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Article
Publication date: 25 March 2021

James Stephen Denford and Kurt Schobel

The purpose of this paper is to explore the unique and challenging relationship between the chief financial officer (CFO) and chief information officer (CIO) in the public sector.

Abstract

Purpose

The purpose of this paper is to explore the unique and challenging relationship between the chief financial officer (CFO) and chief information officer (CIO) in the public sector.

Design/methodology/approach

In this paper, the authors operationalize the CFO–CIO relationship using upper echelon theory (UET) and propose an extension to it by introducing relationship effectiveness and role perception constructs. Applying a configurational approach to paired survey data, the authors use fuzzy set qualitative comparative analysis to examine both joint and individual role paths to success.

Findings

The CFO is ultimately responsible for financial reporting, disclosure and financial decision-making; however, regulatory changes in the accounting domain have resulted in the increased use of information technology (IT) thereby bringing the CIO to the forefront of the accounting information discussion. Thus, an improved understanding of the CFO/CIO relationship can have a direct impact on how accounting information is captured and analyzed. The authors find that CFO and CIO proximity can often increase the likelihood of an effective relationship. On an individual level, an ambidextrous approach to strategic value and cost-effectiveness is key to both CFO and CIO success.

Research limitations/implications

This study extends current models of top management team relationships by examining work proximity and role perception in the context of UET. It was conducted within the context of Canadian government and post-secondary education. The authors believe the findings can be generalized for the public sector in general; however, its applicability in the private sector, where the role of the CFO is broader, is uncertain.

Practical implications

The findings identify an opportunity for both accounting (financial) and IT communities to develop education within the context of their respective professional bodies to enhance this special relationship.

Originality/value

Recent regulatory changes in the accounting domain have brought an increased need for IT and therefore increased interaction between the CFO and CIO. This study focuses on the unique relationship between the CFO and CIO, which has a direct impact on accounting functions and highlights the importance of both the CFO and CIO having an ambidextrous approach to strategic value and cost-effectiveness if they want to be successful. In addition, it demonstrates that the relationship between the CFO and CIO is important, but more important for the success of the CIO than the CFO.

Details

Journal of Accounting & Organizational Change, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1832-5912

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Article
Publication date: 3 July 2017

Chavi C.-Y. Fletcher-Chen, Faten Baddar AL-Husan and Fawaz Baddar ALHussan

This paper aims to highlight the importance of relational resources (trust and relationship effectiveness). The authors investigate how the Chinese guanxi is utilized to…

Abstract

Purpose

This paper aims to highlight the importance of relational resources (trust and relationship effectiveness). The authors investigate how the Chinese guanxi is utilized to create and develop service exploitation and exploration activities for adopting non-technological innovations.

Design/methodology/approach

This study surveyed 252 Chinese and Taiwanese firms. The results were analyzed through structural equation model.

Findings

Relational antecedents of collaborative communication and constructive conflict positively relate to trust, as well as to relationship effectiveness. Constructive conflict positively relates to exploration and exploitation. Relationship effectiveness and trust mediate two relational antecedents to exploitation. Relationship effectiveness crucially mediates two relational antecedents to exploration.

Research limitations/implications

Dyadic data would be more desirable to study firm interactions.

Practical implications

Chinese society perceives conflict as being detrimental to relationships. Constructive conflict enhances inter-firm trust and relationship effectiveness. Relationship effectiveness, which motivates suppliers to mobilize their guanxi network, mediates the supplier–customer interaction in broadening relationships to produce new services, as well as reinforcing networks to strengthen existing ventures.

Originality/value

This study contributes to a relatively under-explored relationship effectiveness area. Chinese suppliers capitalize their guanxi networks to achieve competitive advantages in non-technological innovation.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 6
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 16 September 2013

Philip S. DeOrtentiis, James K. Summers, Anthony P. Ammeter, Ceasar Douglas and Gerald R. Ferris

With extant research on the relationship between trust and effectiveness being inconclusive, the present study attempts to create a foundational investigation that…

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5492

Abstract

Purpose

With extant research on the relationship between trust and effectiveness being inconclusive, the present study attempts to create a foundational investigation that examines the role of multiple mediators in the team trust – team effectiveness relationship. The authors identified the two emergent states of cohesion and satisfaction as intervening variables in the team trust – team effectiveness relationship, and tested this multi-mediation proposed model, within an interdependence theory perspective.

