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Article
Publication date: 12 October 2018

Yuliansyah Yuliansyah and Johnny Jermias

Considering the significant contribution of service sector of the whole contribution of the economics, this study aims to investigate the impact of strategic performance…

1508

Abstract

Purpose

Considering the significant contribution of service sector of the whole contribution of the economics, this study aims to investigate the impact of strategic performance measurement sytstem (SPMS) on sustainability strategic outcomes in the industry through organizational learning and service strategic alignment.

Design/methodology/approach

Using a survey study, 158 usable data were analysed using SmartPLS.

Findings

The results show that service strategic alignment and organizational learning mediate the relationship between SPMS and performance for product differentiation companies. For cost leadership companies, the results indicate that there is no mediation of service strategic alignment and organizational learning on the relationship between SPMS and performance.

Research limitations/implications

This study first provides evidence that SPMS improves performance through service strategic alignment and organizational learning for product differentiation companies in which innovation is crucial to thrive and succeed. Second, it introduces to the literature the characteristics of SPMS.

Originality/value

New insights of implementation of SPMS in improving companies’ performance in Indonesian financial institutions are provided.

Details

International Journal of Ethics and Systems, vol. 34 no. 4
Type: Research Article
ISSN: 0828-8666

Keywords

Article
Publication date: 27 March 2009

John C. Crotts, Robert C. Ford, Vincent C.S. Heung and E.W.T. Ngai

Hospitality organizations, whether large or small, are complex entities requiring managers to work through frontline employees to manage every guest's moment of truth and meet…

2484

Abstract

Purpose

Hospitality organizations, whether large or small, are complex entities requiring managers to work through frontline employees to manage every guest's moment of truth and meet their firms' goals and objectives. This study aims to test propositions that firms whose staffing policies and systems are aligned with their strategic goals and objectives to outperform those firms with poorer organizational alignment.

Design/methodology/approach

Data were collected through a survey administered in winter of 2005 to 200 hourly wage employees from each of four matched hotels. Some 479 completed surveys were returned yielding a 59 percent response rate.

Findings

Between‐group differences in organizational alignment measures were statistically significant in the directions predicted. Specifically, subjects from the high organizational alignment hotels, on average, reported significantly higher organizational support, employee service commitment and employee satisfaction as compared to low organizational alignment properties.

Research limitations/implications

The findings of this study provide a strong indication that the workplace environment is a concept that employees are aware of which in turn influences their commitment and satisfaction.

Practical implications

This research provides managers with an assessment tool useful for ensuring that a firm is being effectively managed.

Details

International Journal of Culture, Tourism and Hospitality Research, vol. 3 no. 1
Type: Research Article
ISSN: 1750-6182

Keywords

Article
Publication date: 18 November 2019

Fabiola Bertolotti, Diego Maria Macrì and Matteo Vignoli

This paper aims to proposes a framework, labeled strategic alignment matrix, to attain organizational alignment by integrating the horizontal dimension of performance (results…

1096

Abstract

Purpose

This paper aims to proposes a framework, labeled strategic alignment matrix, to attain organizational alignment by integrating the horizontal dimension of performance (results driven by activities carried out by multiple organizational units) and the vertical one (results of single units) through the use of a sophisticated information structure composed by quantitative measures and management processes.

Design/methodology/approach

A science-based design approach was adopted. A review of the literature on strategic performance measurement systems (SPMS) and coordination allowed the identification of a set of design principles (guidelines reflecting the accumulated knowledge in the literature). The design principles guided the design of the proposed framework. The framework was tested in a tiles company on the new product development process.

Findings

Five design principles are presented for the design of a working SPMS as follows: to integrate the horizontal and vertical dimensions of performance; to have all the relevant information in one place (package); to understand how actors contribute to the overall performance; to favor the emergence of integrating conditions for coordination; and to enrich the role of quantitative non-financial information to attain inter-functional integration. During the test of the framework, managers highlighted the increased ability to coordinate actions and the existence of double-loop learning.

Research limitations/implications

The model was tested in one organization. The study should be replicated in other contexts connecting the strategic alignment matrix to the budgeting and incentive systems.

Originality/value

Working at the interface between science and design helps to address the theory-practice gap that has been a priority in management studies for long.

Details

Journal of Accounting & Organizational Change, vol. 15 no. 4
Type: Research Article
ISSN: 1832-5912

Keywords

Article
Publication date: 28 October 2014

Arijit Sikdar and Jayashree Payyazhi

Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or through…

9946

Abstract

Purpose

Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or through a process of “muddling through”. Although evidence suggests that 70 per cent of business process reengineering programmes have failed due to lack of alignment with corporate change strategy, the question of alignment of workflow redesign with the organizational change process has not received adequate attention. The purpose of this paper is to provide a framework for managing organizational change in a structured manner during workflow redesign, a perspective missing in the literature on business process management (BPM) implementation.

