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This study highlights the instrumental role of the mission statement as a tool used by managers to shape value congruence to achieve enhanced employee performance levels.

A variance-based structural equation modelling was used to analyse the data obtained from a sample of 123 managers working in private organisations in Malaysia.

The management sensemaking approach is useful in mission statement research. Managers' involvement in clarifying the mission statement to various firm stakeholders, especially employees, is the strongest predictor of value congruency between employees and the firm, leading to improved levels of employee behavioural performance. Managers can influence value congruency through two processes: (1) guiding and shaping employees' values and (2) adapting the mission statement's contents.

Future studies can consider the impact of managerial role modelling on employees' value alignment with the firm in longitudinal studies. Other aspects of alignment offer further research opportunities, for example, HR policy alignment and alignment of marketing and operation strategies with the mission statement.

Managers should move beyond treating the mission statement as a management tool. Instead, it is a firm philosophy that reflects managers' words and deeds and exemplifies their philosophical ideals.

Despite three decades of research into the relationship between the mission statement and performance, the results have been mixed. Therefore, this study adopts a sensemaking approach to research the mission-performance relationship underpinned by the resource-based view (RBV) theory.

The purpose of this paper is to study the alignment measurement in collaborative networks, using the fit concept and predictive performance measurement as its main enablers. A performance prediction approach is used in order to control a collaborative business network based not only in present and past performance measurements of each partner, but also taking into account the future behaviour of the intra‐ and inter‐organisational processes performance.

An exploratory case study was applied to a Brazilian collaborative network and mathematical approaches normally used in control theory were adopted to support alignment measurement.

The use of predictive measurements to manage the alignment between the results of inter‐organisational processes and performance targets set by the collaborative network.

This approach was applied in a specific supply chain network, based on three industrial companies. For other network typologies it will be necessary to evaluate the alignment that can be achieved.

This predictive approach makes it possible to manage performance pro‐actively using feedforward and feedback control. Therefore, tools that consider performance estimation are used based on a data fusion approach, with a proper combination of leading and lagging measurements, which make it possible to use forecasting methods and tools to achieve good predictions.

The paper introduces an approach to alignment measurement leveraged by the new paradigm of performance prediction and presents an alignment metric for collaborative networks.

This paper discusses and integrates the concept of complexity in the performance measurement and management (PMM) theory by providing a comprehensive framework to design and evaluate the overall coherence alignment of an indicators hierarchy in unstable and changing environment.

An original, comprehensive and dynamic framework has been proposed and then applied on a sample case of a large-scale retail trade (LSRT) company, starting from relevant frameworks and criteria in the scientific literature.

This research shows that organizational changes may significantly impact the coherence alignment of an organization's indicators hierarchy. In addition, it finds that even though the alignment at the operational level is obtained, its effectiveness should be evaluated in relation to the organization's strategic orientation. Indeed, without assessing the strategic alignment of an indicators system, an aligned hierarchy at the operational level could lead to ineffective results.

This paper focuses on the topic of measuring the coherence inside an indicators hierarchy, which seems not to be addressed in the literature. Thus, it opens a new research stream, integrating the studies on performance indicators with an essential element that often causes flawed performance measures in organizations.

Organizations could adopt this framework to design effective PMM systems and maintain them in light of the organizational changes.

This study introduces different metrics to evaluate the coherence and alignment of an indicators system, being one of the few research studies to address this topic in the context of complex and changing environments.

Product returns management (PRM) is a core supply chain management process. Though the importance of value creation and appropriation is acknowledged, extant studies on value in product returns tend to be limited to the residual asset value (cost recovery) of the returned products. Further, value discussion in PRM is limited to the value implications for a single party in the returns transaction rather than all the product returns chain entities. The purpose of this paper is to explore value creation and appropriation in a triad of supplier-retailer-3PL in the product returns chain.

The study uses an inductive qualitative approach. Semi-structured interviews with executives in a triad of organisations formed the primary data source for the study.

The paper identifies six value drivers and develops a value creation and appropriation framework. It shows that facilitation, value orientation, process alignment and relational factors are key drivers of value creation and appropriation in PRM.

The findings reinforce the view that value creation and appropriation are the outcomes of multi-party interactions in a product return chain. The framework presented contributes to the literature by showing the linkages amongst key drivers.

The findings show the important role of external process facilitation and how a 3PL contributes to value creation in a triadic relationship.

Research based on a triadic product returns chain is a unique dimension of this study.

The purpose of this paper is to develop a keyword-based organizing framework for enterprise resource planning (ERP) intellectual contributions, and use the proposed framework to derive major areas of emphasis in ERP research.

Using keyword persistence, a time-based measure, and keyword dominance, a frequency-based measure, the authors constructed an empirical framework to classify ERP intellectual contributions.

Four major ERP themes were identified using the proposed framework; namely, emerging/phantom, intermittent, trendy, and core. Further examination of the keywords in each of these themes revealed that whereas the business aspects of ERP systems are discussed in an intermittent manner, its technical aspects are discussed in a trendy fashion.

The main limitation of this research is that it only used keywords from papers published in scholarly journals, and did not include conference proceedings, books, and other outlets. In this paper, the authors developed an objective keyword-based organizing framework. The proposed framework is simple, flexible, and is based on dimensions that are research domain independent, and thus can be used as an organizing framework for any research domain.

