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Article
Publication date: 12 August 2020

Simon Bourdeau, Benoit Aubert and Celine Bareil

This study aims to investigate innovation intensity by exploring the roles of internally focused and externally focused information technology (IT) use intensity and innovation…

Abstract

Purpose

This study aims to investigate innovation intensity by exploring the roles of internally focused and externally focused information technology (IT) use intensity and innovation culture on innovation intensity and organizational performance.

Design/methodology/approach

A model exploring the effects of internally and externally focused IT use, plus two key dimensions of innovation culture – collaborative and entrepreneurial – on innovation intensity and organizational performance is tested via a structural equation model using partial least squares with data collected from 395 top executives.

Findings

The results indicate that intense use of internally and externally focused IT and the collaborative dimension of culture positively affect innovation intensity, which, in turn, increases operational and financial performance.

Practical implications

Innovation is an important driver of performance, for both internal efficiency and competitiveness. The role of IT in the innovation process is key: it allows information, knowledge and idea sharing. Top managers should make a wide array of IT tools available to increase internal and external information exchanges. They should also develop an organizational context that stimulates innovativeness and promotes collaboration.

Originality/value

IT helps employees acquire and use the knowledge needed to innovate within and outside organizational boundaries. To be innovative, employees need to work in an organization with a strong innovation culture, a primary determinant of innovation intensity. This study is one of the first to examine the effects of an organization’s innovation culture and its use of IT on innovation intensity and organizational performance. In addition, constructs of innovation intensity and internally and externally focused IT use are developed and tested.

Details

Management Research Review, vol. 44 no. 2
Type: Research Article
ISSN: 2040-8269

Keywords

Book part
Publication date: 8 April 2005

Fredrik von Corswant

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization…

Abstract

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.

Details

Managing Product Innovation
Type: Book
ISBN: 978-1-84950-311-2

Book part
Publication date: 20 October 2015

Michael Preece

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in…

Abstract

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.

Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.

The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.

Details

Sustaining Competitive Advantage Via Business Intelligence, Knowledge Management, and System Dynamics
Type: Book
ISBN: 978-1-78560-707-3

Keywords

Article
Publication date: 9 October 2009

Ronald Zallocco, Ellen Bolman Pullins and Michael L. Mallin

The purpose of this paper is to contribute to the understanding of sales performance measurement by developing an organizing framework for classifying sales performance measures…

6493

Abstract

Purpose

The purpose of this paper is to contribute to the understanding of sales performance measurement by developing an organizing framework for classifying sales performance measures based on the various performance criteria used by researchers. Subsequently, the results of both a focus group and in‐depth interviews with sales managers and salespeople will be presented using the classification framework developed. The objective is to determine whether gaps exist between how researchers and practitioners view and classify salesperson performance measures as well as to provide insights to effective sales management practices in areas such as salesperson skill development, goal attainment, resource allocation, and customer relationship management.

Design/methodology/approach

A qualitative study, using in‐depth interviews, explores the relationship between sales managers and salespersons and their respective views on sales performance measurement. The interview questions were developed using information derived from a sales executive focus group. In‐person in‐depth interviews were conducted with eight sales managers and eight salespeople from eight organizations.

Findings

The paper proposes a new method for organizing the types of performance measures that are used, crossing effectiveness‐efficiency with internally‐externally‐focused measures. The findings indicate that a gap appears to remain between the attributes of performance that researchers focus on and what occurs in the world of sales.

Research limitations/implications

The findings suggest that sales control theories can be used to present an organizing framework of sales performance based on sales outputs, salesperson skill/capability development, sales activities, and market indicators. Our typology might serve as a way to better understand certain research areas where there have been inconsistent findings, and should lead to new measure development for empirical research. In addition, a number of manager and salesperson recommendations for the practicing sales manager are reviewed.

Originality/value

This paper helps to clarify an area that is characterized by ambiguity and an identified need to identify new performance metrics.

Details

Journal of Business & Industrial Marketing, vol. 24 no. 8
Type: Research Article
ISSN: 0885-8624

Keywords

Open Access
Article
Publication date: 5 December 2023

Simon Lundh, Karin Seger, Magnus Frostenson and Sven Helin

The purpose of this study is to identify the norms that underlie and condition the decisions made by preparers of financial reports.

Abstract

Purpose

The purpose of this study is to identify the norms that underlie and condition the decisions made by preparers of financial reports.

Design/methodology/approach

This interview-based study illustrates how financial report preparers engage in behaviors linked to the perception of recognition and measurement of internally generated intangible assets by important stakeholders. All of the companies included in the study adhere to International Financial Reporting Standards when creating their consolidated financial statements. The participants selected for the study are involved in accounting decisions related to research and development in accordance with International Accounting Standard (IAS) 38.

Findings

The authors identify the normative assumptions underlying the recognition and measurement of internally generated intangibles, which are based on concerns of consistency, credibility and reasonableness. The authors find that the normative basis for legitimacy in financial accounting is primarily related to cognitive legitimacy and is not of a moral or pragmatic nature.

Originality/value

The study reveals that recognition and measurement of internally generated intangibles in financial accounting relate to legitimacy. The authors identify specific norms that form the basis of this legitimacy, namely, consistency, credibility and reasonableness. These identified norms serve as constraints, mitigating the risk of judgment misuse within the IAS 38 framework for earnings management.

