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1 – 10 of over 110000Yuka Fujimoto and Charmine E.J. Härtel
To overcome the shortcomings of diversity training programs, the purpose of this paper is to conceptualize an organizational diversity-learning framework, which features an…
Abstract
Purpose
To overcome the shortcomings of diversity training programs, the purpose of this paper is to conceptualize an organizational diversity-learning framework, which features an organizational intervention for employees’ joint decision-making process with other employees from different statuses, functions, and identities. Borrowing key principles from the diversity learning (Rainey and Kolb, 1995); integration and learning perspective (Ely and Thomas, 2001; Thomas and Ely, 1996), and the key practices informed by deliberative democratic theories (Thompson, 2008), the authors develop a new organizational diversity learning framework for behavioral, attitudinal, and cognitive learning at workplaces. They conclude with directions for future research.
Design/methodology/approach
This paper first presents an overview of key shortcomings of diversity training programs in relation to their group composition, design, content and evaluation. Second, it borrows the key principles of diversity learning (Rainey and Kolb, 1995); integration and learning perspectives (Ely and Thomas, 2001; Thomas and Ely, 1996), and the key practices informed by deliberative democratic theories (Thompson, 2008) to delineate the organizational diversity learning framework. Third, it presents a table of the approach contrasted with the shortcomings of diversity training programs and discusses practical and theoretical contributions, along with directions for future research.
Findings
This paper conceptualizes an organizational diversity-learning framework, which features an organizational intervention for employees’ joint decision-making process with other employees from different statuses, functions, and identities.
Research limitations/implications
The organizational diversity learning framework developed in this paper provides an inclusive diversity learning paradigm in which diversity learning rests in the experience of the learner. As stated by experiential learning theory, this framework encourages workers to heuristically learn about diverse perspectives in a psychologically safe environment, to reflect on different perspectives, and to create a new awareness about learning from others. As the participants learn to apply new repertoires for interacting with others in their daily work interactions (e.g. listening to different perspectives shared by unfamiliar social group members), it proposes that their behaviors may create a ripple effect, changing other colleagues’ attitudes, behaviors, and thinking patterns on working with diverse coworkers.
Practical implications
This paper provides detailed instructions for practitioners to facilitate diversity learning. It highlights a few key practical implications. First, the framework provides a method of organization-wide diversity learning through intersecting networks within the workplace, which is designed to reduce the elitist organizational decision making that mainly occurs at the upper echelon. Second, unlike other stand-alone diversity initiatives, the framework is embedded in the organizational decision-making process, which makes employees’ learning applicable to core organizational activities, contributing to both employees’ diversity learning and organizational growth. Third, the framework provides a preliminary model for transferring employees’ diversity learning in daily work operations, nurturing their behavioral learning to interact with different social groups more frequently at work and inclusive of their colleagues’ perspectives, feelings, and attitudes.
Social implications
Workforces across nations are becoming increasingly diverse, and, simultaneously, the gap and tension between demographic representation in the upper and lower echelons is widening. By joining with other scholars who have advocated for the need to move beyond diversity training programs, the authors developed the organizational diversity learning framework for meaningful co-participation of employees with different statuses, functions, and identities. By inviting minority perspectives into the organizational decision-making process, top managers can explicitly send a message to minority groups that their perspectives matter and that their contributions are highly valued by the organization.
Originality/value
There has not been a conceptual paper that delineates the diversity inclusive decision-making process within a workplace. The authors established the organizational diversity learning framework based on the diversity learning, organizational diversity integration and learning perspectives, and deliberative democracy practices. The proposed framework guides organizations in structural interventions to educate employees on how to learn from multiple perspectives for better organizational decision making.
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Tengku Adil Tengku Izhar, Torab Torabi and M. Ishaq Bhatti
This paper is about gathering the measurement data and making an effectiveness results to assist decision-making process to evaluate the level of the organizational goals…
Abstract
This paper is about gathering the measurement data and making an effectiveness results to assist decision-making process to evaluate the level of the organizational goals achievement. In order to achieve this aim, we designed GOAL framework as a platform represents five steps for domain experts and entrepreneurs to identify the relevant organizational data to assist decision-making process in relation to the organizational goals. The aim of this paper concentrates on the design of this framework. GOAL framework associated with the organizational goals ontology aim to identify the dependency relationship between organizational goals and dependency relationship between organizational data and organizational goals. Metrics is defined for this dependency to identify which organizational data is relevant to the organizational goals. The framework is flexible to change without affecting things around because the framework is applicable in any organizational data with different organizational goals.
