Search results

Members in the international joint ventures (IJVs) for high-speed rail (HSR) projects usually engage in coopetition interactions to create common benefits (CB) and simultaneously safeguard private benefits (PB). Previous studies of coopetition and performance using variance-based methods usually ignore the combinational influence of diverse coopetition constructs on performance, which can be effectively compensated by adopting a configuration perspective. Therefore, this research aims to ascertain various combinations of three coopetition constructs (coopetition relationship, coopetition capability and coopetition strategy) that lead to high IJVs’ performance through a configuration approach.

First, the research framework of coopetition configuration was established, and the key constructs were operationalized, which were validated by expert interviews. Then the information on 12 HSR IJVs was collected and quantified through nine rounds of interviews and a questionnaire survey. Later, the fuzzy-set qualitative comparative analysis (fsQCA) was applied to explore what coopetition configurations benefit the CB or PB achievement.

Configuration results indicate that six coopetition configurations lead to CB outcome and seven configurations lead to PB outcome. Based on the results, coopetition contexts are divided into four categories: firm-based coopetition, project-based coopetition, firm-project-based coopetition and none-based coopetition. Then, a selection scheme for coopetition strategies in various contexts has been developed. The results also show that the core conditions mostly appear in the coopetition relationships and coopetition strategies dimensions, and the optimal coopetition strategies vary in different contexts.

This study enhances the theoretical understanding of coopetition in HSR IJVs and assists relative HSR industrialists, as well as the mega infrastructure project managers, in IJVs’ implementation. The configuration perspective of this paper also contributes to a systemic and holistic view of coopetition in HSR IJVs.

The importance of sustainable public procurement is growing in many countries and industries, including higher education institutions (HEIs) in China. However, in China, the practice of sustainable public procurement is currently limited due to various reasons. This study aims to identify the main challenges faced by Chinese HEIs when it comes to sustainable public procurement. The identification of the challenges encountered by HEIs in sustainable public procurement practices not only has practical significance in terms of improving efficiency, sustainability, competitiveness and guiding policymaking but also has theoretical significance in terms of enriching the knowledge body, facilitating the dissemination of sustainability and supporting international comparative research. To identify these challenges, the study gathered data from a small sample of procurement supervisors, experts and commissioners in HEIs using the Delphi method. The study concludes that Chinese HEIs can address the challenges of sustainable public procurement through measures such as fundraising, technology and equipment upgrading, supply chain optimization, regulatory compliance and raising awareness and providing training.

To pinpoint the challenges of sustainable public procurement faced by HEIs in China, this study began by obtaining data from a small sample of procurement supervisors, experts and commissioners in HEIs who are knowledgeable about the issue through the Delphi method. Secondly, the collected challenge factors were also subjected to a literature review to identify the most common challenges in recent papers published around the world. Thus, it was possible to assess the relationship between the challenges mentioned by researchers in China and other countries.

The main challenges faced by HEIs in China in implementing sustainable public procurement are the focus on economic efficiency, the experience and awareness of procurement staff, policy ambiguity as well as culture, management mechanisms and leadership attitudes in the organizations. The study concludes that Chinese HEIs can effectively overcome the challenges of implementing sustainable public procurement through a variety of measures, including fundraising, technology and equipment upgrading, supply chain optimization, regulatory compliance and awareness raising and training.

Some limitations should be considered in this study. Judging by the sample size, it is clear that the results of the study are limited. Although the number of experts involved in the study is required, caution should be exercised when generalizing the results, as this may not be representative of the entire population. In future studies, the use of a larger sample size could be considered to overcome this problem. Related to this limitation is the uneven geographical distribution of the sample, and this study only considered the situation of HEIs in Jiangsu Province, China, which is not representative of the national region.

The practical significance can be seen in two aspects. First, accurately identifying challenges can help HEIs optimize the implementation of their sustainable purchasing policies, leading to more efficient resource allocation and reduced unnecessary resource consumption. Second, by addressing these challenges, HEIs can better fulfill their social role in sustainable development, contributing to the triple bottom line of the economy, environment and society. Implementing sustainable procurement strategies not only enhances the social image of HEIs but also attracts a broader student base and financial support, ultimately improving their competitive position in the education market. A deeper understanding of these challenges provides policymakers with a basis to develop a more operational and targeted policy framework to support sustainable procurement in HEIs.

