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Article
Publication date: 1 March 1996

Sang M. Lee and Bonn‐Oh Kim

Today, business organizations compete in the global marketplace. To compete successfully, organizations pursue the status of the world‐class organization (WCO). A WCO is…

Abstract

Today, business organizations compete in the global marketplace. To compete successfully, organizations pursue the status of the world‐class organization (WCO). A WCO is defined as the best in its class, or as good as its best global competitor, in providing most value to the customer. The strategic pillars that enable an organization to become a WCO must be supported by effective information systems. Conventional information systems development approaches are not necessarily relevant for WCOs. Presents new approaches to developing the information for world‐class organizations.

Details

Management Decision, vol. 34 no. 2
Type: Research Article
ISSN: 0025-1747

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Book part
Publication date: 31 July 2020

Rita Berggren, Johanna E. Pregmark, Tobias Fredberg and Björn Frössevi

The literature on organizational change has long acknowledged the need to balance stability and economic efficiency with the need to be flexible and to change. Authors…

Abstract

The literature on organizational change has long acknowledged the need to balance stability and economic efficiency with the need to be flexible and to change. Authors, certainly in the dynamic capabilities tradition but also in other perspectives, have stressed the importance of more open and loosely coupled systems to promote adaption. However, many organizations do not operate on such premises but rather rely on creating efficient business units through tight coupling, building strict social and administrative control, and jointly relying on common systems. In this study, we conduct 46 interviews with employees from three different retail organizations to investigate how units in such tightly coupled systems change within the framework of the set standards. Through contrasting the characteristics of high and low functioning units, we identify three mechanisms that seem to enable the units to successfully and repeatedly realign and establish new configurations. We conclude that the orchestrator of all three realignment mechanisms is the middle manager, and we discuss the middle manager's role and the different activities that enable a successful realignment.

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Research in Organizational Change and Development
Type: Book
ISBN: 978-1-83909-083-7

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Book part
Publication date: 10 August 2018

Susan Albers Mohrman and Stu Winby

We argue that in order to address the contemporary challenges that organizations and societies are facing, the field of organization development (OD) requires frameworks…

Abstract

We argue that in order to address the contemporary challenges that organizations and societies are facing, the field of organization development (OD) requires frameworks and skills to focus on the eco-system as the level of analysis. In a world that has become economically, socially, and technologically highly connected, approaches that foster the optimization of specific actors in the eco-system, such as individual corporations, result in sub-optimization of the sustainability of the natural and social system because there is insufficient offset to the ego-centric purposes of the focal organization. We discuss the need for OD to broaden focus to deal with technological advances that enable new ways of organizing at the eco-system level, and to deal with the challenges to sustainable development. Case examples from healthcare and the agri-foods industry illustrate the kinds of development approaches that are required for the development of healthy eco-systems. We do not suggest fundamental changes in the identity of the field of organizational development. In fact, we demonstrate the need to dig deeply into the open systems and socio-technical roots of the field, and to translate the traditional values and approaches of OD to continue to be relevant in today’s dynamic interdependent world.

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Abstract

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Information Services for Innovative Organizations
Type: Book
ISBN: 978-0-12465-030-5

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Book part
Publication date: 27 November 2018

Georg von Krogh, Nina Geilinger and Lise Rechsteiner

This chapter seeks to advance the neglected debate on the ethical issues between formal organization and practice arising from innovation in an organization. To that end…

Abstract

This chapter seeks to advance the neglected debate on the ethical issues between formal organization and practice arising from innovation in an organization. To that end, the chapter discusses the sources of possible moral dilemmas for practitioners who belong to a practice with a shared identity, values, and standards of excellence, and who need to conform to new rules of formal organization. While formal organization ideally strives for generalized fairness principles for all organizational members when introducing an innovation, the contextualized nature of practices may lead to particular needs and goals of the practice which can only be recognized as such by practitioners and not by formal management, and to which procedural justice cannot respond. The chapter proposes how practitioners may interpret moral dilemmas, aligned with their practice-based identity and ethical values, and what options for action they may seek. The discussion is illustrated with examples of innovation in the field of information systems design.

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Article
Publication date: 23 April 2020

Oksana Lentjušenkova and Inga Lapiņa

Nowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the…

Abstract

Purpose

Nowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.

Design/methodology/approach

The developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.

Findings

Elaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.