Kim Aitken and Kathryn von Treuer
The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration within a…
Abstract
Purpose
The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration within a health consortia in Australia. Preliminary organisational and leadership competency frameworks were developed to serve as reference points as the consortia it expanded to cater for increased service demand in the midst of significant health reform.
Design/methodology/approach
The study design is outlined, which involved literature reviews and semi-structured interviews with key stakeholders to ascertain the key determinants of successful service integration at both organisational and leadership levels.
Findings
The literature reviews revealed little existing research specifically focused on the organisational and leadership competencies that underpin successful service integration. The themes from the literature reviews and semi-structured interviews informed the preliminary organisational and leadership competency frameworks. Both frameworks are outlined in the paper. Key determinants of successful service integration – at both an organisational and individual leadership level – are also presented.
Research limitations/implications
This is a one-organisation case study and the competency frameworks presented are preliminary. However, the study findings provide a foundation for further research focusing on the longer-term success of service integration.
Originality/value
Service integration in health is a new and emerging area, and there is little extant research exploring the organisational and leadership competencies underpinning its success. The competency frameworks presented in the paper may be of interest to other consortia and organisations engaged in service integration and other forms of merger and collaboration.
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Organizational culture is a critical factor in building and reinforcing knowledge management in organizations. However, there is no theoretical framework that comprehensively…
Abstract
Purpose
Organizational culture is a critical factor in building and reinforcing knowledge management in organizations. However, there is no theoretical framework that comprehensively explains the effect of organizational culture on knowledge management in organizations. This paper endeavors to develop a theoretical integrative framework for organizational knowledge management and organizational culture.
Design/methodology/approach
This is a conceptual paper. It modifies the “competing value framework” by adding a new dimension representing ethical and trusting culture, and then integrates it with the SECI model of knowledge creation and conversion by identifying the conceptual parallels between the two frameworks and then analyzing the interaction effects among the dimensions.
Findings
Based on the congruity between the modified competing values framework and the knowledge creation and conversion framework, the paper formulates six propositions about the propensity of organizations of different dominant cultural styles to engage in the four processes of knowledge creation and conversion.
Research limitations/implications
The dynamic nature of the framework presented in the paper points to the importance of longitudinal and comparative research in understanding the effects of organizational culture on organizational knowledge management systems in organizations.
Practical implications
The proposed integrative framework would facilitate organizational learning and lead to the improvement of knowledge management practices in organizations as it helps managers to understand the linkages between culture and knowledge management.
Originality/value
This paper presents a new framework linking organizational culture to knowledge management. It moves away from analyzing culture only in terms of its positive and negative influences on knowledge management. Instead, it suggests a typology of the kind of knowledge management processes that organizations are likely to focus on depending on the culture that prevails in an organization.
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Abel Yeboah-Ofori and Francisca Afua Opoku-Boateng
Various organizational landscapes have evolved to improve their business processes, increase production speed and reduce the cost of distribution and have integrated their…
Abstract
Purpose
Various organizational landscapes have evolved to improve their business processes, increase production speed and reduce the cost of distribution and have integrated their Internet with small and medium scale enterprises (SMEs) and third-party vendors to improve business growth and increase global market share, including changing organizational requirements and business process collaborations. Benefits include a reduction in the cost of production, online services, online payments, product distribution channels and delivery in a supply chain environment. However, the integration has led to an exponential increase in cybercrimes, with adversaries using various attack methods to penetrate and exploit the organizational network. Thus, identifying the attack vectors in the event of cyberattacks is very important in mitigating cybercrimes effectively and has become inevitable. However, the invincibility nature of cybercrimes makes it challenging to detect and predict the threat probabilities and the cascading impact in an evolving organization landscape leading to malware, ransomware, data theft and denial of service attacks, among others. The paper explores the cybercrime threat landscape, considers the impact of the attacks and identifies mitigating circumstances to improve security controls in an evolving organizational landscape.