Details

Qualitative Research in Accounting & Management, vol. 21 no. 2
Type: Research Article
ISSN: 1176-6093

Keywords

Article
Publication date: 26 September 2008

Thomas N. Garavan, John P. Wilson, Christine Cross, Ronan Carbery, Inga Sieben, Andries de Grip, Christer Strandberg, Claire Gubbins, Valerie Shanahan, Carole Hogan, Martin McCracken and Norma Heaton

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to…

8858

Abstract

Purpose

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

Design/methodology/approach

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

Findings

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

Originality/value

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

Details

Journal of European Industrial Training, vol. 32 no. 8/9
Type: Research Article
ISSN: 0309-0590

Keywords

Book part
Publication date: 3 June 2008

H. Frank Cervone

University libraries have traditionally been the primary caretaker of scholarly resources. However, as electronic modes of information delivery replace print materials…

Abstract

University libraries have traditionally been the primary caretaker of scholarly resources. However, as electronic modes of information delivery replace print materials, expectations of academic libraries have evolved rapidly. In this environment, academic libraries need to be adaptable organizations. Librarianship, though, is deeply rooted in strong values and beliefs which inherently limit receptivity to change and innovation, but these constraints are not absolute. Social network research indicates that professional advice networks play a significant role in how one thinks about and performs work and that individual perspectives are broadened when diverse input is received. Based on social network analysis methods, this study explored the relationship between individual receptivity to innovation and the composition of a person's professional advice network through a purposive sample of academic librarians in Illinois. The group completed a survey that explored two dimensions: (1) the nature of relationships within their professional advice network and (2) the individual's personal receptivity to innovation. Analysis of the nature of relationships within the professional advice networks was based on a combination of quantitative and qualitative techniques, in contrast to the analysis of the respondents’ receptivity to innovation which was based on quantitative measures. Based on the information from the 440 respondents, the results of this research indicate that there is a relationship between the size of the professional advice networks and individual's receptivity to innovation, but additional aspects of the professional advice network may play a role in an individual's overall receptivity to innovation.

Details

Advances in Library Administration and Organization
Type: Book
ISBN: 978-0-7623-1488-1

Article
Publication date: 1 July 2005

Sujatha Perera, Jill McKinnon and Graeme Harrison

This paper uses a stakeholder approach to examine how the role of accounting and the status of accountants changed over a 30 year period (1970 to 2000) in a major Australian…

5339

Abstract

This paper uses a stakeholder approach to examine how the role of accounting and the status of accountants changed over a 30 year period (1970 to 2000) in a major Australian government trading enterprise. Data are gathered from semi‐structured interviews with organizational participants and documentation. The study provides support for the importance of stakeholders in shaping organizational processes and practices, including accounting practices, and for the effects of changes in stakeholder constituency and agenda on such practices. The study also provides evidence of the roles accounting and accountants may play in implementing a stakeholder agenda, including both instrumental and symbolic roles, and how the status of accountants may rise and fall commensurate with those roles.

Details

Pacific Accounting Review, vol. 17 no. 2
Type: Research Article
ISSN: 0114-0582

Keywords

Open Access
Article
Publication date: 18 October 2018

Nienke Hofstra, Wout Dullaert, Sander De Leeuw and Eirini Spiliotopoulou

The purpose of this paper is to develop propositions explaining the influence of individual goals and social preferences on human decision making in transport planning. The aim is…

3368

Abstract

Purpose

The purpose of this paper is to develop propositions explaining the influence of individual goals and social preferences on human decision making in transport planning. The aim is to understand which individual goals and social preferences planners pursue and how these influence planners’ decisions.

Design/methodology/approach

Propositions are developed based on investigation of decision making of transport planners in a Dutch logistics service provider using multiple data collection methods.

Findings

The study shows how decision making of transport planners is motivated by individual goals as well as social preferences for reciprocity and group identity.

Research limitations/implications

Further research including transaction data analysis is needed to triangulate findings and to strengthen conclusions. Propositions are developed to be tested in future research.

Practical implications

Results suggest that efforts to guide planners in their decision making should go beyond traditional (monetary) incentives and consider their individual goals and social preferences. Moreover, this study provides insight into why transport planners deviate from desired behaviour.

Originality/value

While individual decision making plays an essential role in operational planning, the factors influencing how individuals make operational planning decisions are not fully understood.

Details

International Journal of Operations & Production Management, vol. 39 no. 1
Type: Research Article
ISSN: 0144-3577

Keywords

Book part
Publication date: 10 August 2018

Allan H. Church, Lorraine M. Dawson, Kira L. Barden, Christina R. Fleck, Christopher T. Rotolo and Michael Tuller

Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be…

Abstract

Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be a popular tool for both development and decision-making in the field today. Although much has been written about implementing 360-degree feedback since its inception in the 1990s, few longitudinal case examples exist where interventions have been applied and their impact measured successfully. This chapter closes the gap by providing research findings and key learnings from five different implementation strategies for enhancing 360-degree feedback in a large multi-national organization. Recommendations and implications for future research are discussed.

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