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Strategic planning and strategy implementation are proposed to impact overall performance. However, the purpose of this study is to empirically examine the mediating effect of organisational excellence on the relationship between strategic planning, strategy implementation and organisational performance (OP).

Hypotheses have been developed for testing using primary data obtained through a survey questionnaire. The data were gathered from the Dubai police organisation. Out of a total of 500 questionnaires, only 244 questionnaires were returned. For measurement and structural models, the structural equation modelling (SEM) approach was used to analyse the data.

All proposed hypotheses were supported and confirmed the positive and significant relationships between strategic planning, strategy implementation, organisational excellence and OP. Statistical findings using SEM-partial least square also confirmed the mediating role of organisational excellence as a mechanism between strategic planning, strategy implementation and OP.

Results discussed many valuable implications. The outcomes will help managers, decision-makers and practitioners to consider organisational excellence strategy when implementing strategic planning process to achieve the best performance.

The current study is one of the most important empirical studies to analyse and examine the relationships between strategic planning, strategy implementation organisational excellence and business performance. In addition, this study is one the rare studies that involve excellence as a practice when implementing strategic planning process.

Clinical genomics is a complex, innovative medical speciality requiring clinical and organizational engagement to fulfil the clinical reward promised to date. Focus thus far has been on gene discovery and clinicians’ perspectives. The purpose of this study was to use implementation science theory to identify organizational barriers and enablers to implementation of clinical genomics along an organizations’ implementation journey from Preadoption through to Adoption and Implementation.

We used a deductive qualitative approach study design drawing on implementation science theory - (1) Translation Science to Population Impact Framework, to inform semi structured interviews with organizational decision-makers collaborating with Australian and Melbourne Genomics, alongside and (2) Theoretical Domains Framework (TDF), to guide data analysis.

We identified evolving organizational barriers across the implementation journey from Preadoption to Implementation. Initially the organizational focus is on understanding the value of clinical genomics (TDF code: belief about consequences) and setting the scene (TDF code: goals) before organizational (TDF codes: knowledge and belief about consequences) and clinician (TDF codes: belief about capability and intentions) willingness to adopt is apparent. Once at the stage of Implementation, leadership and clarity in organizational priorities (TDF codes: intentions, professional identity and emotion) that include clinical genomics are essential prerequisites to implementing clinical genomics in practice. Intuitive enablers were identified (e.g. ‘providing multiple opportunities for people to come on board) and mapped hypothetically to barriers.

Attention to date has centred on the barriers facing clinicians when introducing clinical genomics into practice. This paper uses a combination of implementation science theories to begin to unravel the organizational perspectives of implementing this complex health intervention.

This study aims to understand how public sector organizations can successfully implement organizational information systems (IS). It identifies the factors that contribute to the success of organizational IS implementation in public universities.

Both qualitative and quantitative research methods are used. The proposed research model is based on previous studies and primary qualitative research, including in-depth interviews, telephone surveys and mail surveys using semi-structured questionnaires to identify the determinants and measures of implementation success. Based on the first mail survey’s results, quantitative research is conducted to test the research hypotheses. The data are gathered from university personnel at 40 public universities, and the study focuses on the implementation of student registration systems.

The results suggest that successful implementation of organizational IS includes the decisions of both those in authority and users. The external and internal organization and individual user factors have direct relationships with the measure of implementation success, which suggests significant differences between authorities and users.

The analysis is based on the viewpoint of public university personnel; however, the findings suggest the need for further research on other public organizational IS as well as other public service operations.

The study clearly suggests a set of factors to guide public universities in successfully implementing organizational IS for local conditions of a developing country.

The study contributes to the understanding of effective IS implementation in public universities in a developing country.

Although an increasing number of organisations implement the Information Technology Infrastructure Library® (ITIL®) with the aim to improve provision of information technology services to their customers, a significant number of ITIL implementations do not achieve the expected outcomes. The organisational change strategies of organisations during ITIL implementation initiatives may have an effect on success, but empirical research on this topic is scarce. The paper aims to discuss these issues.

A multiple case study methodology comprising successful ITIL implementations in eight large Australian organisations is used. A socio-technical systems approach represented by Leavitt’s Diamond is adopted as a lens to shed light on the attributes of effective organisational change strategies for successful ITIL implementation.

This paper identifies organisational change strategies employed by organisations that have effected a successful ITIL implementation. The authors identified that the ITIL implementation required changes to the four components of the socio-technical work system (STS) identified in Leavitt’s Diamond. Changes to one STS component affected other STS components when implementing ITIL; and that effort applied to the STS components did not need to be equal, but appropriate to the requirements of the ITIL implementation and the organisation.

