Search results

We present a simulation designed to capture the impact of both formal authority ties and informal socialization ties on the performance of an organization adapting to a turbulent world. We present a summary of three key models that informed our approach and then outline and describe the operation of our resulting simulation. Using an experiment that manipulated both the authority network structure and the stress the organization placed on socialization, we show inefficient authority structures harm performance, and also that socialization has a strong and nonlinear impact on peak organizational performance and on the performance of top management. We also present a case study, instantiating the general model with the specific context of a real-world organization. Finally, our integrated multimodel suggests that companies should pursue different strategies in hiring key strategic actors than they do for other actors.

Integrating interdisciplinary studies with Human Capital Management Accounting (HCMA) refers to the dynamics of organized interdisciplinary action that are transversal or cross-cutting. This approach requires the mastery of a certain number of technical skills and disciplines, as well as the capacity to use them in a process to solve problems of financial performance. This is accomplished through the specific interaction tasks that are performed by each management function and operational unit, which act in real time with others, in the same direction as an organizational team, using a selected risk appetite threshold base.

Putting business fields side by side, (i.e., business disciplines silos, as is normally the case in MBA programs), is not enough to create the transversal interaction dynamic needed for firms to achieve expected financial performance goals. As a result, few graduates today have the cross-cutting or vertical skills required to act, in real time, from their workstation in accordance with the pyramid shape of the organization chart in order to create value.

This chapter presents the results of the interface established by a faculty member in the Accounting Department of the University of San Francisco with a “seasoned leader in the FinTech industry.” It proposes a single portal for employers and HRMs to which the continuing education services of professional training associations, executive education departments of colleges, and MBA schools and universities, can connect to issue the HCMA certificate supplementing their training offerings focused on “Leadership Development”.

Performance management can play an important role in the implementation of strategic change, by aligning employees’ mindsets and behavior with organizational goals. However, the ways in which employees react to change efforts aided by performance management practices are far from straight-forward. In this chapter, we develop a conceptual framework for understanding employees’ reactions to strategic change as a consequence of their occupational identities and their performance management outcome. We further apply the framework to an empirical study of a strategic change initiative in a school organization that was supported by a new performance management practice. We show how variations in perceived identity threat translate into four distinct patterns of emotional and behavioral reactions, where only one represents whole-hearted change acceptance. The study contributes to our understanding of individual- and group-level heterogeneity in reactions to strategic change, and also to a more nuanced conception of identity threat.

The Covid-19 pandemic, which started in China and spread rapidly all over the world in a short time, can be considered as a dynamic struggle that forces all individuals and therefore organizations to act with new strategies. When considered in terms of its effects and consequences, it can even be regarded as the beginning of a new world order. In this new order, individuals who are unintentionally exposed to chaos theories and possible disaster scenarios related to Covid-19, both in their daily life and in organizational life, can make an effort to continue their lives with the increase in their anxiety levels. While this new order, which shakes the vital balance, forces individuals to struggle, the managers of the organization become a part of this struggle. In addition to the individual struggles of the employees, organizations are also in a separate struggle as providing the necessary support. In this chaos environment, it is important that the psychological health of the employees and the strategic moves of the organizations are mutually supportive in order to ensure a healthier working life. Therefore, this research was carried out with the support of current data and literature to evaluate the Covid-19 pandemic under the headings of remote work, work−family balance and the psychological reflections they cause. In this context, the changes caused by covid-19 were evaluated from the employee’s point of view, and inferences were made from the possible consequences of the situation.