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Article

Göran Svensson and Greg Wood

The objective of this paper is to conceptualize the serendipity of leadership effectiveness in management and business practices. The term “serendipity” is defined as the…

Abstract

Purpose

The objective of this paper is to conceptualize the serendipity of leadership effectiveness in management and business practices. The term “serendipity” is defined as the mix of leadership effectiveness by accident and sagacity in management and business practices.

Design/methodology/approach

The paper provides a conceptual discussion of the serendipity of leadership effectiveness in management and business practices.

Findings

This paper contributes a number of models and a matrix that are introduced to address the underlying criteria of the cause‐effect relationship between leadership effectiveness and organizational achievements.

Research limitations/implications

This paper challenges the idealistic picture that flourishes in the management literature and in management practice of the direct, positive impact of leadership on prosperous management and business practices. In fact, it reinforces and underpins the critical or sceptical views of leadership effectiveness raised in the literature.

Practical implications

Normally, views of organizational achievements are based on the assumption that contextual, timely and skilful precisions in leadership effectiveness are high. Shareholders and stakeholders may benefit from a thorough examination of these issues in organizational achievements. It would not be surprising to find that leadership effectiveness in management and business practices to a minor or major extent is derived from pure luck and coincidence in contextual and timely precisions: right place, right time. This means that such leadership effectiveness may be based on serendipity rather than skilfulness in terms of organizational achievements.

Originality/value

The authors contend that the term “serendipity” contributes to enhance the ongoing discussion in the literature of the link between leadership effectiveness and organizational achievements. It also provides a fundament of understanding, explanation and prediction of leadership effectiveness in management and business practices.

Details

Management Decision, vol. 43 no. 7/8
Type: Research Article
ISSN: 0025-1747

Keywords

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Book part

Yulia V. Ragulina, Leonid F. Malinovski, Yuliya A. Agunovich, Larisa A. Kapustyan and Oksana M. Zaryankina

The purpose of this chapter is to develop criteria of effectiveness of state management of the process of implementing the information economy’s optimization model…

Abstract

Purpose

The purpose of this chapter is to develop criteria of effectiveness of state management of the process of implementing the information economy’s optimization model, determine the corresponding indicators, and offer the method of evaluation of the effectiveness of state management of the process of implementing the information economy’s optimization model.

Methodology

This research applies the methods of induction, deduction, structural and functional analysis, and graphical presentation of information.

Results

Based on the peculiarities of the information economy’s optimization model, three main criteria of the effectiveness of state management while implementing this model are distinguished: flexibility of the normative and legal provision of information economy; balance of the level and rate of development of the noosphere components; and success of the protection, usage, and preservation of information’s uniqueness. To distinguish these criteria it is offered to evaluate the effectiveness of state management of the process of implementation of the information economy’s optimization model by progressive comparison of the sum of results with the sum of limitations and costs for each direction of state management of the process of implementation of the information economy’s optimization model, related to the provision of observation of the above criteria. The author determines the indicators that conform to the offered criteria of effectiveness of state management of the process of implementation of the information economy’s optimization model systematized in connection to these criteria, and offers the formula for calculating the final indicator of the effectiveness of state management of the process of implementation of the information economy’s optimization model.

Recommendations

The offered criteria of effectiveness of state management of the process of implementing the information economy’s optimization model, the corresponding indicators, and the compiled methodology of evaluating the effectiveness of this process are recommended for usage as methodological provision of monitoring and control of implementation of the information economy’s optimization model.

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Article

John E. Barbuto, Kelly A. Phipps and Ye Xu

The purpose of this study is to test the direct and mediating effects of personality, conflict management style, and leader effectiveness. This was deemed necessary, given…

Abstract

Purpose

The purpose of this study is to test the direct and mediating effects of personality, conflict management style, and leader effectiveness. This was deemed necessary, given the number of studies testing antecedents and outcomes of conflict management – but never within a single research design.

Design/methodology/approach

Structural equation modeling was used to test a model linking personality, conflict management, and leader effectiveness for 126 managers and 624 employees from various organizations. Subjects completed the Five‐Factor Personality Inventory, Rahim Organizational Conflict Inventory‐II, and selected items from the Multifactor Leadership Questionnaire that measure leadership effectiveness.

Findings

Findings indicate that an integrating conflict management style fully mediates the relationship between neuroticism and leadership effectiveness and partially mediates the relationship between conscientiousness and leadership effectiveness. Conscientiousness was the best predictor of effectiveness among all variables studied in this research, accounting for 10 percent of the variance.

Research limitations/implications

Future studies should link both antecedents and outcomes to conflict management in the same design – so as not to miss potential mediating effects.

Practical implications

Although the work is preliminary, it appears that conscientious individuals tend to be most effective in organizations.

