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An essential part of any customer experience management strategy is providing a seamless experience. One of the roadblocks, often a recurring barrier, is the presence of silos. Many people see corporate silos as a function of the organisational structure. But that is only one part of the problem. Influencing siloed mindsets across the length and breadth of the organisation is probably a more significant challenge. The siloed structure and mindset together impact the culture of the organisation that, in turn, affects their quality of customer experience management. This chapter covers the essential aspects of understanding the meaning of silos, including a historical, cultural and organisational perspective on what creates silos. While silos are inevitable, their adverse consequences are not. This chapter provides directions on how to overcome the adverse aspects of silos, thereby enabling better management of customer experiences. Multiple examples, from a customer as well as an organisation point of view, are used to highlight this dimension. The chapter also covers the role of a leader in breaking a silo culture and enabling successful application of various strategies for customer experience management.

Appreciation of the utility of strategy and the vitality of the culture in an organization can realize the development of a new culture-centric strategic business model (SBM). Culture beats, eats or trumps strategy is a legitimate and powerful argument often thrown to the air. The purpose of this paper is to un-code the relevance of this argument and to decode its significance.

This is a conceptual paper and builds on prior conceptual and empirical management research related to strategy and organizational culture. The approach is unbiased toward either strategy or culture.

The conclusion arrived at is that, in general, strategy must precede culture and culture must be aligned. In specific instances of governance, inner workings of a military organization, cross-cultural context of negotiations, creative advertising and management of change culture may predominate in tactics. Furthermore, with a strategy gone astray, or in the instance of a floundering business or start-up venture, culture must shift to first gear, lead the requisite goal and path development, and strategy must be aligned in the transition. A strategy–culture fit supports a sustained competitive advantage by virtue of a firm’s unique culture proposition (UCP).

The development of a culture-centric SBM will need to be tested by empirical research. The UCP will also need to be researched further.

The conclusion that strategy should generally precede culture will guide firms from not letting their organizational culture from undermining the success of major shifts in strategic goals and business model positioning.

The conceptual arguments will help leaders and managers from marginalizing the value of strategy. However, managers will also be directed toward paying attention to the damaging consequences of ignoring culture. Furthermore, managers will be able to appreciate that culture must not drive strategy, except in specific strategic decision-making contexts.

The purpose of this study is to empirically test a theoretical model on supply chain management (SCM) adoption in India.

The present study used a multiple case research method to study the phenomenon. The findings are based on analysis of the SCM adoption processes in three large manufacturing organizations from the aluminium, steel and fertilizer industries.

The present study tested four propositions. Three of the propositions were empirically validated and one proposition was revised. The key findings are: one, a lack of recognition by an organization of higher advantages because of SCM adoption as compared to the costs leads to SCM non-adoption. Two, a lack of organizational readiness factors such as a collaborative and innovative culture, higher absorptive capacity and slack resources leads to the non-adoption of SCM. Three, a lack of institutional pressure and marketing activities of the SCM vendors on an organization lead to the non-adoption of SCM.

The major contribution of the present study is that it has empirically validated the theoretical model for SCM adoption in India. The findings of the present study have both theoretical and practical implications. Theoretically, a model of SCM adoption was validated. The study provides managerial connotations for SCM vendors, consultants, practitioners and policy implications for policymakers.

Ensuring effective usage of Web 2.0 within government organisations is not as straightforward as it seems. The organisations should be aware of a number of issues when implementing Web 2.0 internally. This paper introduces a theoretical model that highlights the importance of management, technology and people issues influencing the level of Web 2.0 usage from an internal perspective. The purpose of this paper was to identify and explore these issues in a government context.

This paper uses a mixed-method (qualitative and quantitative) analysis to identify the issues that should be focused on for achieving effective usage of Web 2.0 among government employees. A combination of interviews, surveys and usage data collected from two government organisations was used to gather the data.

The main finding is that, a policy will act as an initial catalyst for culture change and effective usage of Web 2.0 technologies in a government environment. It was also found that it is important to develop an understanding among senior management about the motivation for their employees to utilise Web 2.0 internally. As a result, the proposed theoretical model could assist government organisations in developing effective adoption approaches through identifying their employees’ motivation to adopt Web 2.0 technologies and developing a suitable organisational social media policy.

There is the issue of the small number of both qualitative and quantitative respondents within the research. Such limitation is because the research relies solely on the voluntary participation of the employees. This limitation was coupled with the fact that both organisations had different security requirements that had affected the amount and level of feasible information that was accessible to the researchers.

