whilst in the private sector organisation, pressures from falling share prices forced managers to focus their decision making on the preferred performance measures contained in shareholders’ accountability demands. However, whilst there is some evidence of performance management system changes, the desires for improved performance subsumed by the external accountability demands are not necessarily realised through the performance management system changes.
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The purpose of this paper is to focus on the identification of different types of crises, their impact on project-based organizations' (PBOs) performance and exploring PBOs'…
Abstract
Purpose
The purpose of this paper is to focus on the identification of different types of crises, their impact on project-based organizations' (PBOs) performance and exploring PBOs' capabilities to influence the effects of those crises.
Design/methodology/approach
This study presents results from a large-scale survey (n = 283) comprising PBOs in the information technology, telecom and construction industries. The data analysis relies on structural equation modeling.
Findings
The study indicates that internal (as well as external) crises are negatively (as well as positively) associated with performance, which demonstrates the different effects that different kinds of crises have on performance. Furthermore, project-based organizational capabilities moderate the crisis–performance relation. In particular, the study demonstrates the contrasting effects that capabilities have on the management of crises indicating that some capabilities might worsen the effects of crises.
Originality/value
This paper contributes to dynamic capability and project management literature by identifying different types of crises that could impact short-and long-term performance and explore a set of capabilities required by PBOs to manage crises.
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Peter Anzollitto and Danielle Cooper
Although research regarding socialization processes recognizes the importance of organizational identification for newcomer adjustment outcomes, it has less frequently considered…
Abstract
Purpose
Although research regarding socialization processes recognizes the importance of organizational identification for newcomer adjustment outcomes, it has less frequently considered the impact of newcomer identification with targets external to the organization. This study aims to investigate whether relational identification with identities external to the organization can be beneficial for socialization outcomes, a relationship the authors describe through the conservation of resources theory. At a time when newcomers are expending resources and may not have a support system inside the organization, important identities may foster success through building a resource base of support available to the newcomer.
Design/methodology/approach
Two studies were conducted with newcomers, both groups responded to multi-wave surveys. The authors conducted an initial study with undergraduate students (n = 45) in their first semester of college and a second study with working individuals employed full time in their first year in a new organization (n = 148).
Findings
Relational identification with identities external to the organization is positively related to job engagement through the dual mediation of social support and psychological well-being. The results indicate that these external resources encourage well-being and free newcomers to invest in becoming physically, emotionally and cognitively engaged with their new jobs.
Practical implications
The results suggest that organizations may wish to take care in helping newcomers maintain strong relational identities outside the organization while becoming connected with their new organization.
Originality/value
The findings suggest that external relational identities are a neglected and important element influencing the socialization process.
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Mohsin Malik, Salam Abdallah, Stuart Orr and Uzma Chaudhary
This paper responds to calls from the literature for research identifying the difference between the effect of internal agents and external agents, such as customers, suppliers…
Abstract
Purpose
This paper responds to calls from the literature for research identifying the difference between the effect of internal agents and external agents, such as customers, suppliers and government on sustainable supply chain management (SSCM). The paper also determines whether there is a dynamic or interactive relationship between the two types of agents.
Design/methodology/approach
Activity theory was used as the theoretical framework for understanding how internal and external agents affected both SSCM motivation and facilitation and possible interactions between the two. A cluster analysis identified how internal and external agents affected SSCM initiatives, interactions, the conditions under which this occurs and the mechanisms of this effect.
Findings
Internal and external agents differ in the type, sequence and diversity of their effect on SSCM. While external agents had both an SSCM motivating and facilitation effect, internal agents only had a facilitating effect. Customers were only a significant SSCM motivation in 35% of the cases. Government regulations had a dynamic effect, changing from motivation to facilitation as the SSCM initiative developed. External agent SSCM motivation and facilitation were more internalized in organizations which were more internationally oriented.
Practical implications
Local institutional frameworks motivate and facilitate SSCM initiatives, while head office initiatives and international best practice agencies encourage an integrated combination of external agent motivation and facilitation and internal facilitation.
Originality/value
The findings extend the SSCM literature by identifying the processes of agent SSCM motivation and facilitation, the dynamic nature of agent SSCM effects and the mechanism through which externally motivated and facilitated SSCM becomes internalized.
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Fouad Zablith, Samer Faraj and Bijan Azad
Knowledge capturing and sharing within an organization have been extensively studied in the literature. In this stream of work, an influential focus is on the process of encoding…
Abstract
Purpose
Knowledge capturing and sharing within an organization have been extensively studied in the literature. In this stream of work, an influential focus is on the process of encoding and managing knowledge to enable effective reuse within the organization. With the advancement of internet and web technologies, there is an increased interest in the study of knowledge flows in online communities. The authors highlight in this paper the fact that the boundaries between internal and external organizational knowledge are disappearing, mainly due to the extensive use of online-based platforms to support organizational operations. The authors believe that this will affect the activities of knowledge management in today’s businesses. The purpose of this paper is to provide guidelines for organizations on how to bridge their internal and external knowledge using an integrated semantic approach.
Design/methodology/approach
In this paper the authors review two classes of approaches, those that target internal organizational knowledge, and those that target online knowledge flow processes. Then the authors identify the challenges involved in today’s knowledge environments. To address those challenges, the authors propose a framework to bridge and integrate internal and external organizational knowledge. The authors map the activities handled in the framework to the existing knowledge management activities identified from the literature, and highlight how emerging technologies are used to support such activities along the knowledge management process. The authors apply the approach in the context of an organization’s process that heavily depends on the appropriate alignment of internal and external knowledge. The authors focus on the use of emerging technologies that support collaboration and the generation of explicit and reusable semantics.
Findings
Interaction points within organizations can be used to define the scope of knowledge exchanged. Following a methodology around the proposed framework, it is feasible to create conceptual connections around internal and external knowledge through explicit semantics. Such connections that are created to support online communities’ knowledge exchange can be applied to internal organizational knowledge, and used as a bridge to external knowledge sources.
Originality/value
The paper provides a roadmap for organizations on how to manage organizational knowledge processes in a coherent and collaborative semantic platform, with a view to what is available outside the boundaries of an organization.
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Certified and non-certified organisations must make strategic decisions regarding ISO 9001 adoption, maintenance, renewal and abandonment. However, the ISO 9001 literature lacks a…
Abstract
Purpose
Certified and non-certified organisations must make strategic decisions regarding ISO 9001 adoption, maintenance, renewal and abandonment. However, the ISO 9001 literature lacks a typology of the strategic options available to these organisations. The purpose of this conceptual study is to develop a framework of the alternative strategies for the stages of the ISO 9001 life cycle (implementation/certification, certification maintenance and recertification/decertification stages).
Design/methodology/approach
The research method is based on literature review, selection of relevant variables and synthesis of coherent alternative strategies.
Findings
Results include the main variables of relevance for the definition of the ISO 9001 strategies (e.g. life cycle stage, organisational motivations, barriers, benefits, internalisation degree and quality of the certification body), the main situations in which organisations can find themselves (in terms of ISO 9001 certification, maintenance and decertification), the strategic options for each situation (e.g.: certify, maintain certification, try harder, change certification body, intensify learning and experimentation with ISO 9001) and the implications and consequences of such options. Research results are integrated into a strategy framework, composed of three strategy matrices, one for each stage of the life cycle. The matrices present the strategic situations, available strategic alternatives and benefits of the strategies.
Originality/value
This study combines the results of previous research to develop an original strategy framework, which constitutes the main research contribution. As far as the author is aware, there is no such strategy framework in the literature. The framework has relevant implications for theory and practice and helps to identify future research directions.
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