Originality/value

The work represents the first study linking personality, conflict styles, and effectiveness in a single design.

Details

International Journal of Conflict Management, vol. 21 no. 4
Type: Research Article
ISSN: 1044-4068

Keywords

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Article

Youcef J.-T. Zidane and Nils O.E. Olsson

This paper studies how the concepts of efficiency, effectiveness and efficacy are used in project management literature. The concepts relate to the degree of success or…

Abstract

Purpose

This paper studies how the concepts of efficiency, effectiveness and efficacy are used in project management literature. The concepts relate to the degree of success or failure of projects and the degree to which the results are achieved. The purpose of this paper is to review the use of the concepts of efficiency, efficacy and effectiveness in project management literature and among practitioners.

Design/methodology/approach

The study is based on an extensive literature review, initially from the International Journal of Managing Projects in Business. The first phase involved searching the words “efficiency”, “effectiveness” and “efficacy” in all articles of the journal, and then quantifying the results. This was followed by a qualitative search of the same articles with the aim of understanding how the terms “project efficiency”, “project efficacy” and “project effectiveness” are used. A further intensive literature review was then conducted in other literatures in the field of project management, including, but not limited to, International Journal of Project Management and Project Management Journal. Finally, the authors complemented the review by including theories from deep searches of Google Scholar and Google Books using the parameters “project efficiency”, “project effectiveness” and “project efficacy” and checked how the three concepts are used in other fields.

Findings

This research reveals there is wide diversity in interpretations of the three concepts among research scholars and practitioners, which makes it challenging to apply these three concepts appropriately and clearly. As a consequence, the authors propose a model for describing these concepts.

Research limitations/implications

This research is based on an academic and non-academic literature review. It identifies a number of inconsistencies in existing literature regarding the three concepts.

Practical implications

This review enriches understanding of project management. Clarifying the understanding of project efficiency, project effectiveness and project efficacy will help and support organisational improvement. A clear and aligned view of these concepts can also be a basis for measurements based on possible developed indicators.

Originality/value

This paper highlights the gap in the literature concerning the practical use and interpretation of the concepts “project efficiency”, “project effectiveness” and “project efficacy”.

Details

International Journal of Managing Projects in Business, vol. 10 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

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Article

Viraiyan Teeroovengadum, Robin Nunkoo and Humaira Dulloo

This study analyses the determinants of an effective performance management system (PMS) in the public sector of Mauritius. It develops a theoretical model that has its…

Abstract

Purpose

This study analyses the determinants of an effective performance management system (PMS) in the public sector of Mauritius. It develops a theoretical model that has its roots in the resource-based theory and the institutional theory.

Design/methodology/approach

The study uses a quantitative approach, making use of a structured questionnaire to collect data from 158 public sector organisations. Both email and postal methods were used for data collection. A hierarchical regression analysis is used to assess the effect of the organisational factors on PMS effectiveness, while controlling for a number of organisational profile variables.

Findings

Results indicate that PMS is only moderately effective. Managers’ involvement, senior management involvement and performance feedback are significant predictors of PMSs effectiveness.

Research limitations/implications

Findings of the study may have limited applicability to developed and industrialised countries and even developing countries that have a different public sector culture to that of Mauritius.

Practical implications

The findings demonstrate that the effectiveness of PMSs is strongly reliant on the involvement of senior management. Accordingly, public sector managers should ensure that they are fully committed and engaged in performance management tasks.

Originality/value

The study contributes to the limited research on the effectiveness of PMSs in developing countries that have a different bureaucratic and performance culture to that of developed nations.

Details

European Business Review, vol. 31 no. 3
Type: Research Article
ISSN: 0955-534X

Keywords

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Article

Atanu Chaudhuri, Abhijeet Ghadge, Barbara Gaudenzi and Samir Dani

The purpose of the paper is to develop a conceptual framework for improving the effectiveness of risk management in supply networks following a critical literature review.

Abstract

Purpose

The purpose of the paper is to develop a conceptual framework for improving the effectiveness of risk management in supply networks following a critical literature review.

Design/methodology/approach

A critical review of 91 scholarly journal articles published between 2000 and 2018 supports the development of an integrated conceptual framework.

Findings

The findings emphasize that supply chain integration (SCI) can have both a positive and negative impact on the effectiveness of risk management in supply networks. It is possible to have a positive effect when SCI can be used to develop competencies in joint risk planning within the organization and with wider supply network members and, in turn, to develop collaborative risk management capabilities. Supply network characteristics can influence whether and the extent to which SCI has a positive or negative impact on risk management effectiveness.