The sample size of eight ITIL implementation cases studied may limit the generalisation of findings.

This research provides IT service management researchers and ITIL practitioners, for the first time, information about organisational change strategies as applied to successful ITIL implementations.

This research has developed novel insights into organisational change strategies and ITIL implementation that had not previously been explored.

The purpose of this study is to illustrate how the adoption of new enterprise resource planning (ERP) systems affects sensemaking in the process of Organizational Identity (OI) integration after a Merger and Acquisition (M&A).

Within a wider case study about an acquisition in chemical/pharmaceutical industry, the paper describes the effects of SAP adoption and implementation on the organizational identity. This methodology, based on semi‐structured interviews to project leaders and to team members, has allowed a deep comprehension of the context, even if results cannot provide statistical evidence of relationships.

Using the Swanson and Ramiller's approach to innovation, the paper argues that ERP adoption and implementation support sensemaking process if innovation takes place with mindfulness and because, in that case, people interact on symbolic meanings sharing retrospective knowledge and cognitive causal maps. After an M&A there are conditions for a mindful innovation with IT and therefore innovating with IT can be an effective way to enforce sensemaking process and, as a consequence, to influence the Organizational Identity evolution. In a constructionist approach, the evolution of organizational identity requires a social negotiation among members where sensemaking has a primary role. So, the integration process following acquisitions can be facilitated by adopting, implementing and assimilating common IT solutions with mindfulness.

The first limitation of this study is referred to timing. The author entered into the company within a year after the acquisition and went out at the beginning of SAP assimilation phase. Therefore, some perceptions could still evolve in different ways. The second limitation depends on the fact that the author analyzed a single case. By focusing on one case of acquisition – an acquisition that gives value to acquired company – the author might be limiting the transferability of the findings.

These results can be useful for both scholars and practitioners. Managers who face organizational change can consider the adoption and implementation of ERP as an opportunity to influence the evolution of Organizational Identity according to strategic priorities.

The value of this study is in its approach that links a strategic level (the new organizational identity expected by managers) with a social level (the new organizational identity that comes from interaction among people). This link is realized not using the ERP as an artefact but using the process of its adoption and implementation.

The purpose of this paper is to explore when and how Korean firms learn from internationalization to develop new competencies to serve an international market.

This study adopted a contingency perspective to examine the relationship between organizational coordination and organizational implementation capabilities. A conceptual framework was tested based on data obtained from Korean firms.

The results suggested a discrepancy between the direct and indirect influences of internationalization. On the one hand, there is an inverted U-shaped pattern in the direct relationship between internationalization and organizational implementation capabilities; that is, high levels of internationalization may reduce organizational implementation capabilities. On the other hand, the evidence for a U-shaped moderation suggests that high levels of internationalization can help a firm become capable of amplifying the value of cross-functional coordination in organizational implementation capabilities. In addition, technological changes weaken the positive impact of organizational coordination on organizational implementation capabilities.

Empirical research on the role of internationalization and dynamic environments in the context of new product development (NPD) affirms the importance of testing the curvilinear moderation beyond a linear two-way interaction.

The present study offers insights into the importance of high levels of internationalization in enabling Korean firms to create effective cross-functional coordination to serve an international market with new products.

This is the first review focusing on the role of internationalization in NPD.

This paper aims to look at the implementation of project-funded research governance and its potential to induce organisational learning on responsible research and innovation (RRI). This paper analysed what types of organisational learning and change can take place within organisations of an Europe-funded project and to what extent. This paper examined whether and how change occurs and how it is shaped and co-produced with other orderings.

The paper is based on materials and evidence collected while working on the internal evaluation of a Horizon 2020-funded project. Analysis of the results of the mixed methods evaluation design was used to characterise occurrences of organisational learning and change.

The authors identified different forms of learning (single-loop learning, double-loop learning, reflexive and reflective learning and situational learning). The extent of learning that could lead to long-lasting organisational change was limited. This was due to the project-based and organisational design, the key-based definition of RRI and the indeterminacy of what constitutes learning and change – both at the level of funding and performing the project. For organisational change to occur, the authors argue for governance mechanisms based on reflexive learning that consider a range of structural conditions and measures.

Organisational learning plays an important role in change processes, which has so far been given too little consideration concerning the governance and implementation of RRI through project-based funding. The authors argue for a restructuring of governance and funding mechanisms to create more space for reflexivity and learning.

