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Article
Publication date: 30 August 2011

Payyazhi Jayashree and Syed Jamal Hussain

Change literature emphasizes the significance of aligning change at a systemic level for sustained effectiveness of strategic change initiatives. While this body of

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Abstract

Purpose

Change literature emphasizes the significance of aligning change at a systemic level for sustained effectiveness of strategic change initiatives. While this body of literature emphasizes the significance of psychological and process dimensions of managing change, research on an integrated and strategic approach to deploy, track, measure and sustain large‐scale changes has been limited and inconclusive. The purpose of this paper is to address this gap in the literature to propose a holistic conceptual framework for identifying, formulating, deploying, measuring, aligning and tracking strategic changes in organizations.

Design/methodology/approach

Specifically, core concepts drawn from scholarly literature and practitioner writings from distinct fields of change management and strategy deployment tools, primarily the Balanced Scorecard (BSC) as proposed by Kaplan and Norton, are reviewed, synthesized and critiqued, to inform and advance the integrated framework proposed.

Findings

The suggested approach draws significantly from the BSC framework and focuses on the use of formal steps such as developing change themes and results, setting change objectives, developing lead and lag performance measures for measuring strategic change objectives. Furthermore, the proposed framework also provides directions on how to track the progress of change initiatives with respect to the desired objectives, for evaluating the effectiveness of change deployment efforts, all through applying cause and effect linkages.

Research limitations/implications

Although the focus on individual change arose to support technical deployment of change, over the years the strategic deployment process itself has not received the desired focus in the change strategy literature. The proposed framework extends the current literature on strategic change to offer academics fresh insights on the significance of a strategic approach to change deployment. An application of the framework in the context of large‐scale transformational changes in organizations can provide further evidence related to the validity of the proposed approach.

Practical implications

A total of 70 percent of all change efforts fail. While some fail due to incomplete diagnoses, others fail due to gaps in deployment or measurement. However, there is uncertainty about how to prevent change failure, with no one having explicitly articulated the same. A rigorous and practical approach to systematically deploy change with a continuous focus on strategic alignment has specifically been found missing in the literature. The proposed framework fills this gap to offer managers and organizational decision makers a holistic and practical tool to successfully navigate the complexities of their strategic change efforts by measuring strategic alignment in a step‐wise manner throughout the change process.

Originality/value

Mention of the need to use integrated and strategic performance management tools, such as the BSC proposed by Kaplan and Norton, to measure and review change and to manage the change process has been found in recent literature. However, no studies have yet provided any direction on “how” to use such integrated and strategic tools throughout the change process, to deploy measure and ensure continuous strategic alignment during transformational changes. The paper addresses this gap to propose a systematic, integrated and holistic approach for aligning change deployment.

Details

Measuring Business Excellence, vol. 15 no. 3
Type: Research Article
ISSN: 1368-3047

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Book part
Publication date: 10 April 2003

John W Boudreau, Peter M Ramstad and Peter J Dowling

It is widely accepted that global competitive advantage frequently requires managing such complex situations where traditional organization and job structures are simply…

Abstract

It is widely accepted that global competitive advantage frequently requires managing such complex situations where traditional organization and job structures are simply insufficient. Increasingly, in order to create a flexible and integrated set of decisions that balance local flexibility with global efficiency, organizations must rely on more social, informal and matrix-based shared visions among managers and employees. Research on global strategic advantage, global organizational structures and even shared mindsets has suggested that dimensions of culture, product and function provide a valuable organizing framework. However, typical decisions about organization structure, HRM practices and talent often remain framed at such a high level as to preclude their solution. We maintain that there is often no logical answer to such questions as, “Should the sales force be local or global?” or “Should product authority rest with the countries or the corporate center?” However, we propose that embedding business processes or value chains within a Culture and Product matrix provides the necessary analytic detail to reveal otherwise elusive solutions. Moreover, by linking this global process matrix to a model that bridges strategy and talent, it is possible to identify global “pivotal talent pools,” and to target organizational and human resource investments toward those talent areas that have the greatest impact on strategic advantage. We demonstrate the Value-Chain, Culture and Product (VCCP) matrix using several examples, and discuss future research and practical implications, particularly for leadership and leadership development.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-0-76230-866-8

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Article
Publication date: 6 September 2013

Tanya Sammut‐Bonnici and Sotirios Paroutis

This paper aims to lay the foundations to develop a dominant logic and a common thematic framework of strategic innovation (SI) and to encourage consensus over the field's…

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1606

Abstract

Purpose

This paper aims to lay the foundations to develop a dominant logic and a common thematic framework of strategic innovation (SI) and to encourage consensus over the field's core foundation of main themes.

Design/methodology/approach

The paper explores the intersection between the constituent fields of strategic management and innovation management through a concept mapping process. The paper categorizes the main themes and search for common ground in order to develop the core thematic framework of SI. The paper looks at the sub‐themes of SI in published research and develops a more detailed framework. The conceptual categories derived from the process are then placed in a logical sequence according to how they occur in practice or in the order of how the concepts develop from one other.

Findings

The results yield seven main themes that form the main taxonomy of SI: types of SI, environmental analysis of SI, SI planning, enabling SI, collaborative networks, managing knowledge, and strategic outcomes.

Research limitations/implications

The new thematic framework the paper is proposing for SI remains preliminary in nature and would need to be tried and tested by researchers and practitioners in order to gain acceptability. Academic rigor and methodological structure are not sufficient to determine whether our conceptual framework will become widely diffused in academia and industry. It would have to pass through an emergent, evolutionary process of selection, adoption and an inevitable degree of change and adaptation, just like any other innovation.