Design/methodology/approach

MBA students at a large university in the southwestern USA were administered two waves of paper-based surveys, which were assigned to project groups. Individuals had been assigned to groups with the intent of maximizing diversity of age, gender, functional background, industry experience, and undergraduate major for each team (this is a goal of the MBA program, not the researchers). The first wave was administered one week after the groups had been formed and after all group members had met in their groups at least once. The second wave of surveys was administered at the end of the semester after the groups had been working together for three months and had completed their final projects.

Findings

The results of the multiple mediation analysis found support for the hypotheses that cohesion and satisfaction serve as dual mediators of the trust – team effectiveness relationship.

Originality/value

This study examined how trust operates through other variables to affect team performance. Two important variables that have been shown to be affected by trust are cohesion and satisfaction. Utilizing interdependence theory, the relationship of team trust and team performance was investigated through the intervening variables of cohesion and satisfaction, as both have been shown to possess properties that potentially represent different aspects of the interdependent relationship between team members. Therefore, this study examines how trust impacts team performance though the dual mediators of cohesion and satisfaction, in efforts to develop a more informed and theoretically grounded understanding of team performance and effectiveness processes.

Details

Career Development International, vol. 18 no. 5
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 11 March 2019

Deepika Pandita, Manju Singh and Sushama Chaudhari

The purpose of this paper is to establish the key determinants of the effectiveness of the manager–subordinate relationships and identify the different factors…

Abstract

Purpose

The purpose of this paper is to establish the key determinants of the effectiveness of the manager–subordinate relationships and identify the different factors contributing to the effectiveness of this relationship in an Indian context. A model analyzing personal and professional need fulfillment of the subordinates has been presented.

Design/methodology/approach

The effectiveness of the manager–subordinate relationship was empirically analyzed using impact message inventory- circumplex (IMI-C).Close-ended self-administered survey was used to measure the variables associated with the effectiveness of the manager–subordinate relationship. Total 324 questionnaires were distributed online among employees of mid-sized IT service organizations operating in India, and 138 valid responses were collected.

Findings

Results show that managerial relationship effectiveness is influenced by the manager’s affiliation scores, previous work experience and ability to address the personal and professional needs of employees. Further effectiveness of manager–subordinate relationship is enhanced in a friendly workplace where managers are adequately empowered to acknowledge employee needs.

Research limitations/implications

The paper is empirical in nature and provides a future direction for more research in the area of manager–subordinate relationship in a workplace by exploring more variables.

Practical implications

Derived from an extensive study of current and impending manager – subordinate relationship, the findings may aid many organization and policymakers to develop and refine their people practices to engage human capital with the ulterior aim of having a conducive relationship between the manager and subordinate in the organization.

Originality/value

The present research emphasizes the importance of a healthy relationship between the manager and the subordinate in a digitalized workplace. This study is unique, as it provides insights into the manager–subordinate relationship and the factors influencing the association. The study gives a better understanding of the factors that make the manager–subordinate relationship more effective and fulfilling.

Details

European Business Review, vol. 31 no. 2
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 1 October 2006

Philip L. Dawes and Graham R. Massey

The purpose of this paper is to develop and test a structural model of the factors that explain the level of perceived relationship effectiveness between marketing…

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9193

Abstract

Purpose

The purpose of this paper is to develop and test a structural model of the factors that explain the level of perceived relationship effectiveness between marketing managers and sales managers.

Design/methodology/approach

The model integrates trust‐based and power/influence/interdependence‐based models of relationship effectiveness. The data were collected from 113 sales managers in the UK and Australia. Confirmatory factor analysis was used to test the validity of the measures, while AMOS Version 4 was employed to estimate the model using structural equation modelling with observed variables.

Findings

The study found, on average, that the perceived level of relationship effectiveness between sales managers and marketing managers is surprisingly high. The findings clearly demonstrate the potency of interpersonal trust (both cognition‐based and affect‐based) in building effective cross‐functional relationships (CFRs) and also show how interdependence affects both dimensions of trust and the marketing manager's level of manifest influence. In addition, the findings indicate that, when marketing managers have greater manifest influence, the CFR is more effective. Importantly, evidence is provided regarding the consequences of marketing managers using the two influence tactics of legalistic pleas and threats, in terms of their effects on trust and manifest influence. Finally, insights are given about the sequencing of these two influence tactics and how the power of the marketing unit indirectly affects relationship effectiveness.

