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1 – 10 of over 6000Sean Robert Valentine, David Hollingworth and Patrick Schultz
Focusing on ethical issues when making organizational decisions should encourage a variety of positive outcomes for companies and their employees. The purpose of this paper is to…
Abstract
Purpose
Focusing on ethical issues when making organizational decisions should encourage a variety of positive outcomes for companies and their employees. The purpose of this paper is to determine the degree to which data-based ethical decision making, lateral relations and organizational commitment are interrelated in organizations.
Design/methodology/approach
Data were collected from business professionals employed at multiple locations of a financial services firm operating in the USA. Mediation analysis (based on structural equation modeling) was used to test the proposed relationships.
Findings
Results indicated that employees’ perceptions of data-based ethical decision making were positively related to perceived lateral relations, and that perceived lateral relations were positively related to organizational commitment.
Research limitations/implications
Given that information was collected using only a self-report questionnaire, common method bias could be an issue. In addition, the study’s cross-sectional design limits conclusions about causality. Another limitation involves the study’s homogenous sample, which decreases the generalizability of the findings. Finally, variable responses could have been impacted by individual frames of reference and other perceptual differences.
Practical implications
Results suggest that information flow enhancements should support or be consistent with horizontal information flow enhancements, and that together these factors should increase employee commitment.
Originality/value
Given the dearth of existing research, this interdisciplinary investigation is important because it fills gaps in the management literature. This study is also important because the results could inform decisions regarding the use of data analysis in ethical decisions and lateral forms of organizational structuring to improve work attitudes.
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Kari Nyland, Charlotte Morland and John Burns
The purpose of this paper is to explore two hospital departments, one of which is laterally dependent on the other to function, but which are subject to distinct vertical…
Abstract
Purpose
The purpose of this paper is to explore two hospital departments, one of which is laterally dependent on the other to function, but which are subject to distinct vertical managerial controls. This complexity in vertical–lateral relations generates tension amongst the hospital’s senior managers and a perception of coordination difficulties. However, this paper shows how the interplay between managerial and non-managerial controls, plus important employee “work”, moderates tension and facilitates day-to-day lateral coordination at the patient-facing level.
Design/methodology/approach
This is a case-study, relying mostly on the findings of semi-structured interviews. Theoretically, the paper draws from previous insights on inter-organisational relations (but informing the focus on intra-organisational coordination) and an “institutional work” perspective.
Findings
Consistent with much extant literature, this paper reveals how non-managerial controls help to moderate tensions that could emerge from the coercive use of managerial controls. However, the authors also show a maintained influence and flexibility in the managerial controls at patient-facing levels, as new circumstances unfold.
Research limitations/implications
The findings of this paper could generalise neither all laterally dependent spaces in hospitals nor patterns across different hospitals. The authors recommend future research into the dynamics and interaction of managerial and non-managerial controls in other complex settings, plus focus on the purposeful work of influential agents.
Originality/value
The paper has two primary contributions: extending our knowledge of the interplay between managerial and non-managerial controls inside complex organisations, where non-managerial controls reinforce rather than displace managerial controls, and highlighting that it is seldom just controls per se which “matter”, but also agents’ purposeful actions that facilitate coordination in complex organisations.
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This chapter describes the change efforts and action research projects at a Dutch multinational which, over a period of 25 years, produced in one of its businesses a zigzag path…
Abstract
This chapter describes the change efforts and action research projects at a Dutch multinational which, over a period of 25 years, produced in one of its businesses a zigzag path toward collaborative leadership dynamics at the horizontal and vertical interfaces. The chapter also identifies the learning mechanisms that helped achieve this transformation. Changing the patterns at the vertical interfaces proved to be a most tricky, complex, and confusing operation. The data show that organizations need hierarchical interfaces between levels, but are hindered by the hierarchical leadership dynamics at these interfaces. The data furthermore show that competitive performance requires more than redesigning horizontal interfaces. A business can only respond with speed and flexibility to threats and opportunities in the external environment when the leadership dynamics at agility-critical vertical interfaces are also changed.
Juliana Meira, Nikos D. Kartalis, Mathew Tsamenyi and John Cullen
Inter‐firm relationships are increasingly being adopted as competitive tools. However, the challenges created by these relationships for the design and use of management control…
Abstract
Purpose
Inter‐firm relationships are increasingly being adopted as competitive tools. However, the challenges created by these relationships for the design and use of management control systems (MCS) have been well documented. The purpose of this paper is to provide a review of the literature on MCS and inter‐firm relationships. The review examines the types of relationships studied and the theoretical approaches.
