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Article
Publication date: 2 January 2020

Rene Paquibut and Ahmed Al Naamany

Higher education institutions (HEIs) worldwide are required to acquire accreditation for the sake of their academic reputation at the institutional as well as programs levels…

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Abstract

Purpose

Higher education institutions (HEIs) worldwide are required to acquire accreditation for the sake of their academic reputation at the institutional as well as programs levels. Meeting the requirements of standards established by accrediting bodies can be daunting for HEIs undergoing accreditation for the first time. Drastic organizational change is required to overhaul and implement systems to meet the requirements of quality standards. HEIs in the Sultanate of Oman are determined to acquire and maintain institutional accreditation from the Oman Academic Accreditation Authority (OAAA). The purpose of this paper is to describe how a HEI has undergone organizational change to meet the requirement of the research–teaching nexus standard using Lewin’s and McKinsey 7-S change management models.

Design/methodology/approach

This is a qualitative research which made use of primary and secondary data. The primary data were collected through focus group discussions and workshops, and documents analysis while internet resources were used for secondary data. The dimensions of the research–teaching nexus were determined through review of the literature which became the basis for evaluating the HEI’s practices in the area. Lewin’s and McKinsey 7-S change management models were combined to provide the conceptual framework for describing the process of change the HEI undertook.

Findings

Lewin’s and McKinsey 7-S change management models allowed for a systemic and systematic perspective of the change required for the HEI to meet the research–teaching nexus standards and acquire institutional accreditation. The HEI documented its practices, conducted an evaluation and instituted the changes in the dimensions of the research–teaching nexus and the supporting 7-S elements. As final result, the HEI was granted institutional accreditation.

Research limitations/implications

This is a case study of the experience of an HEI in the Sultanate of Oman in its effort to acquire institutional accreditation from the OAAA. However, this case study can provide insights to a larger audience of institutions in Oman and within the Gulf region (or even outside the region) that are in the process of going through a similar experience. For those who have already undergone a similar exercise, this case study can provide a valuable comparison.

Practical implications

The practical experience of the HEI in the Sultanate of Oman can provide valuable lessons/insights to those in the praxis of educational management and quality assurance in education.

Social implications

Quality in education is a social issue. HEIs are pressured to acquire and maintain accreditation as evidence of quality. The case study provides the larger audience a perspective of how much effort HEIs place in this aspect.

Originality/value

This paper documented the experience of an HEI in the Sultanate of Oman. This is the first paper describing an HEI’s change process in a country which is also implementing a new academic accreditation system. In this paper, two change models – Lewin’s and McKinsey’s 7-S – were integrated to provide a more comprehensive perspective in analyzing organizational change. Review of the literature has shown that these two models have not been used together in one paper, providing novelty to otherwise “classic” models. This paper should be valuable to HEIs pursuing accreditation. It is a “universal” knowledge that acquiring accreditation is a major goal of all HEIs worldwide. The described process of organizational change should be insightful to those who are responsible for steering this process with the goal of acquiring accreditation. Educational leaders at the forefront and center of the change process should find in this paper a valuable reference material, providing a systemic and systematic view of the change they have to lead in order to acquire the much-coveted accreditation. Faculty, staff and students of HEIs can be advocates or sources of resistance. This paper should provide better understanding of the process of change and how they, as stakeholders, benefit from it. Finally, students of educational management and leadership should find this paper as a useful case study for class discussion.

Article
Publication date: 1 June 2005

Robert S. Kaplan

This article shows how the McKinsey 7‐S model and the balanced scorecard (BSC) model complement each other.

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Abstract

Purpose

This article shows how the McKinsey 7‐S model and the balanced scorecard (BSC) model complement each other.

Design/methodology/approach

The developer of the widely used BSC model analyzes and compares the features and functions of the two models.

Findings

One can view the BSC as the contemporary manifestation of the 7‐S model, helping to explain its popularity as a practical and effective tool for aligning all the organizational variables and processes that lead to successful strategy execution.

Research limitations/implications

There is no data on the financial impact of the BSC mdel on the companies that have adopted it.

Practical implications

The author suggests that the BSC is not only fully consistent with the 7‐S framework, but can also enhance it in use.

Originality/value

This the first article to compare the characteristics and functionality of the McKinsey 7‐S model and the BSC model.

