Search results

Within the literature of global mindset there has been much discussion of antecedents. Few attempts have been made, however, to analyze the outcomes of a global mindset. Our chapter undertakes a thematic analysis of global mindset antecedents and outcomes in the 1994–2013 literature. Adopting an inductive approach and borrowing methods from international business and managerial cognition studies, we map, assess, and categorize 42 empirical and 10 theoretical studies thematically. We focus on the antecedents and outcomes at individual, group, and organizational levels. We conceptualize corporate global mindset as a multidimensional construct that incorporates global mindset at the individual level and is dependent on a robust communications infrastructure strategy for its cultivation throughout the organization. Our study categorizes antecedents and outcomes by level and identifies the gaps in global mindset outcomes and firm performance for future researchers to address.

Construction frameworks are recognised by the UK Government as an integrated procurement path to deliver efficiency, collaboration and sustainability. This research paper aims to develop a performance-driving model for framework procurement to align with the government construction policy objectives.

A quantitative hierarchical regression analysis was conducted to examine the causal relationships between project outcomes and performance drivers. A successive qualitative multiple-case study involving eight typical construction framework projects was examined to further explain casual relationships.

Conclusive results from the quantitative and qualitative analyses validated the performance-driving model, generalising a framework procurement principle that project outcomes of time, cost, quality, sustainability and closer relationships are significantly driven by supplier's task and contextual performance drivers, and client's organisational drivers.

The investigation followed two major public-sector organisations in the UK: infrastructure offices of local authorities and estate offices of universities. Further research should be extended to other public-sector situations to enhance the model further.

Using this model, framework managers can drive project outcomes by applying task and contextual performance drivers in order to select the best suppliers at the procurement phase, and by adopting the client's organisational factors at both procurement and construction monitoring phases.

The empirical evidence supports the use of frameworks by public sector policymakers as a key strategy to develop the performance drivers further and improve efficiency and quality outcomes.

The results will be of value to support the policy of public-sector works organisations contemplating using framework procurement for executing continuing construction activities.

The purpose of this paper is to identify, through an exploratory meta-analysis, which process- and outcome-related antecedents have the strongest relationship to overall team performance. The secondary objective is to create an understanding of the extent to which relative research interest in each construct to date has aligned with its reported effects.

This study uses a random-effects meta-analysis on studies that have measured the relationship between at least one process or outcome factor and overall team performance. The number of studies, effect size and between-study variances are captured and analyzed for each process/outcome factor. Prior literature has explored relationships between various process/outcome factors and overall team performance. This study expands on previous literature by examining a comprehensive set of process/outcome factors and their relative impact on overall team performance.

A meta-analysis of 190 effect sizes extracted from 52 empirical studies over the past two decades (1999–2020) showed the specific process and outcome factors that most strongly contributed to overall team performance were efficiency, schedule and innovation. In addition, only a weak correlation was found between process and outcome factors’ relationships with overall team performance and how often they are studied in the research community.

This study contributes to the body of knowledge on team performance by examining prior research to identify the relevant impact of various process and outcome factors on overall team performance. In addition, this study also assesses the extent to which research interest in these factors has appeared to match their relative impact. Analyzing the relative impact of various process and outcome factors allows researchers and practitioners to better identify methods to create improvement in overall team performance. Based on the findings, prioritizing efficiency, schedule and innovation may promote overall team performance.

Public-sector construction clients in the UK and Australia have a clear objective to maximise potential and value for construction and infrastructure projects. Outcome-based performance predictive models, which link influencing factors to individual performance outcomes, were developed for the public-sector property management clients. The paper aims to discuss this issue.

Combined qualitative-quantitative methods were used to examine the causal relationships between performance outcomes and input economic and job performance factors. Hypotheses on individual relationships generated by a literature review were refined using the findings from a qualitative multiple-case study of three universities, and then tested by a quantitative hierarchical regression analysis using data from 60 consultancies collected from a questionnaire survey sent to the estate management offices of the universities, which form a unique public sector. Each performance project outcome was regressed against influencing factors. Performance predictive models were established in the form of regression equations.

Five performance outcomes are identified: time, cost, quality, innovations and working relationship with the client. These can be significantly predicted by regression models, based on performance influencing factors of project staff, competence of firm, execution approach, size of firm, consultant framework and competition level.

The performance predictive models developed should be regarded as “conceptual”. Public-sector clients may have different organisation objectives and hence different requirements for performance outcomes, which may further vary according to specific project situations. The models should be adapted to suit individual needs. Adjustments can be made by using the combined qualitative-quantitative methods adopted in this research, thus creating customised models for property management and construction-related clients.

The client’s professional team should focus on the significant performance influencing factors and take advantage of the performance predictive models to select quality consultants. Construction consultants should address the factors in the tender proposals in order to add value to the project and benefit the client.