This study succeeded in answering two research questions that provide practical implications for public procurement practitioners, researchers and policymakers. Although HEIs in China do not practice sustainable public procurement at a high rate, however, with the spread of sustainability and environmental awareness, more and more HEIs are beginning to realize the importance of sustainability and are gradually taking it into account in their procurement.

The findings of the study not only significantly enrich the existing body of knowledge on sustainable public procurement, but also support the selection of challenge variables that must be addressed first to facilitate the application of sustainable procurement in China’s HEIs.

This paper analyzes the ways in which accounting enables operations managers to enter and perform multiple roles in their interplay with organizational groups on the shop floor and in management, and the associated negotiations that operations managers have with “the self.”

Using field-based studies in a mining organization, the study draws on Goffman’s backstage–frontstage metaphor to analyze how operations managers enter and perform several roles with the aid of accounting.

The findings show that accounting legitimizes operations managers when they cross organizational boundaries, as accounting gives them an “entry ticket” that legitimizes their presence with the group. Accounting further allows operations managers to embrace more than one role by “putting on a mask” to become an outsider or insider in relation to a group. In performing their roles, operations managers exhibit varying attributes and knowledge. Accounting can thereby be withheld from, or shared with, organizational groups. The illusion of accounting as deterministic presented frontstage is not necessarily negotiated that way backstage. Rather, alternatives discussed backstage often become silenced in the frontstage performance. The study concludes that operations managers cross boundaries, embrace roles and exert agency as they navigate with accounting, enrolling it into their performance simultaneously as they backstage reflect upon accounting and its role for their everyday work.

This study relies on the frontstage/backstage metaphor to visualize the discrepancies in how accounting is enrolled into role performances and how seemingly categorical fronts do not necessarily share that dominant position backstage.

Organisational strategy becomes reality by connecting organisation’s resources and capabilities in daily operations, and physical workspace is one of the environments in which this takes place. This study aims to explore to what extent factors required for successful strategy implementation are considered when designing, using and managing workspaces of knowledge-intensive organisations.

For the study, managers in 25 large and medium-sized knowledge-intensive organisations were interviewed. The semi-structured interviews focused on organisation’s strategy, strategy implementation practices and workspace design and management. To form a comprehensive framework of strategy implementation success factors for the study, the factors of 11 frameworks were analysed, grouped and renamed.

Current workspace design, usage and management mainly support human-related strategy implementation factors. However, both organisation- and human-related factors are needed for the strategy implementation to be successful. Therefore, the organisations studied may have unused potential in their workspaces to ensure strategy-aligned operations and behaviour.

Due to the potential imbalance between organisation- and human-related strategy implementation factors, a more holistic, organisational-level approach to workspace design, usage and management is recommended to ensure the success of strategy implementation.

Workspaces have extensively been studied from individual strategy implementation factors’ as well as employees’ perspectives. Prior to this work, there are only few studies exploring workspace in the holistic, strategy implementation context.

Purpose: The study is focussed on redesigning work and green job structures for organisational sustainability. The contribution of this chapter is two-fold: HR practices can be redesigned to incorporate eco-friendly principles into job roles and explore green human resource management (HRM) as innovative approaches that organisations can adopt to promote environmental responsibility and sustainable practices within their workforce.

Need of study: The study on green HRM and job redesign is crucial for organisations to align operations with environmental sustainability. It addresses the need for practical guidelines and strategies for implementing sustainable practices. With increasing emphasis on corporate social responsibility and stakeholder demand, this study is essential for organisations to enhance their reputation, attract environmentally conscious talent, and positively impact society and the environment.

Methodology: The chapter is conceptually oriented; the data utilised in this study will primarily rely on secondary sources.

Findings: The findings demonstrated that adopting green HRM practices can help businesses improve their environmental performance and employee satisfaction. These procedures also allow the organisation to remain sustainable, guaranteeing its long-term success.

Practical implications: Humans know that redesigned work and job structures in green HRM can allow staff members to learn new sustainability-related skills and knowledge, boosting their professional growth and future employability. Redesigning work structures and implementing green HRM practices can also increase employee pride and loyalty to the company by integrating them into a mission-driven, sustainability-focussed workforce.

This research examines the long-held belief in the adaption-related literature that a firm’s ability to adapt organizational structure to changing environments is related to superior performance. We create and test a construct that reflects an organization’s ability to change structure, which we call Supply Chain Structural Adaptability (SCSA), rather than relying on proxies (e.g. structural form or organizational modularity) used in prior studies.

Quantitative data was collected from 218 firms to test our conceptual model.