This paper extends the understanding of issues applicable to the adoption of Web 2.0 tools from a government organisations’ perspective. The developed theoretical model acts as an adoption guide for organisations to achieve effective Web2.0 tools usage. At the same time, this paper also examines related motivation aspects which higher management should consider while using a new social media or Web 2.0 platform internally.

This paper highlights suitable overview approaches for organisations to consider in increasing adoption of Web 2.0 among their employees. This paper also provides an initial foray into identifying other complex issues that may exist within different government organisations in relation to internal technology usage.

The purpose of this article is to build a framework for thinking about radical program redesign as a broad, forward‐looking, sustainable institutional change process rather than a traditionally narrow, periodic “project” aimed primarily at comparisons with past performance. The paper seeks to examine the transformational journey of a US public research university's AACSB‐accredited business school during its efforts to reinvent itself for the long term after decades of unsatisfactory continuous improvement initiatives. The key success factor is developing more of a learning‐oriented culture to enable ongoing performance monitoring and corresponding variations in strategies, structure, and action.

The paper takes the form of a qualitative case study.

Initiating radical change in educational institutions requires some type of crisis without which there is a remarkable deficiency in faculty members' motivation to learn. Once awakened by compelling data that disconfirm their illusions of effectiveness, a critical mass of faculty members can readily lead cultural and structural changes that enable ongoing advances in their programs and colleges. Sustainable planned change depends on a culture of disciplined commitment to data, information, and knowledge that are effectively communicated by the principal change agent and swiftly translated into new, appropriate action.

This is a single case study of a US business school whose cultural and political nuances may differ from non‐US educational institutions, thereby limiting the value of the learning process and outcomes that are reported. In addition, the paper describes and explains a relatively short‐term four‐year change process whose assessment would no doubt benefit from a seven to eight‐year retrospective analysis.

The paper illuminates many of the commonly observed cultural and political dynamics in educational institutions that both promoted and inhibited the faculty's progress during the redesign, and considers the faculty's future path based on perceptions about the challenges that emerged from its recent transformation. Other business school faculty can distil insight from the report to guide their own journeying.

This is one of a very small number of theoretically grounded reports of a graduate faculty's efforts to redesign its MBA program for a creative, good fit with twenty‐first century global economic realities. More and more business schools are starting to move in a similar direction to this and their faculties could gain a great deal from the experience reported here.

The purpose of this study is as follows: update the 1983 survey to determine the strategic practices being used in 2020, draw conclusions on major organizational changes since the original 1984 study and recommend how leaders could use these findings to plan for strategic change.

This research updates an earlier study to learn how strategic planning and foresight are changing to cope with today’s high-tech world. The first author’s 1983 General Motors survey of “Strategic Planning in the Fortune 500” was updated by surveying 68 managers from 40 organizations to assess the current state-of-the-art. Results outline the leading edge of strategic practices today, illustrated by comments – from the respondents. Findings show a striking change from the earlier survey. Where strategic planning was formerly restricted to a top management function, respondents strongly think it should now include all units across the organization to form a bottom-up system. They also think it should extend to active participation from employees, customers, suppliers and other outside stakeholders. The main conclusion is that leaders should be developing the sophisticated systems that have been anticipated for many years but have rarely been practiced – strategic change from “the bottom up and the outside in.”

These results provide a rough assessment of the current state-of-the-art in strategic foresight.

This study is limited because the sample was not randomly selected to provide a rigorous study that permits accurate statements for a well-defined population and the sample size is modest.

The first conclusion affirms that the strategic planning cycle remains the primary theoretical framework guiding strategy. However, the planning cycle is increasingly elaborated by new practices summarized in the second two conclusions described above. As noted, the need for strategic change now cuts across all organizational functions and levels. With massive change a constant, there is a move to decentralize strategy to agile units able to move quickly and hierarchical structures are being replaced with adaptive systems and innovative cultures. Managers are also broadening their methods to facilitate planning with stakeholders. Sound sources of information are considered a must and include direct communication with diverse and dissenting voices.

While bottom-up systems and stakeholder management have been discussed endlessly, the time seems right to move these powerful concepts from the leading edge that remains marginalized and into the mainstream of strategic foresight and management practice. Scholars and researchers should evaluate the level of participation in these models, their effectiveness and possible improvements. Strategic managers should start implementing these changes carefully, rather than introducing emerging technologies, advanced products and other organizational changes.

This study replicates a landmark survey of Strategic Planning in the Fortune 500. Results show that organizations should now implement crucial changes to operate from the bottom up and the outside in.

The purpose of the research is to investigate education for sustainability (EfS) practice and perceptions in three university contexts in England, Australia and Greece with a view to identify a suitable systems model for effective EfS across the university.