Employee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.

This study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of employee engagement in organisations and the impact of online/social media, as part of communication, on employee engagement.

The statistical analyses indicate that the dimensions organisational strategy and implementation, organisational commitment and team commitment are significant predictors of employee engagement. On-line/social media has a negative effect on employee engagement. However, according to the results, communication in organisations can be improved, especially by using online/social media more effectively.

This includes low response rate from some groups.

The importance of secondary general management tasks, particularly motivation and communication, in mobilising employees to cooperate in pursuing organisational goals, became apparent. This study reflects the adverse effect of a lack of leadership and management skills, and ineffective use of online/social media on organisational performance, as reported in academic and practitioner research. Regardless, practitioners can apply the levers of motivation, via structural dimensions of organisation, to activate psychological presence which drives employee engagement and in turn facilitates strategy implementation and consequently organisational effectiveness. Scholars can modify their research agendas by investigating the “(un)availability” of human resources to improve organisational effectiveness.

The costs of disengaged employees are high, in terms of productivity losses and the performance gap, with adverse consequences for society.

Employee engagement as a driver of strategy implementation is an overlooked area of research. This study offers a better explanation of employee engagement as a mechanism to improve strategy implementation, thus reducing the performance gap, and consequently waste. Employee engagement engenders employee support to pursue organisational goals, in a coordinated system of cooperation, and is produced by the structural dimensions of organisation, the parameters within which psychological presence is activated. Psychological presence drives employee engagement which enables employees to be available to implement strategy to achieve organisational goals and thus organisational effectiveness. Engagement at a broader level than individual is significant.

The purpose of this paper is to examine the implications of implementing innovation in experimental schools (focussing on R & D) for school effectiveness post-intervention (five years). Based on theoretical models of social exchange and “conservation of resources” (Hobfoll, 1989), the authors focussed on assessing the effects of implementing innovation on individual outcomes (strain) and school level outcomes (social cohesion, emotional conflict, organizational innovation). The authors compared three types of schools: schools that have completed the implementation process (after), schools still in the implementation process (during) and schools not participating in the implementation process (control group).

A sample of 75 schools (23 non-experimental, 25 during the experiment, 27 post-experiment) was used. Data were collected from teachers and principals to avoid a single source bias.

MANOVA analyses suggest that the process of implementation of innovation contributes to organizational effectiveness: differences were found between the control group and the two groups of experimental schools. The two groups of experimental schools showed higher levels of organizational innovation and social cohesion and lower levels of emotional conflict and strain as compared to the control group.

This study concentrated on the question of the direct links between the study variables – the effects of the implementation of innovation on school functioning. It would be interesting to examine the limit conditions (encourage – discourage factors) for these relations.

Findings suggest that a structured process of implementing innovation contributes not only to the outcome of innovation in school, but also enhances overall school functioning.

Permits the authors to deepen the knowledge of the potential of organizational processes of innovation in schools over time (pre-during-post process).

The purpose of this paper is to examine the role of organisational climate in readiness for change (RFC) with particular focus on Lean Six Sigma (LSS) and to develop and operationalise an instrument to measure organisational climate to determine the organisational readiness of the Kenya Institute of Management (KIM) to progress to the next stage of the LSS implementation lifecycle.

A case study outlining the KIM journey to LSS is described. A quantitative survey was developed based on the ten organisational climate dimensions discovered by Ekvall (1983) and redefined by Lauer (1994). This was then used to measure the climate of the case study organisation. Data were analysed to determine individual perceptions of the climate dimensions within KIM. The average score for each dimension was used to determine overall organisational performance and hence RFC.

The generally positive scores across each dimension of the survey indicate that the KIM climate is ready for the next stage of its LSS implementation lifecycle although there may be some isolated pockets (individuals or groups) of resistance to change. However, the range of scores on each dimension indicates that there is disagreement within the survey group about the overall organisational climate.

The response rate to the climate survey questionnaire was only two-thirds of the total staff at KIM Headquarters and approximately one-fifth of all staff. The views of non-respondents are therefore not known and this may bias the results.

Since climate influences RFC it is essential that an organisation can measure it to ensure its environment is conducive to the implementation of change generally and LSS particularly. The developed questionnaire is easy to use, easy to analyse and easy to interpret making it an ideal climate measurement instrument.

Previous papers on LSS concentrate on organisational culture rather that climate as a success factor for LSS implementation. This paper addresses that omission.