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1 – 10 of over 197000The purpose of this paper is to explore the development and implementation of the Older People's Strategy for Wales and the role of the Older People's Commissioner for Wales; and…
Abstract
Purpose
The purpose of this paper is to explore the development and implementation of the Older People's Strategy for Wales and the role of the Older People's Commissioner for Wales; and to identify lessons for other countries that are considering different approaches to implementing ageing strategies.
Design/methodology/approach
Round table discussions were held with key people involved in the development and delivery of the Older People's Strategy, the work of the Older People's Commission, plus the paper draws from some of the relevant literature.
Findings
There is evidence of the successful implementation of aspects of the Strategy and also and an overview of the role and work of the Older People's Commissioner. Scope for further and future improvement is apparent.
Originality/value
The paper endeavours to set out the key factors for a successful policy and practice approach to developing effective ageing strategies and public services for older people.
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Tota Panggabean, Yasheng Chen and Johnny Jermias
This study uses an eye-tracking device to examine the effects of dissenting opinion on information search style and decision quality, using insights from dual-process theory. When…
Abstract
This study uses an eye-tracking device to examine the effects of dissenting opinion on information search style and decision quality, using insights from dual-process theory. When evaluating strategic outcomes, managers not exposed to a dissenting opinion employ directed information search using System 1 (heuristic, automatic cognitive processing), leading to low-quality decisions. Providing a dissenting opinion causes managers to use System 2 (sequential information search characterized by deliberate, slow, and effortful cognitive processing), leading to higher-quality decisions. This study provides useful insights into the cognitive processes underlying managers' judgments, and the factors that influence their decisions. We conclude by discussing the critical role of dissent in business practices, and explain how dissent affects people's System 2 cognitive processes.
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A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on…
Abstract
A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.
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Jingxiao Zhang, Hui Li, Vera Li, Bo Xia and Martin Skitmore
Service-oriented innovation economies are becoming the new trend for the construction industry. Benchmarking the quality management level of developed countries and improving…
Abstract
Purpose
Service-oriented innovation economies are becoming the new trend for the construction industry. Benchmarking the quality management level of developed countries and improving quality management are also becoming necessities for promoting innovation in the economy. The purpose of this study is to analyse the internal relationships between the five enablers of the European Foundation for Quality Management (EFQM) Excellence model, based on a market-oriented strategy, to serve as a framework for managing and improving quality.
Design/methodology/approach
Considering the different market environment and culture, this study refines the strategy enabler based on Zebal and Goodwin's (2011) Developing Country Market Orientation Scale, and builds a market-oriented EFQM Excellence model. Structural equation modelling (SEM) is used to analyse the results of a questionnaire survey of 683 China construction industry top enterprises to explore the internal relationships between the model's five enablers.
Findings
(1) “Leadership” has a positive influence on “Market-Oriented Strategy”, “People” and “Partnerships and Resources”; (2) “Market-Oriented Strategy” has positive influence on “Partnerships and Resources”; (3) “People” has a low influence on “Processes, Products and Services”; (4) “Partnerships and Resources” has a medium influence on “Processes, Products and Services” and (5) the relationships between “Market-Oriented Strategy” and “People”, “Partnerships and Resources” are not significant.
Originality/value
This study refines the strategy enabler of the original EFQM Excellence model with Zebal and Goodwin's (2011) Developing Country Market Orientation Scale. It also develops a market-oriented EFQM Excellence model that is suitable for developing countries, and it tests the implicit relationships of its five new enablers in an innovation environment where cultural differences exist.
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Richard Dobbins and Barrie O. Pettman
Strategy gets you from where you are now to your ideal future. Strategy is the link between mission and profit. Establish your specialisation, your area of excellence, your core…
Abstract
Strategy gets you from where you are now to your ideal future. Strategy is the link between mission and profit. Establish your specialisation, your area of excellence, your core business. Establish a competitive advantage, a reason why customers should buy from you. Find the segment or niche in the market place which you can dominate. Concentrate all your resources hitting your market segment with your benefit and competitive advantage in your area of excellence. Many of the ideas in corporate strategy are similar to the goal setting and goal achieving ideas relating to individuals. This should not surprise us. Organisations do not have strategies. Only people have strategies.
Gillian Maxwell and Lois Farquharson
The purpose of the paper is to investigate the perceptions of senior managers in companies in the Sunday Times list of UK best employers on the practice of HRM in their…
Abstract
Purpose
The purpose of the paper is to investigate the perceptions of senior managers in companies in the Sunday Times list of UK best employers on the practice of HRM in their organisations.
Design/methodology/approach
The approach taken was to conduct semi‐structured interviews with senior line and HR directors/ managers.
Findings
In the organisations investigated, HRM is afforded high‐level organisational support at chief executive, if not always senior operational manager, level. It is generally recognised by senior managers as contributing to business effectiveness when it centres on business needs. It is integrated with business strategy processes at both strategic and operational levels. Indeed HRM is elemental to business strategic planning processes, which has the effect of reducing the potential gap between strategic rhetoric on HRM and practical implementation of HRM. Leadership and performance management are current HR policy priorities.
Research limitations/implications
The generative primary data represent senior managers' perceptions of how HRM operates in their organisation therefore cannot be generalised.
Practical implications
Senior manager support of HRM means focusing HRM efforts in organisations on business needs and integration between HRM and business strategy processes. The corollary is that HRM policy priorities are derived from the strategic business direction and that they are perceived to support business operations and, consequently, business performance.