Details

Strategy & Leadership, vol. 33 no. 3
Type: Research Article
ISSN: 1087-8572

Keywords

Book part
Publication date: 23 July 2014

Katherine A. Schroeder, Peter F. Sorensen and Therese F. Yaeger

Current trends such as a steadfast movement toward globalization, increased connectivity and use of networks in business relationships, rapidly changing technology, increased…

Abstract

Current trends such as a steadfast movement toward globalization, increased connectivity and use of networks in business relationships, rapidly changing technology, increased pressure for economic profitability, and economic concern create an environment where a focus on global team effectiveness is imperative. This study provides greater clarity on the workings of global hybrid team effectiveness including an examination of accelerators and decelerators. It also proposes a new model of Global Working behaviors to be applied systematically to all McKinsey 7-S areas – Strategy, Structure, Systems, Shared Values, Style, Skills, and Staff – in order to accelerate global hybrid team effectiveness.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78350-312-4

Article
Publication date: 1 April 2001

Erwin Rausch, Susan M. Halfhill, Herbert Sherman and John B. Washbush

To take advantage of the opportunities, and to effectively face the challenges, which the future will present, managers need to enhance their competence for making leadership…

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Abstract

To take advantage of the opportunities, and to effectively face the challenges, which the future will present, managers need to enhance their competence for making leadership decisions. These decisions affect all issues in strategy formulation, and implementation, for organizations and organizational units. The resultant relationships will be discussed using several well‐known strategy implementation models. Learners can develop and improve leadership‐in‐management decision making by applying three relatively simple questions, which provide a foundation for adding practical perspective to the findings of leadership research. These three questions serve as reminders of all the issues that should be considered by managers. They address the establishment of direction (vision and goals), development and improvement of individual and stakeholder competence, and the strengthening of an achievement‐oriented climate that is satisfying for all stakeholders.

Details

Journal of Management Development, vol. 20 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 December 1995

William D. Hitt

A learning organization has been defined as one in which themembers continually acquire, share, and use new knowledge to adapt to anever‐changing environment. By incorporating…

5531

Abstract

A learning organization has been defined as one in which the members continually acquire, share, and use new knowledge to adapt to an ever‐changing environment. By incorporating Peter Senge′s principles from The Fifth Discipline within the McKinsey 7‐S framework, presents a systems model of a learning organization. The addition of one “S” yields a model and this systems model is an assemblage of “best practices” in organizational effectiveness. The implementation of these best practices can help transform a traditional organization into a learning organization.

Details

Leadership & Organization Development Journal, vol. 16 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 21 August 2012

Christopher McKenna

Purpose – This chapter traces the creation of a market for strategy by management consulting firms during the second half of the twentieth century in order to demonstrate their…

Abstract

Purpose – This chapter traces the creation of a market for strategy by management consulting firms during the second half of the twentieth century in order to demonstrate their impact in shaping debates in the subject and demand for their services by corporate executives.

Design/methodology/approach – Using historical analysis, the chapter draws on institutional theory, including institutional isomorphism. It uses both primary and secondary data from the leading consulting firms to describe how consultants shifted from offering advice on organizational structure to corporate strategy and eventually to corporate legitimacy as a result of the changing economic and regulatory environment of the time.

Findings/originality/value – This study provides a historical context for the emergence of corporate and competitive strategy as an institutional practice in both the United States and around the world, and provides insights into how important this history can be in understanding the debates among consultants and academics during strategy's emergence as an academic subject and practical application.

Open Access
Article
Publication date: 6 July 2020

Prasanna Kumar Kukkamalla, Andrea Bikfalvi and Anna Arbussa

The car no longer serves simply as a means of transport but is at the core of a new concept of mobility. Car manufacturers are seizing opportunities to change the traditional…

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Abstract

Purpose

The car no longer serves simply as a means of transport but is at the core of a new concept of mobility. Car manufacturers are seizing opportunities to change the traditional business model of the auto business. Innovation in this business model has become vital to survival in today’s dynamic market conditions. This paper aims to find out what factors motivate and drive business model change and what the resulting business model innovation is.

Design/methodology/approach

This qualitative study is based on a single case, namely, BMW as an illustrative example of an advanced, highly innovative customer-centric service business model (BM). The study adopts a document analysis method to reveal the firm’s BMI process.

Findings

First, the study presents a conceptual framework for business model change with the factors –motivators and drivers – that impact on the process of change. BMW’s BMI and its impacting factors are discussed based on this model. The McKinsey 7 s Model framework, the elements of which are strategy, structure, systems, shared values, style, staff and skills is used as an analytical tool to discuss new business model implementation. The study highlights the BM configuration of a traditional car manufacturer, the car as a product and the new car as a service concept.

Originality/value

This study reveals the BMI of BMW’s digital services and its key motivators and drivers. BMW mostly innovates in three key dimensions of the Business model. These are value creation, value delivery and value capture. Most of the elements in these dimensions are innovated.