The proposed framework may help managers to better focus consulting engagements on ERP implementations through identifying areas that are not well covered by researchers to ensure that such areas they are well covered by consulting services.

The main contribution of this paper is the development of an objective keyword-based framework that can be used as an organizing tool for intellectual contributions. The framework can be used to derive insights in the macro characterizations of the research in a given domain, and is thus valuable to researchers – both academic and practitioner. To the best of the authors’ knowledge, this is the first such keyword-based research organizing framework.

Customer value creation is dependent on a firm’s capacity to fulfil its brand promises and value propositions. The purpose of this paper is to explore frontline employees’ (FLEs’) motivation to align with value propositions.

The paper explores FLEs’ motivation to align with a firm’s value propositions as operationalised brand promises. A longitudinal, three-phase case study was conducted on a business-to-business company in the building and technical trade sector.

This study reveals factors that foster and weaken employees’ motivation to align with a firm’s brand promises and value propositions. The findings show that co-activity and authentic, practice-driven promises and value propositions foster FLEs’ motivation to uphold brand promises and value propositions, whereas an objectifying stance and power struggle weaken their motivation.

The study indicates that a bottom-up approach to strategising is needed and that FLE is to be engaged in traditional managerial domains, such as in developing value propositions. By creating space and agency for FLE in the strategising process, their motivation to align with value propositions is fostered. Four motivational modes are suggested to support bottom-up strategising.

The paper is unique in its focus on FLEs’ motivation. Developing value propositions traditionally falls within the domain of management strategising, while employees are ascribed the role of enactment. Contrary to the established norm, this paper highlights employees’ active role in strategising and developing value propositions.

The aim of this paper is to report on development and use of a survey instrument that captures qualitative, process‐related data from local authority officers in New Zealand, from which is derived a rigorous and parsimonious set of critical performance measures.

An instrument was developed utilising performance exemplars promoted by industry‐respected consulting experts. New Zealand local authorities were surveyed and exploratory factor analysis used to identify what the factors represent conceptually. Profile Similarity Indices (PSIs) describe the alignment between expected and actual consultant performances.

A rigorous set of five critical process‐related dimensions of performance and their associated (18) scales were derived, which demonstrate the desired properties of reliability and validity. Interpretation of the Profile Similarity Indices values is provided.

Subjective data on excellent consulting practice sourced from industry‐respected consultants was used rather than justifying reasons for their choice from a theoretical basis. Generalisability of results to other business and industry sectors remains to be tested.

The derived performance measures may be used by practitioners to objectively assess management consultant performance and local authority performance (in specifying the contract). Where performance discrepancies exist, reasons and remedial actions may be determined via consideration of the individual scale items.

There continues to be a lack of research into the practices employed by local authorities when they retain and manage their management consultants; such purchasers often experience difficulty judging what is being offered and what kinds and levels of performance are relevant and achievable. Underperformance may be due to a lack of objective and well‐developed consulting performance standards. The present study examines these gaps.

ICT projects, especially in the public sector, can have a substantial impact on society but are challenging due to organizational and technological complexities and uncertainties. Collaborative and cooperative project delivery models, namely, the project alliance method, can mitigate such challenges, but, thus far, have not been utilized in information and communication technology (ICT) projects. The purpose of this paper is to explore and understand the cross-field transfer process through which the project alliance model was applied to the ICT field from the construction sector.

An inductive case study of the ICT project alliance early stages was performed. Data were collected from the first known ICT alliance project, conducted in the context of the Finnish public sector digitalization.

The findings show how the activities of institutional entrepreneurs impact the cross-field transfer process during the ICT project alliance’s early stages. Furthermore, the results illustrate the characteristics of an ICT project alliance and compare those with more traditional project alliances.

The topic and results of the study are original and contribute to institutional research by identifying and studying the micro-level processes associated with the cross-field transfer process. The study also builds an initial understanding of a new method of organizing ICT projects and contributes to the project alliance literature. The managerial implications of the findings allow project practitioners to understand the emerging characteristics of an ICT project alliance, and enable managers in the ICT field to adjust and prepare their own organizations and processes for the application of the project alliance model.

The purpose of this paper is to propose a theoretical model that leverages the practical wisdom of the Panch-Kosa framework of yogic philosophy to develop an awareness of spirituality in the organization. It also provides quasi-quantitative empirical evidence to demonstrate its potential application.

A survey was designed and administered in four different organizations. Correlation, ANOVA and χ2 analysis were conducted to explore the applicability of the proposed framework.

The results indicate that values, as reflected in the physical aspects of an organization such as its logo, symbols and organizational elements characterized as “practice of Fair Governance” and “HR Effectiveness”, influence employee-related outcomes. Further, the study found that when there is a perfect “alignment” between an organization's intent to honor values and its corresponding actions, employees perceive the highest levels of holistic engagement.

This study has an implication on how to leverage practical wisdom from Hindu philosophy to enable individuals and organizations to transform to a higher level of consciousness.

The paper has ventured into an uncharted territory of integrating the yogic framework of Panch-Kosa to the organizational elements and has provided preliminary support for its applicability in organizations. Moreover, it operationalizes the notion of alignment between organization's value-centric strategy and actions and its impact on employee-related outcomes.