We find that SCSA has a mixed effect on profitable growth under various environmental conditions.

We find evidence that refutes two widely held assumptions in organization research, namely, that structural form serves as a reasonable proxy for structural adaptability and that the benefits of adaptive capabilities always increase as environmental dynamism increases.

This paper aims to investigate how the technical logics of a World Bank-led performance management reform interacted with the social, political and historical logics within a developing country (DC) regulatory organisation. The institutional environment both within and outside the organisation was considered to understand the performance management reform experience.

An interview-based, longitudinal, qualitative case study approach was used to locate accounting in its technical, social and political space. A large regulatory organisation in Bangladesh was investigated as a case study to reveal how traditional organisational practices and public sector norms mediated a performance management reform. Informed by the institutional logics (IL) and economies of worth perspectives, interviews were used to locate IL at macro-level and associated organisational actors’ strategic responses that ultimately shaped the implementation of a performance management system (PMS).

This paper reveals how accounting, as a social and political practice, influences accountability reform within a regulatory organisation. It provides an account of both the processes and resultant practices of an accounting reform initiative. While a consultative and transparent performance management process was intended to enhance accountability, it challenged the traditional organisational authority structure and culture. The new PMS retained, modified and adjusted a number of its characteristics over time. These adjustments reflected an amalgamation of the influence of institutional pressures from powerful constituents and the ability of the local agents (managers) in negotiating and mediating the institutionalisation of a new PMS.

The findings of this paper carry major implications for policy makers, particularly with respect to the design of future reform programs on PMS.

This paper offers a theoretical mapping of IL and its organisation-level interpretations and practices. Thus, the authors locate power and influence at field and firm levels. The findings of this study reflect historical, political and cultural backgrounds of the case study organisation and how these contextual forces were active in shaping the meaning of reform logics. Though the institutional environment and agents were unique to the case study organisation, this research offers a “process generalisation” that reveals how a best practice PMS was translated and transformed by the traditional organisational practices in a DC regulatory context.

This study explores the influence of organizational structure on relationship formation and tacit knowledge sharing within a family business context.

Utilizing a single case study approach, data were collected through interviews and questionnaires from 12 participants at a family-owned advertising and communication firm in Beirut, Lebanon.

The research highlights the critical role of organizational structure in enhancing organizational effectiveness through knowledge transfer. It underscores how both intraorganizational and interorganizational ties influence knowledge sharing processes and demonstrates the varying impacts of tie strength on tacit knowledge distribution.

This paper contributes to the literature by examining the interdependence between organizational structure, tacit knowledge transfer and tie strength in family businesses. By analyzing these elements across internal and external boundaries, the study offers a fresh perspective on network dynamics. The research highlights that traditional definitions of network ties may not fully capture the unique environment of family firms, where structural nuances impact knowledge sharing and performance. Practically, the findings provide actionable insights for managers to design organizational structures that optimize tacit knowledge flow, fostering innovation and competitiveness. This work challenges existing frameworks and offers guidance for improving knowledge management in family businesses, supporting sustainable growth and success.

Process mining (PM) has emerged as a leading technology for gaining data-based insights into organizations’ business processes. As processes increasingly cross-organizational boundaries, firms need to conduct PM jointly with multiple organizations to optimize their operations. However, current knowledge on cross-organizational process mining (coPM) is widely dispersed. Therefore, we synthesize current knowledge on coPM, identify challenges and enablers of coPM, and build a socio-technical framework and agenda for future research.

We conducted a literature review of 66 articles and summarized the findings according to the framework for Information Technology (IT)-enabled inter-organizational coordination (IOC) and the refined PM framework. The former states that within inter-organizational relationships, uncertainty sources determine information processing needs and coordination mechanisms determine information processing capabilities, while the fit between needs and capabilities determines the relationships’ performance. The latter distinguishes three categories of PM activities: cartography, auditing and navigation.

Past literature focused on coPM techniques, for example, algorithms for ensuring privacy and PM for cartography. Future research should focus on socio-technical aspects and follow four steps: First, determine uncertainty sources within coPM. Second, design, develop and evaluate coordination mechanisms. Third, investigate how the mechanisms assist with handling uncertainty. Fourth, analyze the impact on coPM performance. In addition, we present 18 challenges (e.g. integrating distributed data) and 9 enablers (e.g. aligning different strategies) for coPM application.

This is the first article to systematically investigate the status quo of coPM research and lay out a socio-technical research agenda building upon the well-established framework for IT-enabled IOC.