Details

Journal of Business Strategy, vol. 42 no. 4
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 17 May 2023

Sulafa Badi and Mohamed Nasaj

This study aims to assess the essential elements of internal organisational capability that influence the cybersecurity effectiveness of a construction firm. An extended McKinsey

Abstract

Purpose

This study aims to assess the essential elements of internal organisational capability that influence the cybersecurity effectiveness of a construction firm. An extended McKinsey 7S model is used to analyse the relationship between a construction firm's cybersecurity effectiveness and nine internal capability elements: shared values, strategy, structure, systems, staff, style, skills, relationships with third parties and regulatory compliance.

Design/methodology/approach

Based on a quantitative research strategy, this study collected data through a cross-sectional survey of professionals working in the construction sector in the United Kingdom (UK). The collected data was analysed using descriptive and inferential statistical methods.

Findings

The findings underlined systems, regulatory compliance, staff and third-party relationships as the most significant elements of internal organisational capability influencing a construction firm's cybersecurity effectiveness, organised in order of importance.

Research limitations/implications

Future research possibilities are proposed including the extension of the proposed diagnostic model to consider additional external factors, examining it under varying industrial relationship conditions and developing a dynamic framework that helps improve cybersecurity capability levels while overseeing execution outcomes to ensure success.

Practical implications

The extended McKinsey 7S model can be used as a diagnostic tool to assess the organisation's internal capabilities and evaluate the effectiveness of implemented changes. This can provide specific ways for construction firms to enhance their cybersecurity effectiveness.

Originality/value

This study contributes to the field of cybersecurity in the construction industry by empirically assessing the effectiveness of cybersecurity in UK construction firms using an extended McKinsey 7S model. The study highlights the importance of two additional elements, third-party relationships and construction firm regulatory compliance, which were overlooked in the original McKinsey 7S model. By utilising this model, the study develops a concise research model of essential elements of internal organisational capability that influence cybersecurity effectiveness in construction firms.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 7 July 2020

Sasekea Harris, Cheryl Folkes, Karen Tyrell and David Brown

In an experience economy, the alternative options for higher education are varied; resulting in competition and a deliberate focus on student experience to create competitive…

Abstract

Purpose

In an experience economy, the alternative options for higher education are varied; resulting in competition and a deliberate focus on student experience to create competitive advantage. In this regard, the various constituents of the university, including the library, are required to transform the organisational culture, specifically, the service culture, to engage students in a way that creates a memorable experience. In response, The UWI, Mona Library re-launched its Customer Service programme: using an in-house inspired 10 element service model, with initiatives aimed at realising each element, the library purposed to build a service culture. This paper seeks to assess employees' perception of the impact of the initiatives of this model.

Design/methodology/approach

This survey research employed individual interviews to assess employees' perception of the impact of the initiatives of the service model, with the objective of refining the model, where needed, for continued use in the Mona Library, and for use in libraries desirous of implementing the model.

Findings

The initiatives of the service model are creating the desired customer service culture and aspects have been identified for refinement.

Research limitations/implications

The model is based on the needs, experiences, history, culture and strategic priorities of one Caribbean university library. It centres on the employees and their perception. As such, it focuses less on the product, space and the external customer; but it is hoped that by focusing on the employees (specifically creating a service culture amongst them) that this will ultimately impact product, space and the overall customer experience.

Practical implications

Provides the top priorities and considerations for a practicing Caribbean / developing country academic library manger, with an interest in a model for nurturing service culture amongst the employees.

Originality/value

This paper is of value as it centres on creating a service culture, rather than on the usual customer service satisfaction survey, offers a service model and adds to the literature on customer service in academic libraries.

Details

Library Management, vol. 41 no. 4/5
Type: Research Article
ISSN: 0143-5124

Keywords

Book part
Publication date: 28 June 2017

Todd D. Jick and Kinthi D. M. Sturtevant

The world of management and technology has become accustomed to the notion of “2.0” advancements and transformative innovations. Is the field of Change Management/Organizational

Abstract

The world of management and technology has become accustomed to the notion of “2.0” advancements and transformative innovations. Is the field of Change Management/Organizational Development itself in this story? Not enough! We re-examine the field’s foundational beliefs, practices, focus, research directions, and value add. We conclude that there is strong evidence from the front line and from an IBM Case Study that the field must “reboot” – to rethink our methods and frameworks; the role and skills of change leadership for the future; change practitioner capabilities for the future; the metrics needed to evaluate progress; and the knowledge exchange between Academe and practitioners.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78714-436-1

Keywords

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