Design/methodology/approach
The approach follows two main cybercrime framework design principles that focus on existing attack detection phases and proposes a cybercrime mitigation framework (CCMF) that uses detect, assess, analyze, evaluate and respond phases and subphases to reduce the attack surface. The methods and implementation processes were derived by identifying an organizational goal, attack vectors, threat landscape, identification of attacks and models and validation of framework standards to improve security. The novelty contribution of this paper is threefold: first, the authors explore the existing threat landscapes, various cybercrimes, models and the methods that adversaries are deploying on organizations. Second, the authors propose a threat model required for mitigating the risk factors. Finally, the authors recommend control mechanisms in line with security standards to improve security.
Findings
The results show that cybercrimes can be mitigated using a CCMF to detect, assess, analyze, evaluate and respond to cybercrimes to improve security in an evolving organizational threat landscape.
Research limitations/implications
The paper does not consider the organizational size between large organizations and SMEs. The challenges facing the evolving organizational threat landscape include vulnerabilities brought about by the integrations of various network nodes. Factor influencing these vulnerabilities includes inadequate threat intelligence gathering, a lack of third-party auditing and inadequate control mechanisms leading to various manipulations, exploitations, exfiltration and obfuscations.
Practical implications
Attack methods are applied to a case study for the implementation to evaluate the model based on the design principles. Inadequate cyber threat intelligence (CTI) gathering, inadequate attack modeling and security misconfigurations are some of the key factors leading to practical implications in mitigating cybercrimes.
Social implications
There are no social implications; however, cybercrimes have severe consequences for organizations and third-party vendors that integrate their network systems, leading to legal and reputational damage.
Originality/value
The paper’s originality considers mitigating cybercrimes in an evolving organization landscape that requires strategic, tactical and operational management imperative using the proposed framework phases, including detect, assess, analyze, evaluate and respond phases and subphases to reduce the attack surface, which is currently inadequate.
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Grace K.S. Ho, Carmen Lam and Rob Law
The purpose of this study is to develop a holistic resilience framework and its contributing factors for organizations in the hospitality and tourism industry for coping with…
Abstract
Purpose
The purpose of this study is to develop a holistic resilience framework and its contributing factors for organizations in the hospitality and tourism industry for coping with uncertain environments, such as those brought about by the COVID-19 pandemic.
Design/methodology/approach
This conceptual paper is based on a broad review of the literature on organizational resilience and strategic leadership. A conceptual framework is developed and discussed.
Findings
This study develops a holistic “strategic leadership-enhanced organizational resilience framework” that addresses the actions and mindsets required by hospitality and tourism organizations to attain organizational resilience and health.
Research limitations/implications
This study fills the research gap in corporate resilience frameworks for hospitality and tourism. This study has practical implications for the industry by suggesting specific actions that companies can take to enhance their organizational health and resiliency under environmental uncertainty.
Originality/value
Previous studies suggested only partial strategic resilience responses. This study constructs a holistic “strategic leadership-enhanced organizational resilience framework” in the hospitality and tourism context.
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Phil St John Renshaw, Emma Parry and Michael Dickmann
This study aims to present a framework relating to the organizational value of international assignments (IAs). This extends the existing framework by Lepak et al. (2007) and…
Abstract
Purpose
This study aims to present a framework relating to the organizational value of international assignments (IAs). This extends the existing framework by Lepak et al. (2007) and applies to other fields researching questions of value.
Design/methodology/approach
This is a conceptual paper that applies new thinking to the critical practical and theoretical issue of organizational value in global mobility (GM) and international business (IB) literature. The Lepak et al. (2007) framework is explained, used and extended to appraise the value of IAs to organizations.
Findings
The primary contribution is the establishment of a value framework within which future IA research can position itself, refining extant measures and thereby enabling greater cohesion in future studies. The secondary contribution, impacting beyond the field of GM, is the development of this framework, including the identification and discussion of value itself, the significance of organizational sub-levels, the extension of the definitions of isolating mechanisms and competition to explicate value capture, the importance of temporal analysis and the inclusion of value assessment.