The existing input-based assessment approach applied at the tender stage cannot guarantee the strategic project objectives to be achieved. The performance predictive models are adaptable for property management and construction disciplines within the wider public sector, thus contributing to achievement of the government construction policy.

Salesperson behavior performance is conceptualized as a predictor of outcome performance and sales organization effectiveness. The research considers the effects of salesperson capabilities, industrial/consumer products, and industry growth moderators on salesperson performance and sales organization effectiveness relationships. Empirical analyses are conducted using data from a sample of 174 field sales managers in Austrian sales organizations. The results of moderator regression analyses indicate that salesperson capabilities, product type, and industry growth are relevant moderators. The roles of the moderators vary across the relationships analyzed. Several management and research implications are examined.

The purpose of this paper is to analyze the accuracy of program performance measurement in US financial regulatory programs.

This research uses the US Government's Program Assessment Rating Tool (PART) system of output and outcome data collection, performance data from financial regulatory programs were examined to determine: if PART data revealed any degradation in external financial conditions or internal regulatory performance prior to the Great Recession of 2008, and whether output performance influenced outcome performance.

The results indicate that outcome measures did “capture” some deterioration in the performance of the financial industry before the Great Recession, but these measures were arguably not influenced by program outputs. This represents a potentially problematic use of performance measures in that programs used outcome measures which were not controlled by programmatic actions.

This project adds to a growing body of literature on the challenges of program performance measurement in government. However, this analysis is unique in that it specifically examines the performance of the US Government's financial regulatory programs, as measured by PART, before the Great Recession of 2008.

This paper examines the relationship between human resource practices in 173 hospitals in the United Kingdom and four organizational outcome categories – clinical, financial, employee attitudes and perceptions, and patient attitudes and perceptions. The overarching proposition set forth and examined in this paper is that human resource management (HRM) practices and delivery of care practices have varied effects on each of these outcomes. More specifically, the authors set forth the proposition that specific practices will have positive effects on one outcome category while simultaneously having a negative effect on other performance outcomes, broadly defined.

The paper introduces a broader stakeholder framework for assessing the HR–performance relationship in the healthcare setting. This multi-dimensional framework incorporates the effects of human resource practices on customers (patients), management, and frontline staff and can also be applied to other sectors such as manufacturing. This approach acknowledges the potential for incompatibilities between stakeholder performance objectives. In the healthcare industry specifically, our framework broadens the notion of performance.

Overall, our results provide support for the proposition that different stakeholders will be affected differently by the use of managerial practices. We believe that the findings reported in this paper highlight the importance of examining multiple stakeholder outcomes associated with managerial practices and the need to identify the inherent trade-offs associated with their adoption.

The multiple performance measures in strategic performance measurement systems should be selected to represent a set of causally linked strategic drivers and outcomes. The pattern of results thus can provide information concerning the proper execution of the strategy (i.e., the performance evaluation role) and the strength of the cause-and-effect linkages assumed by the strategy (i.e., the strategy evaluation role). Unfortunately, managers’ tendency to re-evaluate the strategy when performance falls short of target is low in practice. Possible explanations include motivational and cognitive biases. We experimentally examine two decision aids, an attribution aid, and a decomposition aid, designed to help managers ease these challenges. Study 1 shows the decision aids, individually and in combination, increase managers’ tendency to re-examine a problematic strategy. Study 2 demonstrates the effectiveness of the two decision aids, when used together, under a different pattern of results and among a sample of more experienced managers.

This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

The purpose of this paper is to examine how ethical assessments of employees are influenced by job performance outcomes, that is, by an employee's success or failure as measured by a successful or unsuccessful job appraisal.

A sample of 180 employees rated the performance of a fictitious salesperson described in one of four written vignettes as successful/ethical, successful/unethical, unsuccessful/ethical or unsuccessful/unethical.

Job performance outcomes bias the ethical assessments of raters, even raters with stronger ethical beliefs. Successful employees were judged to have exhibited more ethical behaviors than unsuccessful employees.

Job performance outcomes are a systematic source of bias that should be examined to determine the locus of effect as either rater perception and/or recall of ethical behavior that is biased by the job outcomes achieved by ratees. Studies should also examine other rater characteristics such as cognitive moral development; whether ethical intensity of the incidents in the vignettes influences assessments; whether training or other sources of appraisal (e.g. customers or peers) moderates bias; and field settings.

Managers who reward unethical performance with positive job appraisals will influence other employees to be more accepting of unethical behavior and may undermine organizational processes such as background checks. Organizations may try to counter these effects by other sources of appraisal (e.g. customers or peers), training, or supplementary methods.

The research provides important new empirical evidence regarding incorporating ethical behavior into performance appraisals, and has implications for managers seeking to improve employees' ethical behaviors, and for researchers examining performance appraisals, cognition, ethics, and organizational processes.