Originality/value

This is one of the very few studies to use a large empirical survey to examine the marketing and sales dyad.

Details

Journal of Business & Industrial Marketing, vol. 21 no. 6
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 25 September 2019

Nada Saleh Badawi and Moustafa Battor

The purpose of this paper is to investigate the influence of social capital and relationship quality on key account management (KAM) effectiveness.

Abstract

Purpose

The purpose of this paper is to investigate the influence of social capital and relationship quality on key account management (KAM) effectiveness.

Design/methodology/approach

Based on the literature, the authors designed a framework that links social capital, relationship quality and KAM effectiveness. Data were collected through a self-administered questionnaire. Using data from a sample of 172 business-to-business supplier firms, the authors examined this model.

Findings

The research results provide empirical support to the importance of relational aspects of KAM by showing how the relational aspects of relationship quality and social capital influence the effectiveness of the supplier-key account relationship.

Originality/value

The authors add to the literature on relational KAM by integrating theoretical perspectives on social capital, relationship quality and KAM. They develop a model that investigates the antecedents of the effectiveness of supplier–key account relationships from a relational perspective. The study explains the relationships between six constructs representing social capital (ability, benevolence, integrity, flexibility, information exchange and solidarity) and three constructs representing relationship quality (trust, satisfaction and relationship atmosphere), together with the relationships between these three constructs of relationship quality and KAM effectiveness.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 1
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 January 2002

Leslie Stoel

Observes that the group size of some US retail hardware cooperatives increased during the 1990s, as cooperative managements strove to increase the quantity and quality of…

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4328

Abstract

Observes that the group size of some US retail hardware cooperatives increased during the 1990s, as cooperative managements strove to increase the quantity and quality of group members. For example, a 1997 merger doubled the membership of one group. Large size was deemed necessary to achieve the economies of scope and scale needed to compete in an intense retail marketplace. Group research generally shows that large size has a negative impact on group dynamics. The current study examines size of retail hardware cooperative groups in relation to group identification, communication frequency, and relationship effectiveness. Findings show that size does not influence the relationships between the variables in the study. Also, a member’s level of group identification is a primary driver of perceptions of relationship effectiveness. The higher the identification with the group, the more effective the relationship is perceived to be by the member.

Details

International Journal of Retail & Distribution Management, vol. 30 no. 1
Type: Research Article
ISSN: 0959-0552

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Article
Publication date: 25 September 2007

Graham R. Massey and Elias Kyriazis

The primary objective of this research is to test a model examining interpersonal trust between marketing managers and R&D managers during new product development projects.

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3721

Abstract

Purpose

The primary objective of this research is to test a model examining interpersonal trust between marketing managers and R&D managers during new product development projects.

Design/methodology/approach

In this study interpersonal trust as a bi‐dimensional construct with cognitive and affective components is conceptualised. The authors' integrative structural model specifies Weber's structural/bureaucratic dimensions – formalisation and centralisation to predict three communication dimensions, communication frequency, quality, and bi‐directionality. In turn these communication dimensions are used to predict cognition‐based trust, and affect‐based trust. In addition, the paper models the direct effects of the three communication dimensions on a dependent variable – perceived relationship effectiveness. The hypothesised model consists of 16 hypotheses, seven of which relate to the two focal interpersonal trust constructs. The measures were tested and a structural model estimated by using PLS. Data were provided by 184 R&D managers in Australia, reporting on their working relationship with a counterpart marketing manager during a recent product development project.

Findings

The hypothesized model has high explanatory power and it was found that both trust dimensions strongly influenced the effectiveness of marketing/R&D relationships during new product development, with cognition‐based trust having the strongest impact. The results also reveal which forms of communication help to build interpersonal trust. The most powerful effect was from communication quality to cognition‐based trust. The next strongest effects were from bi‐directional communication, which was a strong predictor of affect‐based trust, and a somewhat weaker predictor of cognition‐based trust. Interestingly, the direct effects of our three communication behaviours on relationship effectiveness were modest, suggesting that their relationship building effects are largely indirect. Last, it is revealed that bureaucratic means of control on product development projects have mixed effects. As expected, centralisation reduces cross‐functional communication. In contrast, formalisation has a positive effect during product development, as it stimulates both the frequency and bi‐directionality of communication between marketing managers and R&D managers on these projects.