Research limitations/implications
The paper is limited by its application to IAs at the organizational level only. However, the relationship with other levels is also explored. Research within different contexts or focusing on the other levels of value will increase the understanding of value.
Practical implications
Definitions of the value of IAs are extended, and practitioner implications are discussed.
Originality/value
A new framework for evaluating the organizational value of IAs and new definitions to enable this value to be assessed are produced.
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Lew Sook-Ling, Maizatul Akmar Ismail and Yuen Yee-Yen
The purpose of this paper is to propose an inclusive research model to overcome the single perspective issues of the previous research which were looking at either on knowledge…
Abstract
Purpose
The purpose of this paper is to propose an inclusive research model to overcome the single perspective issues of the previous research which were looking at either on knowledge management (KM) activity, information technology (IT) applications or information infrastructure capability (IIC) independently.
Design/methodology/approach
This paper reviewed and categorised five knowledge management (KM) frameworks: first, KM foundation studies; second, resource-based view studies; third, IIC studies; fourth, competitive advantage (CA) studies; fifth, organisational information processing theory studies to propose research model. Case studies based on face-to-face interviews were conducted to empirically analyse the proposed research model.
Findings
An inclusive research model was suggested to redress the key limitation of past studies in this research field.
Research limitations/implications
Since Asian countries are at present heading for the creation of a knowledge economy, the present study is important to assist government and researchers to develop the most suitable information infrastructure for effective KM in the organisation. The research model proposed by the present study can also become a key reference to the governments and researchers in other developing countries towards the creation of knowledge economy.
Practical implications
The model proposed by the present study will help organisations to examine the performance of their current information infrastructure towards developing new business processes, techniques and decisions for effective KM in the organisations.
Originality/value
The present study is one of the pioneer studies that integrating important IICs such as the integrating capability, data management capability, security capability, utility capability and collaborating capability in the research framework to assist knowledge-based companies to enhance current KM practices and attain long-term CA.
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Sandeep Kumar Singh and Mamata Jenamani
The purpose of this paper is to design a consortium-blockchain based framework for cross-organizational business process mining complying with privacy requirements.
Abstract
Purpose
The purpose of this paper is to design a consortium-blockchain based framework for cross-organizational business process mining complying with privacy requirements.
Design/methodology/approach
Business process modeling in a cross-organizational setting is complicated due to privacy concerns. The process mining in this situation occurs through trusted third parties (TTPs). It uses a special class of Petri-nets called workflow nets (WF-nets) to represent the formal specifications of event logs in a blockchain-enabled cross-organization.
Findings
Using a smart contract algorithm, the proposed framework discovers the organization-specific business process models (BPM) without a TTP. The discovered BPMs are formally represented using WF-nets with a message factor to support the authors’ claim. Finally, the applicability and suitability of the proposed framework is demonstrated using a case study of multimodal transportation.
Originality/value
The proposed framework complies with privacy requirements. It shows how to represent the formal specifications of event logs in a blockchain using a special class of Petri-nets called WF-nets. It also presents a smart contract algorithm to discover organization-specific business process models (BPM) without a TTP.
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Jesse F. Dillard, John T. Rigsby and Carrie Goodman
Institutional theory is becoming one of the dominant theoretical perspectives in organization theory and is increasingly being applied in accounting research to study the practice…
Abstract
Institutional theory is becoming one of the dominant theoretical perspectives in organization theory and is increasingly being applied in accounting research to study the practice of accounting in organizations. However, most institutional theory research has adequately theorized neither the institutionalization process through which change takes place nor the socio‐political context of the institutional formations. We propose a social theory based framework for grounding and expanding institutional theory to more fully articulate institutionalization processes. Specifically, we incorporate institutional theory and structuration theory and draw on the work of Max Weber in developing a framework of the context and the processes associated with creating, adopting and discarding institutional practices. We propose that the expanded framework depicts the socio‐economic and political context better and more directly addresses the dynamics of enacting, embedding and changing organizational features and processes. Expanding the focus of the institutional theory based accounting research can facilitate a more comprehensive representation of accounting as the object of institutional practices as well as provide a better articulation of the role of accounting in the institutionalization process.
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