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Organisational Roadmap Towards Teal Organisations
Type: Book
ISBN: 978-1-78756-311-7

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Article
Publication date: 17 February 2012

Andreas Schroeder, David Pauleen and Sid Huff

To establish and sustain their KM programs organisations need to establish mechanisms to ensure their governance. KM programs require business integration, senior

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Abstract

Purpose

To establish and sustain their KM programs organisations need to establish mechanisms to ensure their governance. KM programs require business integration, senior management involvement and decision making authority. The present research aims to investigate the KM governance mechanisms organisations use to guide and control their KM programs. The research seeks to contribute to a better understanding of the governance of KM and to support organisations in the development of their KM programs.

Design/methodology/approach

The study employs multiple case research methodology to analyse the KM governance arrangements of 12 international organisations and identify patterns in their governance configurations.

Findings

The analysis identifies a range of structural, process and relational mechanisms that are critical for governing an organisational KM program. Different patterns among the KM governance mechanisms are identified which lead to the development of generic KM governance typologies.

Research limitations/implications

The development of the KM governance framework allows future research to systematically investigate the KM governance phenomenon. As the present study is based on a configurational analysis, future research should particularly target the performance implications of different KM governance configurations.

Practical implications

The research provides insights into the diversity of KM governance mechanisms and their impact on a KM program. The KM governance framework can assist managers in reviewing their present and prospective KM programs and thereby support benchmarking or re‐organisation efforts.

Originality/value

Building on prior research that has focused on individual KM governance aspects, the present study adopts a comprehensive perspective integrating structural, process and relational governance mechanisms.

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Journal of Knowledge Management, vol. 16 no. 1
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 3 June 2021

Tatiane Pellin Cislaghi, Douglas Wegner and Luciana Marques Vieira

The purpose of this paper is to analyse how the use of governance mechanisms in buyer-supplier relationships in the supply chain (SC) are related to the maturity of…

Abstract

Purpose

The purpose of this paper is to analyse how the use of governance mechanisms in buyer-supplier relationships in the supply chain (SC) are related to the maturity of relationships and the generation of relational rents.

Design/methodology/approach

Several studies have analysed interorganisational governance in SCs. However, to the best of the knowledge, no study has focussed on the use of different types of governance mechanisms through maturity stages in buyer-supplier relationships and as a consequence, its relational rents. The aim of this paper is to analyse how the use of governance mechanisms in buyer-supplier relationships in the SC are related to the maturity of relationships and the generation of relational rents. To achieve this goal, this paper carried out multiple case studies.

Findings

The results show that changes in the use of formal and informal governance mechanisms contribute to the generation of relational rents and relationship continuity. This paper identified that a reduction in power asymmetry by the buyer may allow for the greater use of informal governance mechanisms and greater relational rents. Moreover, the paper highlights that a relationship might advance or regress throughout the maturity stages, according to the commitment of the buyer to maintain the relationship with the supplier.

Research limitations/implications

The study has the limitation of having chosen polar case studies in the organic sector in Brazil to illustrate the theoretical discussion and propose a model to be tested via further research. This study considered institutional factors in the analysis that might not affect dyadic relationships in other sectors and countries.

Practical implications

As a managerial contribution, the results indicate that when the buyer uses both kinds of mechanisms complementarily and encourages the utilisation of informal mechanisms, relationships become more resilient to adverse events.

Social implications

The study also contributes towards valuing the role of organic farmers and encourages the government and business community to reflect on the challenges and opportunities in the sector.

Originality/value

Based on four propositions created by evaluating both the empirical data and previous literature, this paper proposes a buyer-supplier relationship maturity model rather than an overall SC maturity model. This paper also elaborated on the arguments of Dyer et al. (2018), proposing a causal explanation of how a relationship might advance or regress throughout the maturity stages, according to the commitment of the buyer to maintain the relationship with the supplier using governance mechanisms. This change in maturity stages, in turn, affects relational rents for the dyad.

Details

Supply Chain Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 15 September 2020

Dayashankar Maurya and Amit Kumar Srivastava

Controlling partner opportunism in public-private partnership (PPP) requires effective adaptation of governance mechanisms over life-cycle. This paper proposes a process…

Abstract

Purpose

Controlling partner opportunism in public-private partnership (PPP) requires effective adaptation of governance mechanisms over life-cycle. This paper proposes a process framework of effective governance adaptation for controlling partner opportunism in case of PPP.

Design/methodology/approach

Using in-depth interview data and extensive secondary data, a comparative case analysis of governance adaptation for controlling partner opportunism in two provinces in the “National Health Insurance Program” in India was conducted. The study uses contextual analysis and critical incident technique to identify the opportunistic behaviors and use processing tracing to map the adaptation of governance mechanisms for effective control of partner opportunism.

Findings

The paper makes several propositions and proposes a three-stage framework for effective governance adaptation for controlling partner opportunism. The study proposes that governance adaptation begins with the iterative process of discovering governance needs, followed by the dynamic interaction between governance mechanisms shaping the adaptation process. The process ends with two-dimensional alignment–alignment of partner's goal and alignment of governance mix with governance needs resulting in effective governance.