Design/methodology/approach

This paper attempts to integrate the 8-S dimensions of Higgins model across the different phases of workflow redesign to develop a process framework of managing organizational change during BPM workflow redesign. As an exploratory study the paper draws on existing literature on BPM and change alignment to conceptualize an alignment framework of associated managerial activities involved during different phases of BPM workflow redesign. The framework is evaluated against two case studies of business process implementation to substantiate how lack of alignment leads to failure in BPM implementation.

Findings

The paper provides a conceptual framework of how organizational change should be managed during BPM implementation. The model suggests the sequence of alignment of the 8-S dimensions (Higgins, 2005) with the different phases of the workflow redesign and identifies the role of the managerial levels in the organization in managing the alignment of the 8-S dimensions during business process change.

Practical implications

This framework would provide managers with an execution template of how to achieve alignment of the workflow redesign with the 8-S dimensions thus facilitating effective organizational change during business process implementation.

Originality/value

This paper proposes a process model of how organizational elements should be aligned with the workflow redesign during business process change implementation. No such model is available in BPM literature proposing alignment between hard and soft factors.

Details

Business Process Management Journal, vol. 20 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 28 February 2024

Yao Chen, Liangqing Zhang, Meng Chen and Hefu Liu

Drawing on the knowledge-based view, this study investigates how IT–business alignment influences business model design via organizational learning and examines the moderating…

Abstract

Purpose

Drawing on the knowledge-based view, this study investigates how IT–business alignment influences business model design via organizational learning and examines the moderating role of data-driven culture in the relationship between IT–business alignment and business model design via organizational learning.

Design/methodology/approach

Using multi-respondent survey data collected from 597 Chinese firms, mediation and moderated mediation analyses were used to examine this study's hypotheses.

Findings

The mediation test results revealed organizational learning served as a mediator between IT–business alignment and two types of business model design (i.e. novelty- and efficiency-centered). In addition, data-driven culture strengthened the indirect effects of IT–business alignment on these two types of business model design via organizational learning.

Originality/value

This study extends current understandings of the relationship between IT–business alignment and business model design by revealing the mediating role of organizational learning and investigating its indirect effects under various degrees of data-driven culture. As such, it contributes to the literature on the business model and IT–business alignment and provides insights for managers seeking to achieve the expected business model design.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

Keywords

Open Access
Article
Publication date: 18 July 2023

Tomasz Mucha, Sijia Ma and Kaveh Abhari

Recent advancements in Artificial Intelligence (AI) and, at its core, Machine Learning (ML) offer opportunities for organizations to develop new or enhance existing capabilities…

Abstract

Purpose

Recent advancements in Artificial Intelligence (AI) and, at its core, Machine Learning (ML) offer opportunities for organizations to develop new or enhance existing capabilities. Despite the endless possibilities, organizations face operational challenges in harvesting the value of ML-based capabilities (MLbC), and current research has yet to explicate these challenges and theorize their remedies. To bridge the gap, this study explored the current practices to propose a systematic way of orchestrating MLbC development, which is an extension of ongoing digitalization of organizations.

Design/methodology/approach

Data were collected from Finland's Artificial Intelligence Accelerator (FAIA) and complemented by follow-up interviews with experts outside FAIA in Europe, China and the United States over four years. Data were analyzed through open coding, thematic analysis and cross-comparison to develop a comprehensive understanding of the MLbC development process.

Findings

The analysis identified the main components of MLbC development, its three phases (development, release and operation) and two major MLbC development challenges: Temporal Complexity and Context Sensitivity. The study then introduced Fostering Temporal Congruence and Cultivating Organizational Meta-learning as strategic practices addressing these challenges.

Originality/value

This study offers a better theoretical explanation for the MLbC development process beyond MLOps (Machine Learning Operations) and its hindrances. It also proposes a practical way to align ML-based applications with business needs while accounting for their structural limitations. Beyond the MLbC context, this study offers a strategic framework that can be adapted for different cases of digital transformation that include automation and augmentation of work.

Article
Publication date: 3 November 2022

Sang Bong Lee and Taewon Suh

Although the alignment between mission statement and leadership practices leads to higher employee performance, it is unclear how the alignment is linked with employee work…

Abstract

Purpose

Although the alignment between mission statement and leadership practices leads to higher employee performance, it is unclear how the alignment is linked with employee work engagement (EWE), and this vague linkage is a significant research gap in internal branding. Therefore, the current study aims to focus on management mission alignment as perceived by employees as an antecedent of EWE, and clarifies its related mechanism for EWE.

Design/methodology/approach

The current study uses survey data (n = 150) from the airline industry and analyzes the data by adopting structural equation modeling.

Findings

Employee perception of management mission alignment affects EWE directly and indirectly through emotional exhaustion and organizational identification. Also, employee mission engagement can enhance the effect of management mission alignment on EWE.

