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11 – 20 of over 74000Xueli Wang, Lin Ma and Yanli Wang
The purpose of this paper is to discuss the influence of different aspects of top management team (TMT) functional background on short-term performance, long-term performance…
Abstract
Purpose
The purpose of this paper is to discuss the influence of different aspects of top management team (TMT) functional background on short-term performance, long-term performance, innovation performance and oversea performance separately. This research aims to verify whether the social categorization theory and information and decision-making theory are applicable in listed companies of China’s information technology (IT) industry so as to provide key theoretical references for TMT enhancement ad corporate performance improvement.
Design/methodology/approach
This paper takes A-share listed companies in Shanghai Stock Exchange and Shenzhen Stock Exchange as its study subjects, and it chooses the data from 2004 to 2010 in all of the 105 companies in IT industry in terms of the classification of Wind Database. The stepwise multiple regressions were run utilizing the regression program in Statistical Product and Service Solutions (SPSS).
Findings
The research results show that the social categorization theory can better explain TMT’s influence on corporate performance. TMT functional heterogeneity does not contribute to improving corporate performance and shows significant negative influence on short-term performance and innovation performance in particular. Among the three basic functional backgrounds, TMTs dominated by “throughput” backgrounds show significant positive influence on short-term performance, long-term performance, innovation performance and overseas performance, and the influence turns out to be the largest among these three backgrounds. In terms of the three special professional experiences, top executives with overseas backgrounds have significant positive influence on all of short-term, long-term, innovation and overseas performances. Externally hired executives, however, would impede corporate innovation development, while those with government background would increase corporate overseas performance.
Originality/value
This paper analyzes the relationship between TMT functional background and corporate performance in a comprehensive way for the first time and then takes the lead in considering the dynamics and complexity of corporate performance as well as discussing the influence of TMT functional background on four corporate performances. This study not only supports the effect that the social categorization theory has on TMTs but also offers some inspirations on the development of China’s IT companies.
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The purpose of this paper is to explore the area of process ownership and management in cross‐functional make‐or‐buy decision processes.
Abstract
Purpose
The purpose of this paper is to explore the area of process ownership and management in cross‐functional make‐or‐buy decision processes.
Design/methodology/approach
Multiple case studies are used including both a longitudinal in‐depth case study and two retrospective case studies. The data were analyzed using cross‐case comparison as well as analysis through existing literature in the field of make‐or‐buy decision processes, after which propositions for further research were developed.
Findings
The propositions found concern in the fact that the function being responsible for the industrial network also should own the decision process. Letting research and development become a more powerful decision maker and distinguish between different types of make‐or‐buy decisions are also important aspects to consider.
Research limitations/implications
The findings are a first attempt in creating a foundation for future research in the area of process ownership and management of make‐or‐buy decisions. A future need to further develop these propositions is essential.
Practical implications
The function mostly affected by the outcome of the decision should be in charge of the process, and should also be process manager. The process owner should create awareness of different types of make‐or‐buy decisions.
Originality/value
Recently, make‐or‐buy decision processes are considered strategic decision processes, but neither in research nor industry is it clear who should own and manage these decision processes. The paper stretches this fact and brings forth possible owners.
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Ali Ahmed Sebaa, James Wallace and Nelarine Cornelius
This paper aims to investigate strategy at the functional level, in Dubai local government. Using Miles and Snow's strategy typology, it seeks to concentrate on the relationship…
Abstract
Purpose
This paper aims to investigate strategy at the functional level, in Dubai local government. Using Miles and Snow's strategy typology, it seeks to concentrate on the relationship between the alignment of managerial characteristics with strategy type and performance.
Design/methodology/approach
Senior executive managers were interviewed and a questionnaire developed, based on the extant literature and issues arising from the interviews. This was distributed to functional managers within Dubai local government, and sought information regarding their personal characteristics, perceptions of requirements for implementing strategic initiatives and actual implementation approaches used. All alignments with the strategy adopted, the strategy required, and managerial characteristics and independent assessments of performance were then analysed statistically to assess the extent of alignment and congruency with performance.
Findings
Prospector managers have, on average, higher educational status than that of defender managers, with alignment of several demographic characteristics with strategic orientation leading to enhanced performance. Whilst alignments of educational attainment and organisation and job tenure with strategy are desirable, age has no effect.
Practical implications
By understanding the alignment relationships, more appropriate allocation of personnel will lead to increased strategic performance.
Originality/value
Previous studies have looked at the alignment of managerial characteristics with strategic type and aspects of performance. In all cases, the focus has been on corporate strategy, and predominantly in private‐sector organisations. The study combines these objectives and investigates the alignment between characteristics, strategy and perceived performance. It focuses on management at the functional level in a local government setting and demonstrates that classical upper‐echelon theory is also relevant at the functional level of management.
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J. Rodney Turner, Ralf Müller and Vic Dulewicz
The purpose of this paper is to examine the differences between leadership competences of project managers and those of functional managers.