Design/methodology/approach
The findings reported in the paper are based on desk research. The review is largely concentrated on the key international English language accounting journals.
Findings
Supply chain and outsourcing have been the dominant forms of inter‐firm relationships studied. Other studies have focused on joint ventures and networks. Transaction cost economics has been the dominant approach and trust has also featured as a theoretical issue in most of the studies.
Originality/value
The paper furthers the understanding of the contributions made by previous studies on MCS and inter‐firm relationships. Some suggestions for future research are offered at the end.
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Cicilia Larasati Rembulan and Astrid Kusumowidagdo
The purpose of this study is to investigate problems that emerged in indigenous community-based tourism during the COVID-19 pandemic, to identify the actors involved and to…
Abstract
Purpose
The purpose of this study is to investigate problems that emerged in indigenous community-based tourism during the COVID-19 pandemic, to identify the actors involved and to identify values that were exchanged between actors during the pandemic. This research is crucial given the limited studies around indigenous community-based tourism during the pandemic, especially within the perspectives of value exchange theory.
Design/methodology/approach
This research used a constructionist paradigm with a qualitative case study design. Data collection included interviews with six participants, virtual observation, an open-ended questionnaire to 22 community members and 20 tourists, analysis of a book written by Sade’s customary chief and social media artifacts. This study was conducted during the COVID-19 pandemic, where physical distancing measures were applied, therefore most data were collected remotely. Purposive sampling was used and research credibility was increased through detailed note taking, data sources triangulation and member checking. Data analysis was conducted with a coding process, which involved continuous iterations.
Findings
Problems identified were decreased revenue and power disadvantage suffered by indigenous community-based tourism. The actors involved in value exchanges varied, including value supporter (i.e. government, private sector such as television, university), value creator (i.e. tourist) or secondary value provider (i.e. travel agent). Values emerged in the interaction between actors in the network. Changes in value exchanges were in terms of value types, relationship intensity between actors and ways of doing the exchange. Non-human factor (i.e. non-actor) was also involved.
Research limitations/implications
Due to restrictive circumstances (i.e. COVID-19 pandemic), the data collection procedure was limited to online communications and letter correspondence. Therefore, opportunities to capture the full phenomenon might be missed as the researchers could not physically meet with the participant.
Practical implications
It was possible for value exchange to alter due to situational factors, including a pandemic. Business diversification is needed by indigenous community-based tourism to achieve a power advantage. Values were found in the relationship between actors, hence, meeting channels or dialogue with other actors could be optimized.
Originality/value
The context of this study, which was indigenous community-based tourism during a pandemic contributed to the study’s originality. Research in this context, which used a clear theoretical framework such as value exchange theory, is scarce. Thus, opportunities for transferability are broad.
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Stefan Thorbjørnsen and Jan Mouritsen
On the basis of three examples of intellectual capital statements that make the individual its central figure, this article discusses the role of individuals in knowledge…
Abstract
On the basis of three examples of intellectual capital statements that make the individual its central figure, this article discusses the role of individuals in knowledge creation. After all, it is often claimed that the individual is the “container” of knowledge and therefore, what it means to account for the individual is an issue. However, analysing these individual competence statements (intellectual capital statements), it is clear that the individual is never alone. It is always related to organisational purposes and the individual competency statement makes the individual an organisational entity because individual competency is related either to organisational bonus systems, to corporate revenues or to the organisational configuration of its knowledge resources. Through the individual competency statement, the individual is made an organisational entity.
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Phan Chi Anh and Yoshiki Matsui
The purpose of this paper is to examine whether quality management information (QMI) can be a source of competitive advantage and should be managed strategically.
Abstract
Purpose
The purpose of this paper is to examine whether quality management information (QMI) can be a source of competitive advantage and should be managed strategically.
Design/methodology/approach
Analysis of variance and regression techniques were applied to the database of the high‐performance manufacturing (HPM) project to analyze the differences and similarities existing across the countries on the degree of implementation of QMI practices and their contribution to operational performance of manufacturing plants.