Originality/value

The current study makes three contributions to internal branding and employee engagement literature. First, as a response to the need to investigate a driver of EWE, it identifies management mission alignment as an initiator of EWE. Second, as an effort to elucidate the unclear mechanism for EWE, it demonstrates three different processes for EWE, represented by the three theories, including job demand-resource theory, conservation of resource theory and social identity theory. This sheds light on the process where management mission alignment has influences on EWE. Third, it proposes employee mission engagement as an employee mission-related factor that can moderate the effect of management mission alignment on EWE.

Article
Publication date: 21 December 2021

Abdelmohsen A. Nassani and Abdullah Mohammed Aldakhil

The purpose of the research was to examine the effect of strategic orientation on organizational innovativeness of small and medium enterprises (SMEs). Moreover, in order to…

Abstract

Purpose

The purpose of the research was to examine the effect of strategic orientation on organizational innovativeness of small and medium enterprises (SMEs). Moreover, in order to highlight the constructive role of strategic orientation, the study also observes the intervening role of strategic alignment and moderating role of strategic flexibility.

Design/methodology/approach

Data were collected from 209 owner/managers of SMEs through self-administered questionnaires. Descriptive statistics, correlation and hierarchical regression were used for testing the study hypotheses.

Findings

Results revealed that strategic orientation is positively related to SMEs innovativeness. Strategic alignment mediates between the strategic orientation and innovativeness link. Furthermore, the findings also established that the association between strategic orientation and strategic alignment is stronger when SMEs are strategically flexible.

Originality/value

Organizational innovativeness is of vital importance for SMEs strength, especially in the context of developing economies. Although researchers have acknowledged several antecedents of SMEs innovativeness, however, it is still unclear how strategic orientation influences organizational innovativeness. Moreover, the study focuses on another important element of strategic alignment through the integration of goals and strategies to achieve innovativeness.

Details

European Journal of Innovation Management, vol. 26 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 14 October 2019

Saurabh Srivastava and Derrick E. D’Souza

The purpose of the study is to investigate whether the alignment between organizational capabilities is idiosyncratic to an organization or a predictable pattern of alignments can…

Abstract

Purpose

The purpose of the study is to investigate whether the alignment between organizational capabilities is idiosyncratic to an organization or a predictable pattern of alignments can be identified across organizations.

Design/methodology/approach

Survey design is used to collect data from upper- and mid-level managers of organizations operating in the software industry. A total of 219 responses are used to test the study hypotheses. Partial least squares structural equation modeling and regression analysis are used for data analysis and hypotheses testing.

Findings

Results suggest that the alignment between strategic thinking and absorptive capacity is different for organizations with a prospector-type strategic orientation compared to organizations with other types (defenders and analyzers) of strategic orientations. The study also finds that the pattern of alignment holds for each dimension of absorptive capacity.

Originality/value

There is limited research on the alignment between the three types of organizational capabilities (metaphysical, dynamic and ordinary). This may have transcended from arguments that if organizational capabilities are truly idiosyncratic, they should not be expected to follow a predictable pattern of alignments across organizations. To the best of the authors’ knowledge, this study is the first to empirically investigate and provide evidence that the alignment between organizational capabilities is contingent on the strategic orientation of the organizations. The findings offer hope for the development of a generalizable theory of organizational capability alignment in organizations.

Details

Management Research Review, vol. 43 no. 3
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 9 May 2008

Christopher M. Branson

The purpose of this paper is to, first, establish the interdependency between the successful achievement of organisational change and the attainment of values alignment within an…

16399

Abstract

Purpose

The purpose of this paper is to, first, establish the interdependency between the successful achievement of organisational change and the attainment of values alignment within an organisation's culture and then, second, to describe an effective means for attaining such values alignment.

Design/methodology/approach

Literature from the fields of organisational change, organisational culture, philosophy, psychology, and values theory is reviewed in order to develop and test the hypothesis that successful organisational change can only occur when those affected by the change are able to willingly commit to an agreed set of values aligned with the accomplishment of the organisation's new outcomes. The paper then presents and reports on a trial of a simple and effective framework for achieving such values alignment in an organisation.

Findings

This paper supports the view that the currently acknowledged widespread resistance to organisational change is caused by a failure of current organisational change strategies to attend to a values alignment process for all those people affected by the desired change. Moreover, this paper proposes that values alignment may not just be an important integral part of organisational change strategies; it could well be the bedrock, the foundation, on which all truly successful organisational change depends.

Practical implications

The values alignment process presented in this paper provides a very effective and efficient means for enabling people to discern, discuss, and actively support those values that will help the organisation to make desired changes. In essence, this process enables the alignment between personal and organisational values to occur and, thereby, allowing the organisation to evolve and remain viable.

Originality/value

The paper provides a unique perspective on the important process of values alignment within any truly successful organisational change strategy.

Details

Journal of Educational Administration, vol. 46 no. 3
Type: Research Article
ISSN: 0957-8234

Keywords

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