Abstract
Purpose
The purpose of this paper is to examine the differences between leadership competences of project managers and those of functional managers.
Design/methodology/approach
Leadership styles of 414 project managers were assessed using a validated research instrument, the leadership development questionnaire. The results were compared with the leadership profiles of over 1,000 functional managers, assessed with the same instrument. Quantitative analysis techniques were used to identify significant differences in the leadership styles of project managers when compared to functional managers. Correlations between leadership competences and leadership performance and follower commitment of project managers were compared with those of functional managers.
Findings
The paper finds that project managers score higher than functional managers on conscientiousness, sensitivity, and critical analysis, but they score lower on communication and development competencies. The correlation between the fit of project managers to their organizational context and their leadership performance and follower commitment was calculated.
Research limitations/implications
Comparisons show differences in leadership competences for functional and project managers. Managers in general management roles should be trained to a lesser extent in managerial and intellectual competences than those in project management roles. However, solid training in emotional competences is needed for success in both managerial roles.
Originality/value
The differences in leadership competences of project managers and line managers from industry and government are identified.
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Seyedehfatemeh Golrizgashti, Qingyun Zhu and Joseph Sarkis
Market uncertainties require organizations to consistently revisit their product portfolio. Theoretically the link between corporate strategy, supply chain and operations for…
Abstract
Purpose
Market uncertainties require organizations to consistently revisit their product portfolio. Theoretically the link between corporate strategy, supply chain and operations for Product Deletion (PD) decisions is lacking. The purpose of this study is to develop a decision support tool that enables managers to evaluate PD decisions across business, supply chain strategies and customer considerations; rationalizing product portfolio variety while realizing long-term organizational competitiveness.
Design/methodology/approach
This study applies Quality Function Deployment (QFD) to formalize PD decision-making across multiple functional strategy perspectives. Manufacturing, supply chain, finance and marketing functions are included along with incorporating multiple stakeholder voices from multiple organizational levels—including top-management team members, cross-functional managers and customers. A case study application is conducted using an Original Equipment Manufacturer (OEM) perspective.
Findings
The interrelationships between business, supply chain strategies and customer requirements are identified, along with tensions and tradeoffs using a series of “houses” or relationship matrices. The methodology provides managers with a decision support tool that can be flexible and applicable to aid sound PD decision-making incorporating multiple stakeholders.
Originality/value
Product decisions at the decline stage—for example product retirement or deletion—are neglected both in research and in practice. Having a formalized systematic process can make PD outcomes more objective. The proposed QFD approach is one of the early PD decision support tools—products can be deleted for strategic, operational and customer-related reasons, and the hierarchical interrelationships among various reasons need to be carefully managed to ensure sound product portfolio rationalization.
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Todd A. Boyle, Vinod Kumar and Uma Kumar
This article is the first in a two‐part discussion of the determinants and performance consequences of concurrent engineering (CE) team usage in organizations. The purpose of this…
Abstract
Purpose
This article is the first in a two‐part discussion of the determinants and performance consequences of concurrent engineering (CE) team usage in organizations. The purpose of this first article is to develop a model of the organizational factors that influence the extent that CE teams are used when developing new products.
Design/methodology/approach
To test the model, 2,500 questionnaires were mailed to new product development (NPD) managers from the machinery, computer product, electrical equipment, and transportation equipment manufacturing industries, of which 189 usable questionnaires were returned, for a usable response rate of 7.5 percent. The data were analyzed using structural equation modeling with partial least squares.
Findings
Results indicate that an innovative organizational climate and complex NPD activities both influence the extent that organizations support functional integration on NPD teams, and this support, in turn, influences the extent that organizations use CE teams. Analyzing the qualitative data using content analysis indicates additional factors influencing CE team usage.
Research limitations/implications
To researchers, this study examines in detail the extent of CE team usage, thus addressing a major gap in the research literature. This study also addresses the concerns of researchers by examining organizational contextual factors.
Practical implications
To NPD managers, this study highlights organizational precursor conditions needed in order for CE teams to be supported in the organizations, specifically complex NPD activities and an innovative organizational climate. By examining these two variables, NPD managers can gauge the likelihood that CE teams will be supported even before they are actually implemented.
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John Gattorna, Abby Day and John Hargreaves
Key components of the logistics mix are described in an effort tocreate an understanding of the total logistics concept. Chapters includean introduction to logistics; the…
Abstract
Key components of the logistics mix are described in an effort to create an understanding of the total logistics concept. Chapters include an introduction to logistics; the strategic role of logistics, customer service levels, channel relationships, facilities location, transport, inventory management, materials handling, interface with production, purchasing and materials management, estimating demand, order processing, systems performance, leadership and team building, business resource management.