Originality/value

This is the first study to treat interpersonal trust as the focal construct in marketing/R&D relationships during new product development. Moreover, it is the only study of marketing/R&D relationships to conceptualise, measure, and model two underlying dimensions of interpersonal trust (cognition‐based trust, and affect‐based trust). Our study also integrates aspects of Weber's theory of bureaucracy, with interaction theory, and demonstrates the strong links between these theoretical frameworks.

Details

European Journal of Marketing, vol. 41 no. 9/10
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 April 2014

Sujit Sur

This paper aims to investigate a team dynamics based approach to assess board effectiveness, namely the interplay between boardroom decision-making processes and the board

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1675

Abstract

Purpose

This paper aims to investigate a team dynamics based approach to assess board effectiveness, namely the interplay between boardroom decision-making processes and the board members' cognitive mental models.

Design/methodology/approach

A socio-cognitive perspective is utilized for analyzing board processes and determining board effectiveness. Utilizing the concepts of team mental models and sensemaking, a theoretically grounded model of board effectiveness is developed, wherein the propositions predict the causality and effect of the socio-cognitive and sensemaking processes on board effectiveness.

Findings

The proposed model is able to analyze the relationship among the different decision-making processes and members' cognitive models as determinants of board effectiveness, wherein the board's decision making process mediates the board's cognitive model – effectiveness relationship, while the board's cognitive model moderates the decision process – effectiveness relationship.

Research limitations/implications

The conceptual model advances a rationale that might explain the mixed or modest findings in literature on the relationship between board demographics, dynamics and effectiveness.

Practical implications

The model allows practitioners and policy makers an alternative mechanism to assess board effectiveness, that is able to not only integrate the demographic, diversity and dynamics related measures, but also enables a clear understanding of the cognitive influences on board decision making and effectiveness.

Originality/value

The conceptual model encompasses most of the relevant constructs and findings of previous studies and offers a parsimonious yet holistic understanding of the boardroom mechanisms that might determine board effectiveness.

Details

Corporate Governance, vol. 14 no. 2
Type: Research Article
ISSN: 1472-0701

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Article
Publication date: 3 June 2019

Sarra Berraies, Rached Chtioui and Mehrez Chaher

The purpose of this paper is to explore the relationship between the customer-contact employees’ (CCE) empowerment and customer performance indicators, namely, perceived…

Abstract

Purpose

The purpose of this paper is to explore the relationship between the customer-contact employees’ (CCE) empowerment and customer performance indicators, namely, perceived service quality (PSQ), customer satisfaction (CS), customer loyalty (CL) and word-of-mouth (WOM). The authors deepen the analysis by highlighting the mediating role of the dimensions of the customer relationship management (CRM) effectiveness in this link. The authors also investigate links between customer performance indicators.

Design/methodology/approach

An empirical study was carried out on the basis of a questionnaire administrated to a sample of 215 Tunisian bank CCE and 516 customers. Data analysis was performed using the structural equation modeling method.

Findings

Findings reveal that the CCE’ empowerment contributes to PSQ, CS and all the dimensions of CRM effectiveness which in turn are key factors of customer performance. This research also outlines the mediating role of two dimensions of the CRM effectiveness, namely, organizational commitment and customer experience between CCE’ empowerment and PSQ and CS, respectively. In addition, the study highlights that PSQ improves CS which is positively linked to CL. Finally, loyal customers tend to generate positive WOM.

Originality/value

Few studies have investigated the effects of the CCE’ empowerment on PSQ, CS, CL and positive WOM, especially in the banking sector. This research fills this gap by highlighting the mediating role of the dimensions of the CRM effectiveness in these links. This paper offers interesting insights to bankers by providing them with tools to improve their customers’ relationship. In this sense, banks must bet on the proximity of the CCE as a key asset that allows creating a real sense of closeness with customers and offers lighting to banks on how to create customized marketing approaches to ensure customer performance.

Details

International Journal of Productivity and Performance Management, vol. 69 no. 9
Type: Research Article
ISSN: 1741-0401

Keywords

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