Originality/ value
Senior line managers and HR specialists inform the research which contributes to understanding of current, best practice HRM from an evidence base; a model of contemporary best practice is proposed.
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The study aims to design a holistic multi-stage hierarchical model that leverages the firm's knowledge-enabled distinctive core competencies (DCCs) and builds enduring and…
Abstract
Purpose
The study aims to design a holistic multi-stage hierarchical model that leverages the firm's knowledge-enabled distinctive core competencies (DCCs) and builds enduring and profitable customer relationships to achieve sustainable competitive advantage (SCA) in dynamic and challenging environments. It developed a knowledge-enabled customer-centric competitiveness strategy (KCCS) model that integrates four pillars: business process reengineering (BPR), knowledge management (KM), customer relationship management (CRM) and competitiveness strategy. It also proposed a BPR model to enable cross-functional cooperation and coordination for firms dealing with customers, provided a blueprint for KCCS's successful implementation and compared the KCCS model with other customer-centric (CC) approaches.
Design/methodology/approach
This study adopted an exploratory research design based on a literature review of relevant studies. It has systematically analyzed 130 articles and books from Scopus, the Web of Science, Google Scholar and other renowned databases from 1982 to 2022. The analysis involved identifying and selecting relevant literature and conducting thematic research to develop a theoretical KCCS model that integrates BPR, KM, CRM, competitiveness strategy and the firm's SCA into a KCCS model.
Findings
This study developed an integrative KCCS theoretical model rooted in the extant literature in BPR, KM, CRM, competitiveness strategy, DCCs, SCA and other fields. The study proposed a BPR model as a significant component of KCCS that enables cross-functional cooperation and coordination, which are often troublesome for firms in their dealings with customers. The study also provided a blueprint for successfully implementing the KCCS model and compared the KCCS model with other CC approaches.
Originality/value
This study filled many research gaps in the literature in which knowledge-enabled CC frameworks are widely scattered. It offered a conceptual multi-stage hierarchical KCCS model that combines interrelated elements of BPR, KM, CRM, and competitiveness strategy. It proposed a BPR model as a significant component of the KCCS that enables cross-functional cooperation and coordination, which frequently form barriers when dealing with customers. It also provided a blueprint for successfully implementing the KCCS and compared it with other CC approaches.
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Rikard Larsson, Kenneth R. Brousseau, Katarina Kling and Patrick L. Sweet
The purpose of the present paper is to offer a career concept and culture framework for measuring and managing the alignment between people, strategy and culture and especially…
Abstract
Purpose
The purpose of the present paper is to offer a career concept and culture framework for measuring and managing the alignment between people, strategy and culture and especially the motivational capital as the fit between people's motives and the organization's reward and appraisal systems.
Design/methodology/approach
A survey of 312 respondents in a multinational manufacturing firm using two questionnaires about their individual career concepts, motives, and their views about the organizational strategy and culture.
Findings
The results suggest that the career‐ and culture‐based motivational capital is positively associated with how effective the people view the strategy, how well‐functioning the structure is experienced, how relevant the performance appraisal is considered, how satisfied the people feel, and how long they stay in the organization.
Research limitations/implications
Future research should add more multi‐item‐dependent variables, use more translated questionnaires into the respondents' own languages, and study more organizations in different industries to make further use of the career concept and culture model's ability to capture the fit between different persons and their organizations and the importance of this alignment.
Practical implications
Career and organizational development can improve the fit between individual career concepts and motives as well as organizational career culture and thereby contribute in several ways to higher performance, such as greater motivation, more positive views of the organization, and higher retention.
Originality/value
The paper provides a unique approach to understand and manage the alignment of different persons, HR systems, and organizational culture with greater precision.
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Satish Mehra and Joshua T. Coleman
The purpose of this paper is to study the impact of successfully coordinating infrastructural capabilities, such as technology, and structural capabilities, such as people, on the…
Abstract
Purpose
The purpose of this paper is to study the impact of successfully coordinating infrastructural capabilities, such as technology, and structural capabilities, such as people, on the performance of service businesses. Effective coordination of these two types of capabilities is shown to impact the implementation of quality management practices and the design of marketing strategy, both of which when utilized properly, lead to enhanced organizational performance.
Design/methodology/approach
The authors surveyed retail banking firms for this study to analyze empirical data on infrastructural and structural capabilities. Results were corroborated on the basis of in-depth interviews with several banking managers to provide real world verification of the findings.
Findings
Results indicate that both infrastructural and structural capabilities positively impact the design of marketing strategy, while only structural capabilities impact the implementation of quality management practices. Both, successfully implemented quality management ideals and a well-designed marketing strategy, are shown to enhance overall organizational performance.
Research limitations/implications
Research was conducted on a specific sector of the service industry, the banking sector. Also, the relatively small size of the study sample may have impacted the outcome of research applicability in some large businesses. Continuously emerging financial regulations could not be incorporated in the study. On the positive side, strong managerial feedback provides guidance toward adopting the study results, and lays the foundation for future research.
Originality/value
As today’s rapidly evolving society pushes people out of service encounters, replacing them with efficient and cost-saving technology, roles of both the people and the technology in an organization must be fully understood. This paper shows that, despite the exponential growth of technological innovation, both people and technology are critical to enhancing organizational performance through sound quality management practices and supportive marketing strategies.
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