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Aviva Bashan and Deganit Armon
The purpose of this paper is to highlight the challenges facing the quality management system (QMS) of parent and subsidiary companies within the dynamics of multinational…
Abstract
Purpose
The purpose of this paper is to highlight the challenges facing the quality management system (QMS) of parent and subsidiary companies within the dynamics of multinational mergers, acquisitions and strategic partnerships, and to present guidelines for developing a global quality strategy.
Design/methodology/approach
The quality systems of 18 multinational companies at different stages of mergers and acquisitions (M&A) processes and different global expansion levels were studied in depth using observations, content analyses and interviews with CEOs and operational and quality managers in parent or subsidiary companies.
Findings
As part of the M&A process, not enough consideration is given to the functional aspects and challenges facing the QMS of subsidiaries, and to the integration of the subsidiary QMS into the corporate QMS. The findings highlight the strategic role of the parent company in creating a corporate QMS and developing a corresponding global quality strategy.
Practical implications
The classification of the challenges facing the parent and subsidiary QMS forms a diagnostic tool that supports a functional preparedness for integrating quality systems, while addressing their local needs, integrating them into the global activity of the system, and utilizing the growing integrative array of resources and capabilities to achieve global value.
Originality/value
While M&A is perceived as a strategic topic, it has direct impact on the QMS. This study outlines a necessary conjoining of quality management and strategy, which is the key to global quality management.
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Jingchen Ma and Xu Huang
The purpose of this study is to examine how the experience of the top management team (TMT), such as industrial experience and functional experience heterogeneity, affect…
Abstract
Purpose
The purpose of this study is to examine how the experience of the top management team (TMT), such as industrial experience and functional experience heterogeneity, affect corporate social performance (CSP) and whether TMT faultlines act as a moderator.
Design/methodology/approach
To examine the effect of TMT experience on CSP, this study uses upper echelons theory as theoretical background, and data are selected from 212 Chinese high-polluting companies with A-shares from 2012 to 2016. The dependent variable is lagged by one year from 2013 to 2017.
Findings
Industrial experience both positively influenced CSR and negatively influenced corporate social irresponsibility. Functional experience heterogeneity had an inverted U-shaped effect on responsible behaviors and a U-shaped effect on irresponsible behaviors. Meanwhile, TMT faultlines played a moderating roles in the relationship between TMT experience and CSP, in which faultlines reinforces the non-linear relationship between functional experience heterogeneity and CSP.
Research limitations/implications
The existence of impact paths between TMT experience and corporate social performances must still be examined. Other moderators need to be verified.
Practical implications
The important ways to promote more corporate responsible behavior and reduce irresponsible corporate behavior is to choose the right team members. During team formation, it is important to have experience in related industries and select team members with different functional experiences. Companies can consider hiring executives who tend to work together and have relevant experience, which can reduce the time cost of unnecessary conflicts.
Originality/value
This study combined the upper echelons theory with some attention perspectives to study the impacts of TMT experience on CSP.
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The third-party logistics (3PL) provider has faced significant change since containerisation with the broadening scope of supply chains and technological developments. With these…
Abstract
Purpose
The third-party logistics (3PL) provider has faced significant change since containerisation with the broadening scope of supply chains and technological developments. With these changes, the required supply chain skills discussions have covered mostly graduate skills or employees' skills with a limited discussion to what extent and whether senior management skills were changing. Hence, 3PL senior management skill requirements will be compiled based on existing studies and assessed to check whether these are still relevant and if so to what extent for today's 3PL senior managers.
Design/methodology/approach
A questionnaire has been devised based on 3PL senior management skills identified in the academic literature and sent out to senior managers via professional social networks of 3PL. Based on the previous literature, the senior managers selected had to fulfil the selection criteria of a minimum five years' managerial experience in a 3PL, and a minimum of ten years' experience in general, which limited the sample size to twenty-seven senior managers in the 3PL sector.
Findings
The findings indicated that 3PL senior managers’ skills highlighted an increasing dependence on and importance of relational and behavioural skills, particularly when compared with the more traditional functional and managerial skills. The study indicated that the 3PL senior managers highlighted an increasing dependence and importance upon relational and behavioural skills, particularly when compared with the more traditional functional skills.
Research limitations/implications
The study has explored the senior management skills in 3PL in the UK, albeit the respondents possessing diverse backgrounds. Therefore, it would be beneficial to test whether these findings are exemplary across the wider 3PL sector, not only in the UK but also across Europe to see how corporate agenda for executive supply chain skills could be devised.
Practical implications
Corporate supply chain training and development staff can develop specific programs based on the 3PL senior management skill sets especially on relational and behavioural skills, which are needed for future managers as well as up-skill senior managers' skills which are deemed to be most important in the current 3PL market.
Originality/value
This paper contributes to the supply chain skills discussion and reports subject relevant challenges for today’s senior management in the 3PL industry. The findings have generated preliminary discussions on whether senior management skills are changing with the broadening scope of supply chains.
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