Research limitations/implications

The paper contributes to the existing debates on governance mix and its effectiveness in PPP by proposing two-dimensional alignment for optimal governance adaptation leading to effective PPP governance.

Originality/value

Existing research presents contradictory findings about the effectiveness of governance mechanisms to control partner opportunism. The proposed process-view of governance adaptations tries to address this conundrum to some extent.

Details

International Journal of Public Sector Management, vol. 33 no. 6/7
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 23 September 2019

Dayashankar Maurya and Amit Kumar Srivastava

The purpose of this paper is to explain the variation in the relationship between governance mechanisms and the effect of the relationship on contract performance…

Abstract

Purpose

The purpose of this paper is to explain the variation in the relationship between governance mechanisms and the effect of the relationship on contract performance, especially in controlling partner opportunism.

Design/methodology/approach

This study conducts a comparative case analysis of contract governance of “National Health Insurance Program” in India. The data are collected using field research through in-depth interviews and direct observation across three states in India.

Findings

The authors find that the governance mechanisms continue to complement and substitute, both in a dynamic manner, but until aligned with the nature of transaction, they are ineffective to mitigate opportunism, a critical dimension of contract performance. Inappropriate governance mechanisms inflate the gaps in incomplete contracts, resulting in partner opportunism.

Research limitations/implications

The study draws findings from healthcare context and service-based contracting; therefore, the applicability of this study may vary in other contexts.

Practical implications

The paper highlights the need for building flexibility in the governance structure while designing contracts. Further, managers need to combine both governance mechanisms dynamically to align with the nature of the transaction to control partner opportunism.

Originality/value

The authors contribute to the existing debate on the conundrum of the relationship between governance mechanisms and provide a new explanation. The authors propose that it is not the specific governance mechanisms but the alignment of the governance mix with the nature of the transaction that determines the contract performance, especially control of partner opportunism.

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International Journal of Productivity and Performance Management, vol. 69 no. 1
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 26 July 2019

Raymond Young, Wenxin Chen, Ali Quazi, Warren Parry, Adrian Wong and Simon K. Poon

Project governance has been linked to project success because top management support is necessary for projects to succeed. However, top managers are time poor and it is…

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Abstract

Purpose

Project governance has been linked to project success because top management support is necessary for projects to succeed. However, top managers are time poor and it is not clear which project governance mechanisms are effective for project success. The purpose of this paper is to address this issue and identify project governance mechanisms that correlate with success.

Design/methodology/approach

This is a quantitative study. A theoretical model of project governance was developed and tested with secondary industry data gathered from 51 global organisations and 66,817 responses.

Findings

The results found five project governance mechanisms (Vision, Change, Sponsor, KPI and Monitor) significantly correlate with project success and are effective at different stages in the project lifecycle.

Originality/value

Earlier research has found a relationship between project governance and project success but it has not been specific enough to guide top managers in practice. This is the first research to take this next step and identify project governance mechanisms that correlate with project success. One finding of this research that has particular value is the identification of when in the project lifecycle a particular governance mechanism is most effective.

Details

International Journal of Managing Projects in Business, vol. 13 no. 7
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 29 July 2014

Yong Long, Peng Li and Bo You

The purpose of this paper is to identify the relationship between knowledge transfer characteristics in alliance and alliance governance mechanisms, the influence of…

Abstract

Purpose

The purpose of this paper is to identify the relationship between knowledge transfer characteristics in alliance and alliance governance mechanisms, the influence of alliance governance mechanisms on knowledge transfer consequences and investigate the role of environmental uncertainty in knowledge transfer of alliance.

Design/methodology/approach

Survey data were collected mainly in high-tech industries of China, the firms in which often establish alliance for the purpose of learning and knowledge transfer often takes place in that alliance. Finally, 293 usable samples were included in subsequent analysis. Multiple regression analysis was used to examine the hypotheses.

Findings

The extent of relational (/formal) governance mechanism used in alliance has a stronger positive relationship with the extent of tacit (/explicit) knowledge transfer in alliance than with the extent of explicit (/tacit) knowledge transfer in alliance between them; environmental uncertainty impairs relational governance mechanisms and enhances formal governance mechanisms used in alliance; both relational and formal governance mechanisms could facilitate knowledge transfer in alliance; environmental uncertainty hinders knowledge transfer and negatively moderates the relationship between alliance governance mechanisms and knowledge transfer.

Originality/value

This paper finds the relationship between knowledge transfer in alliance and alliance governance mechanisms, and the role of environmental uncertainty, providing managers with direct implications about how to manage alliance with different knowledge transfer characteristics for the purpose of facilitating knowledge transfer in alliance; provides managers more details about the dark side of the environmental uncertainty in knowledge transfer, also reminds public policy-makers paying enough attention for the improvement of institutional environment to deal with uncertainty.

Details

Chinese Management Studies, vol. 8 no. 3
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 1 June 2012

Hongli Wang and Yunbo Lu

The purpose of this paper is to investigate the new concept of trust governance and how to design trust‐related governance mechanisms.