Research implications

The conceptual framework can be used to empirically assess the role of SCI for effective risk management. Dynamic evaluation of the effectiveness of risk management and potential redesign of the supply network by considering other contingent factors are some future research avenues.

Practical implications

There is a need for developing specific competencies in risk planning within organizations and joint risk planning with supply network members which, in turn, can help develop collaborative risk management capabilities to improve the effectiveness of risk management in supply networks. Network characteristics will influence whether and the extent to which SCI results in the effectiveness of risk management.

Originality value

Moving beyond recent (systematic) reviews on supply chain risk management, this study develops a novel conceptual framework interlinking SCI and the effectiveness of risk management while considering network characteristics.

Details

International Journal of Logistics Management, The, vol. 31 no. 1
Type: Research Article
ISSN: 0957-4093

Keywords

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Article

Outi Simonen, Marja Blom and Elina Viitanen

The purpose of this paper is to map out managers' understanding of effectiveness and to assess the application of knowledge of effectiveness in secondary healthcare…

Abstract

Purpose

The purpose of this paper is to map out managers' understanding of effectiveness and to assess the application of knowledge of effectiveness in secondary healthcare management. Additionally, the study aims to assess the present situation of effectiveness research and the measures used in divisions of treatment.

Design/methodology/approach

The study was conducted by interviewing department directors, chief medical officers and directors of nursing (n=38) in the surgical, medical and psychiatric divisions of the five largest hospital districts in Finland.

Findings

The concept of effectiveness was complex, and difficult to concretise and understand uniformly. Knowledge of effectiveness supports both clinical and administrative management. Managers have different ways of applying knowledge of effectiveness depending on their managerial role. Effectiveness studies and measurement are still relatively rare in secondary healthcare and rarely identified as such by management.

Practical implications

The concept of effectiveness is not clear in management. Managers have an unclear understanding of knowledge of effectiveness and its application in secondary healthcare management.

Originality/value

The paper addresses the need for a discussion on effectiveness in secondary health care. In addition, managers need knowledge and support for implementing the policy of effectiveness on all levels of management.

Details

International Journal of Productivity and Performance Management, vol. 60 no. 8
Type: Research Article
ISSN: 1741-0401

Keywords

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Article

Michita Champathes Rodsutti and Fredric William Swierczek

This paper identifies the key relationships of organizational effectiveness and leadership in southeast Asia. Managers from 1,065 multinational companies based in Thailand…

Abstract

This paper identifies the key relationships of organizational effectiveness and leadership in southeast Asia. Managers from 1,065 multinational companies based in Thailand and representing 31 different nationalities participated in this study. International leader characteristics and organizational culture are found to determine an appropriate multicultural management style. Executive motivation is strongly influenced by this multicultural management style. Different dimensions of organizational effectiveness, including return on assets, most admired, job satisfaction and personal satisfaction are related to specific aspects of leader characteristics, organizational culture and multicultural management style.

Details

Leadership & Organization Development Journal, vol. 23 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

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Article

Lourdes Munduate, Juan Ganaza, José M. Peiró and Martin Euwema

Most studies of conflict handling styles in organizations analyze these styles separately. These studies assume that individuals are oriented towards the use of one of the…

Abstract

Most studies of conflict handling styles in organizations analyze these styles separately. These studies assume that individuals are oriented towards the use of one of the styles of conflict management. As a result, different styles are compared one by one as if they were independent. In contrast, from a more all‐embracing perspective people are seen as adopting configurations of styles. The interest in this alternative perspective lies in exploring the relations between these styles, how they combine and form patterns of conflict styles. This article presents an exploratory study that seeks to identify empirically the specific combinations of conflict handling styles that result in differentiated patterns within groups of managers. By using hierarchical and non‐hierarchical cluster analyses of a sample of managers, different patterns of conflict management were identified. The effectiveness of each of the resulting patterns was analyzed in terms of its influence on the parties' joint substantive outcomes and their mutual relationship. Results show that patterns using multiple conflict handling styles were more effective than patterns based on a single style.

Details

International Journal of Conflict Management, vol. 10 no. 1
Type: Research Article
ISSN: 1044-4068

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Article

Donald Cowell

(i) The development of management education The period since World War II has witnessed the rapid development of management education in the United Kingdom. This growth…

Abstract

(i) The development of management education The period since World War II has witnessed the rapid development of management education in the United Kingdom. This growth has been particularly pronounced in the past ten to fifteen years. During this time the educational activities of many professional bodies have increased: colleges, polytechnics, and universities have introduced certificate, diploma, undergraduate, postgraduate and post‐experience courses, the Industrial Training Act has given an impetus to management education and the business schools have been founded. Management education has become a major activity and a major business.

Details

Management Decision, vol. 13 no. 2
Type: Research Article
ISSN: 0025-1747

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