Findings
The results of statistical analysis indicate significant differences in the implementation of QMI practices across the countries. This study highlights the important role of QMI in Japanese plants where shop‐floor and cross‐functional communication and information sharing practices significantly impact on different dimensions of operational performance.
Practical implications
This study suggests that HPM could be achieved by the implementation of a set of communication and information sharing practices in shop‐floor and cross‐functional levels of manufacturing plants.
Originality/value
Although scholars considered information as one dimension of quality management, existing quality management literature provides little empirical evidence on the relationship of QMI and operational performance of manufacturing plants. This paper fills the gap by introducing a comprehensive research framework to analyze the communication and information sharing practices in the shop‐floor and cross‐functional levels.
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Gera A. Welker and Jan de Vries
This paper aims to focus on the question whether formalisation of the ordering process can be helpful in achieving responsiveness, while remaining efficient.
Abstract
Purpose
This paper aims to focus on the question whether formalisation of the ordering process can be helpful in achieving responsiveness, while remaining efficient.
Design/methodology/approach
Three dimensions of the ordering process are discussed, namely logistical control, information processing and the organisational setting of the ordering process. Data were gathered from case studies at five different production companies.
Findings
It is suggested that a highly formalised logistical control structure is essential in achieving responsiveness and efficiency. From the formalisation strategies applied by the companies it can also be concluded that a formalised organisational setting of the ordering process is necessary for being responsive in case the logistical control is characterised by a low degree of formalisation.
Originality/value
The paper presents a detailed operationalisation of the formalisation of three dimensions of the ordering process. This is helpful in formulating guidelines for structuring the ordering process to become more responsive.
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Bert Meijboom, Hans Voordijk and Henk Akkermans
The relevance of “industry clockspeed” to supply chain co‐ordination (SCC) has recently been stressed but hardly been researched. Taking an information‐processing perspective, the…
Abstract
Purpose
The relevance of “industry clockspeed” to supply chain co‐ordination (SCC) has recently been stressed but hardly been researched. Taking an information‐processing perspective, the purpose of this paper is to examine the development of SCC theory under varying clockspeed circumstances.
Design/methodology/approach
This exploratory research project investigated four Dutch multinational firms operating in industries with different “clockspeeds”.
Findings
The main findings of this exploratory research suggest that, with increasing clockspeed, the use of inventory as a means of providing slack against uncertainty decreases, whereas the use of lateral relations increases. Remarkably, the role of outsourcing is substantial in both low‐ and high‐clockspeed settings, but limited in the intermediate group. Opposite to this, the role of vertical information systems is limited in low‐ and in high‐clockspeed industries, but substantial in medium‐clockspeed firms. These findings are consistent with the basic theory of organisational life‐cycle patterns.
Research limitations/implications
More data should be collected and analysed in subsequent research, e.g. data relating to more companies, investigated over longer periods of time, paying attention to multiple dimensions such as company age and size. Organisational solutions that may deal with accelerating industry clockspeeds are platform‐based product development, time and form postponement, and modular production networks.
Practical implications
Supply chain managers should be wary of one‐size‐fits‐all solutions irrespective of current industry settings or company maturity stage.
Originality/value
Previous research argues that the shorter the life cycles of the products that firms sell, the more rapidly they have to invent not just new products, but new ways of organising as well. This study is a follow‐up to this work with a focus on the co‐ordination within a supply chain in response to varying levels of industry clockspeed, an issue hardly considered in earlier work.
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Adrian Schulte Steinberg and Sven Kunisch
Despite the increasing use of the agency perspective in studies of headquarters-subsidiaries relations in the multinational corporation (MNC), opponents fundamentally question its…
Abstract
Despite the increasing use of the agency perspective in studies of headquarters-subsidiaries relations in the multinational corporation (MNC), opponents fundamentally question its utility. In an attempt to contribute to this debate, we evaluate prior studies and develop considerations for future research. Our review of extant studies of headquarters-subsidiaries relations that make (explicit) use of the agency perspective reveals two significant shortcomings. First, we identify a need to validate the underlying assumptions when using the agency perspective in studies of headquarters-subsidiaries relations. Second, we detect a need to better account for the complex nature of headquarters-subsidiary relations in the MNC. A focus on these two areas can improve the use of the agency perspective and, ultimately, help resolve the contentious debate over the utility of the agency perspective.
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