Research tools involved interviews of key people engaged in EfS (n=25) supported by observations plus appropriate documentary analysis as a basis to establish perceived good practice, barriers and ways to improve EfS.

Clear vision, leadership and support for EfS were considered vital, while agreed understanding about the importance, purpose and nature of EfS was necessary to achieve effective EfS across the university. Wide consultation, consensual agreement and collaborative practice were viewed as important to achieve collective views and coordinated action. A distributed model of leadership in which individuals are responsible and collectively empowered to action is relevant to a systems model for EfS. A systems model for coordination of EfS integrates approaches to governance, curriculum and infrastructure management. Details of examples of good practice and ways to improve practice are discussed.

As the research was qualitative in design and focussed on three universities, the sample size is restricted and there are limitations in the generalisability of specific results outside of their contexts. However, the overall results have some broadly significant implications and trends that have relevance for the university sector.

The structure and processes for an approach to systems organisation and identified good practice, barriers and perceived ways to improve practice have relevance for coordination of EfS across the university sector.

The findings have significant social implications, as EfS has urgent and important international priority, while universities have important functions in educating the next generation of professionals across a wide range of contexts.

The paper is an original contribution to establishing an effective systems model for EfS coordination; hence it is of significant educational and social value.

This paper aims to contribute toward the extension and further development of the social exchange theory. It provides conceptual insights on social networks in geographically dispersed organizations, and how intra-organizational social interactions influence organizational behavior, employees relationship exchange inclination and innovation drive.

A thematic literature review method was used to conduct an extensive review of relevant literature.

Guided by the tenets of the social exchange theory, the authors’ analysis and discussions elucidate how intra-organizational social network architecture can be developed, supported and utilized to drive innovations in geographically dispersed organizations.

A general limitation and perhaps also a strength of this type of conceptual paper is that it is a synthesis (thematic discursive analysis) of existing theory and published research. Thus, there are no primary empirical content. However, the issue of empirical evidence is nevertheless mediated by the fact that the discussions and argumentation process generate key propositions which could be validated in subsequent research endeavors. Also, the selection of relevant literature is restricted specifically to the topic of the study. The authors strived to ensure rigor through a robust and comprehensive literature review which was organized thematically according to all the key words in the main and sub-topics covered in Section 2.

The insights presented suggest that management should pay serious attention to organizational design – that is, not only from the conventional contractual obligations point of view, but rather, the increasing importance of social capital should also be given some priority when thinking of resilient ways to encourage collaborations and efficient knowledge management. In other words, intra-organizational social network architecture should be considered as organizational capability and utilized as a toolset for the SIHRM to harness knowledge flow and unleash innovation.

As both bonding and bridging ties are not only critical for success of project teams but also intensify knowledge symmetry across different units of the organization, they are a major conduit for sustainable open innovation culture within organization. To develop competitive capabilities throughout the organization, it is important for the SIHRM to be involved in global networking, and as a network leader, the human resource management function must have an awareness of leading trends and developments in social networking. The ability to mobilize the appropriate resources and a sense of timing and context in implementing such architecture within the geographically spread organization is crucial.

The novel contribution of this paper is twofold. First, the study provides an implementable framework which scholars and practitioners could use to develop and test the actualization of an intra-organizational social network architecture in a geographically dispersed organization. Second, the study has provided some key propositions and a well-grounded direction for further research to inspire further development/extension of the social exchange theory.

The purpose of this paper is to inquire how large multinational firms can develop and implement knowledge-sharing measures that move their corporate strategy towards the open innovation paradigm, since open innovation becomes increasingly important as source for competitive advantage.

We review the literature on open innovation and combine it with a single case study of one multinational firm that is gradually implementing its open innovation strategy. We pay special attention to the development and usage of a collaborative IS infrastructure that is deployed to create a culture of openness and to support knowledge networking amongst the workforce.

The in-depth case study demonstrates that managers have to balance a complex interplay of human and IT components to make open innovation happen. Measures taken to foster openness and knowledge exchange inside the firm include developing managerial innovation capabilities, creating communities and networks around strategic topics and leveraging the adoption of the collaborative IS infrastructure through piloting use of cases in innovation projects.

The findings of this case study remain limited to the characteristics of large firms in multinational markets.

This article offers valuable insights for corporate strategists, IT specialists and change managers who want to open up corporate innovation. We present a range of institutional measures that help to overcome silo mentalities and knowledge-sharing barriers and establish an open innovation culture within large firms operating in multinational markets.

Complementing previous research, this article highlights how large firms can use a combination of strategic, cultural and technological measures to bring open innovation from strategic vision to organisation-wide reality. We identify in addition factors which either inhibit or foster the implementation of knowledge sharing and open innovation practices inside large firms.