Research limitations/implications

The approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.

Originality/value

In previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.

Details

Business Process Management Journal, vol. 26 no. 7
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 19 March 2020

Nizar Mohammad Alsharari, Mohammad Al-Shboul and Salem Alteneiji

This study aims to explain the implementation of Cloud enterprise resource planning (ERP) system and underlying factors and challenges that might be practiced by the…

Abstract

Purpose

This study aims to explain the implementation of Cloud enterprise resource planning (ERP) system and underlying factors and challenges that might be practiced by the users. It also provides a comparison between traditional and Cloud ERP systems.

Design/methodology/approach

The study uses qualitative case study and analyzes the primary evidences from in-depth interviews. It conducts a thematic analysis of the interviews' findings. Furthermore, the current study uses three groups of factors (technological, management and environmental) that are expected to be best determinants of the Cloud ERP implementation.

Findings

The findings provide an evidence that using the Cloud EPR system, as alternative to on premise traditional ERP system, is constructive to the success of organizations and improve the quality of their decision-making process. The findings also reveal that effectiveness of implementing Cloud ERP is reliable on the provider's professionalism; hence resulting in issues related to minimize organizational independence.

Research limitations/implications

This paper is subjected to case studies limitations, as it lacks rigor and generalization. The paper has important implications for practitioners and decision-makers alike as it presents real-life example about Cloud ERP implementation. It thus enhances decision-makers' ability to make a relevant reporting process in the small and medium enterprises (SMEs).

Originality/value

This study can be considered as a one of very few case studies that discusses Cloud ERP implementation in UAE organizations particularly SMEs. It also provides three groups of factors (technological, management and environmental) that are influenced by the Cloud ERP implementation.

Details

Journal of Small Business and Enterprise Development, vol. 27 no. 2
Type: Research Article
ISSN: 1462-6004

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Article
Publication date: 1 April 1986

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

Abstract

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

Details

Management Decision, vol. 24 no. 4
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 February 1989

Nikitas A. Assimakopoulos

Involvement in the effective design and use of computer‐basedinformation systems is essential for the manager of the 1990s. To bemost effective, systems must be designed…

Abstract

Involvement in the effective design and use of computer‐based information systems is essential for the manager of the 1990s. To be most effective, systems must be designed for the requirements of the manager‐user. Too often there is a communication gap between managers who are too busy, uninterested or unwilling to become directly involved, on the one hand, and on the other, the consultant who is more usually engrossed in the special nature of the system. The author aims to provide an up‐to‐date and integrated treatment of organisation and management, as well as to emphasise the utilisation of management information systems to improve the art of managing.

Details

Industrial Management & Data Systems, vol. 89 no. 2
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 8 June 2010

Seleshi Sisaye and Jacob Birnberg

The purpose of this paper is to develop a contingency framework that allows researchers to classify and study management accounting innovation within the context of the…

Abstract

Purpose

The purpose of this paper is to develop a contingency framework that allows researchers to classify and study management accounting innovation within the context of the literature on the sociology of diffusion and adoption.

Design/methodology/approach

The process of innovation in organizations involves two stages: the stages of diffusion and adoption along two dimensions of extent: technical and administrative, and scope: autonomous and systemic. A combination of these two dimensions yields four types of accounting innovations: mechanistic, organic, organizational development, and organizational transformation. Management accounting innovations has been studied using these four innovation typologies.

Findings

The paper suggests that management accounting researchers pay particular attention to an organization's approach to diffusion and adoption strategies of innovation, particularly, the extent and scope dimensions when designing and implementing process innovation programs.

Research limitations/implications

The innovation contingency framework developed in this paper facilitates the analysis of two important research questions. First, why have some innovations been readily accepted while other, apparently similar proposed innovations have not? Second, why has a particular innovation succeeded in some firms and failed in others?

Practical implications

The subject of accounting innovations and change are important to managers. Accounting innovations as administrative and technical innovations are intertwined in performance evaluation as well as compensation systems. Accordingly, they are resisted.

Originality/value

The paper's contribution is in the advancement of sociological theories in behavioral managerial accounting. The paper develops a process innovation framework that integrates organizational sociological research in process innovations, particularly in diffusion research.

Details

International Journal of Accounting & Information Management, vol. 18 no. 2
Type: Research Article
ISSN: 1834-7649

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