Abstract

Purpose

The purpose of this paper is to investigate the new concept of trust governance and how to design trust‐related governance mechanisms.

Design/methodology/approach

The paper defines trust governance based on the nature of governance, and proposes the micro design approach from the perspective of active interpersonal strategy. Based on a literature review, trust governance emerges as a new organizing principle which needs to be taken into account when considering the fast development of knowledge. Active interpersonal strategy is highlighted as a way to build trust and several governance mechanisms are proposed.

Findings

This paper concludes that trust governance is an important and new research field, and is also a necessary route of organizational promotion from human control to self‐control. Interpersonal threat control strategy could understand and drop a hint about others'cognitive risk. Active trust could excite trust by virtue of active express friendship. Such active interpersonal strategies enable the manager to explore the situational confidence from the micro individual level, and facilitate the micro‐mechanism design.

Originality/value

The paper shows that trust governance could initiate the innovation performance of individuals, and promote interpersonal trust development and evolution.

Details

Nankai Business Review International, vol. 3 no. 2
Type: Research Article
ISSN: 2040-8749

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Article
Publication date: 5 October 2018

Atreya Chakraborty, Lucia Gao and Shahbaz Sheikh

The purpose of this paper is to investigate if there is a differential effect of corporate governance mechanisms on firm risk in Canadian companies cross-listed on US…

Abstract

Purpose

The purpose of this paper is to investigate if there is a differential effect of corporate governance mechanisms on firm risk in Canadian companies cross-listed on US markets and Canadian companies not cross-listed (Canadian only companies).

Design/methodology/approach

Using a sample comprised of all Canadian companies included in the S&P/TSX Composite Index for the period 2009–2014, this study applies OLS and fixed effect regressions to investigate the effect of corporate governance mechanisms on firm risk. Interaction variables between governance mechanisms and the cross-listing status are used to examine if this effect is different for cross-listed firms.

Findings

Results indicate that the effect of board characteristics such as size, independence and proportion of female directors remains the same in both cross-listed and not cross-listed firms. CEO duality and insider equity ownership impact firm risk only in cross-listed companies, while institutional shareholdings, environmental, social and governance disclosure and family control affect firm risk in Canadian only firms. Overall, the empirical results indicate that some governance mechanisms impact firm risk only in firms that cross-list, while others are well-suited for Canadian only firms.

Practical implications

This study suggests that some of the differences between Canadian companies that cross-list and the Canadian companies that do not cross-list in US stock markets may change the impact of governance mechanisms on firm risk. Therefore, these findings have important implications for the design of governance mechanisms in Canadian firms. Since some of these differences are common to other economies, the conclusions can be extended to companies in other countries with similar governance structures.

Originality/value

Although previous studies have investigated the effect of governance mechanism on firm risk, this is the first paper that studies the differential effect for companies that cross-list in US markets. Specifically, differences in the ownership structure, firm control and in the regulatory and institutional environment, may explain this differential effect. Unlike most of the previous studies that focus on the effect of individual governance mechanisms, this study uses several mechanisms and their interactions at the same time.

Details

Management Decision, vol. 57 no. 10
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 3 January 2019

Mohamed A. Ayadi, Nesrine Ayadi and Samir Trabelsi

This paper aims to analyze the effects of internal and external governance mechanisms on the performance and risk taking of banks from the Euro zone before and after the…

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Abstract

Purpose

This paper aims to analyze the effects of internal and external governance mechanisms on the performance and risk taking of banks from the Euro zone before and after the 2008 financial crisis.

Design/methodology/approach

To avoid macroeconomic problems and shocks and because of data availability, the authors select some countries of the Euro zone, namely, France, Belgium, Germany and Finland, during the 2004-2009 period. These countries share similar macroeconomic environments (unemployment, inflation and economic growth rates). All the data relating to the banks are manually drawn from the supervising reports submitted to banks and are available on the banks’ websites and/or on that of the AMF website. The banks included in our sample are drawn from the list of European central banks on www.ecb.int

Findings

The empirical results show that banks undertake tradeoffs between different governance mechanisms to alleviate the intensity of the agency conflicts between the shareholders and managers. The findings also confirm that internal mechanisms and capital regulations are complementary and significantly impact bank performance.

Research limitations/implications

This analysis can be extended through studying the interaction between bondholders’ governance and shareholders’ governance and their impact on the 2008 financial crisis.

Practical implications

The changes in banking governance help banks find a useful and necessary way to avoid ill-considered risks that can cause a systemic risk. Therefore, some conditions should be met so that banking governance can contribute to the economic development.

Social implications

Culture and mentality of good banking governance must grow as much as possible through awareness-raising, training, promotion, recognition of performance, enhancing procedure transparency and stability of good banking governance and regulations, strengthening the national capacity to fight against corruption, and preventive mechanisms.

Originality/value

This paper complements previous studies, mainly those of Andres and Vallelado (2008) who examine the impact of the components of the board on banking performance and of Laeven and Levine (2009) who estimate the combined effect of regulatory and ownership structure on the risk-taking of each bank.

Details

Managerial Auditing Journal, vol. 34 no. 3
Type: Research Article
ISSN: 0268-6902

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