Practical implications

The practical implications concern the production of instructive material and the application of strategic management initiatives in industry. The proposed themes and sub‐themes can serve as a logical framework to develop and update publications, which have been instrumental in their own right to shape the field. The paper also provides a checklist of potential research projects in SI, which will improve and strengthen the field. The new framework provides a comprehensive checklist of strategic management initiatives that will help industry to initiate, plan and execute effective innovation strategies.

Originality/value

The concept mapping of the themes of SI yields a new dominant logic, which will influence the evolution of the field and its relevance to both academia and industry.

Details

Management Research Review, vol. 36 no. 10
Type: Research Article
ISSN: 2040-8269

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Book part
Publication date: 10 June 2011

Ariel Avgar and Sarosh Kuruvilla

This chapter addresses a practical industrial relations problem, namely the absence of a monitoring framework to assess and improve labor–management relations in…

Abstract

This chapter addresses a practical industrial relations problem, namely the absence of a monitoring framework to assess and improve labor–management relations in organizations. The authors argue that assessing and improving organizational labor relations requires attention to both vertical and horizontal alignments of labor relations institutions and practices. Vertical alignment refers to the internal consistency across the strategic, functional, and workplace levels noted by Kochan, Katz, and McKersie in their strategic choice framework (1986). Drawing on two “best practice” labor relations cases, Saturn and Kaiser Permanente as well as two original case studies of healthcare organizations, the authors develop the notion of horizontal alignment, i.e., the internal consistency across labor relations processes, substantive issues, and outcomes.

Details

Advances in Industrial and Labor Relations
Type: Book
ISBN: 978-0-85724-907-4

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Book part
Publication date: 13 August 2018

Chaminda Wijethilake and Athula Ekanayake

Purpose – The purpose of this paper is to develop a framework which sheds new light on how sustainability control systems (SCS) can be used in proactive strategic

Abstract

Purpose – The purpose of this paper is to develop a framework which sheds new light on how sustainability control systems (SCS) can be used in proactive strategic responses to corporate sustainability pressures.

Design/Methodology/Approach – Corporate sustainability pressures are identified using insights from institutional theory and the resource-based view of the firm.

Findings – The paper presents an integrated framework showing the corporate sustainability pressures, proactive strategic responses to these pressures, and how organizations might use SCS in their responses to the corporate sustainability pressures they face.

Practical Implications – The proposed framework shows how organizations can use SCS in proactive strategic responses to corporate sustainability pressures.

Originality/Value – The paper suggests that instead of using traditional financial-oriented management control systems, organizations need more focus on emerging SCS as a means of achieving sustainability objectives. In particular, the paper proposes different SCS tools that can be used in proactive strategic responses to sustainability pressures in terms of (i) specifying and communicating sustainability objectives, (ii) monitoring sustainability performance, and (iii) providing motivation by linking sustainability rewards to performance.

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Article
Publication date: 29 April 2021

Riyaz Abdullah Sheikh, Surbhi Bhatia, Sujit Gajananrao Metre and Ali Yahya A. Faqihi

In spite of the popularity of learning analytics (LA) in higher education institutions (HEIs), the success rate and value gained through LA projects is still little and…

Abstract

Purpose

In spite of the popularity of learning analytics (LA) in higher education institutions (HEIs), the success rate and value gained through LA projects is still little and unclear. The existing research on LA focusses more on tactical capabilities rather than its effect on organizational value. The key questions are what are the expected benefits for the institution? And how the investment in LA can bring tangible value? In this research, the authors proposed a value realization framework from LA extending the existing framework of information technology value.

Design/methodology/approach

The study includes a detailed literature review focusing on the importance, existing frameworks and LA adoption challenges. Based on the identified research gap, a new framework is designed. The framework depicts the several constructs and their relationships focusing on strategic value realization. Furthermore, this study includes three case studies to validate the framework.

Findings

The framework suggests that leveraging LA for strategic value demands adequate investment not only in data infrastructure and analytics but also in staff skill training and development and strategic planning. Universities are required to measure the strategic role of LA and spend wisely in quality data, analytical tools, skilled staff who are aware of the latest technologies and data-driven opportunities for continuous improvement in learning.

Originality/value

The framework permits education leaders to design better strategies for attaining excellence in learning and teaching, and furnish learners with new data to settle on the most ideal decisions about learning. The authors believe that the appropriation of this framework and consistent efficient interest in learning analytics by the higher education area will prompt better results for learners, colleges and more extensive society. The research also proposes two approaches and eleven research agendas for future research based on the framework. The first is based on the constructs and their relationships in LA value creation, whereas the later one focusing on identifying problems associate with it.

Details

Journal of Applied Research in Higher Education, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2050-7003

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Article
Publication date: 10 August 2015

Marios D. Sotiriadis

– The purpose of this article is to suggest a framework to be used as a strategic planning tool for culinary tourism projects at destination level.

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3653

Abstract

Purpose

The purpose of this article is to suggest a framework to be used as a strategic planning tool for culinary tourism projects at destination level.

Design/methodology/approach

Based on theoretical background of strategic planning and Leiper’s tourism model, a conceptual tool is suggested. Its value is investigated through an empirical study that was performed, which employed a qualitative research method (discussion groups of experts).

Findings

The article suggests a framework to be used as a strategic planning tool for culinary tourism projects. The empirical study identified the merits, drawbacks and limitations of the framework to be taken into account. It can be used only in combination with other tools to achieve a comprehensive approach to designing, managing and marketing culinary tourism assets strategically.

Research limitations/implications

Because of its exploratory nature, the study has inherent drawbacks. The suggested framework should be finalised. Future studies could explore the perspective of visitors deeply and should also investigate the appropriate tools to be implemented at operational management level.

Practical implications

In the fields of strategic management and marketing, the study enhances a comprehensive approach. It contributes to positioning and analysing culinary tourism within the context of a whole destination system. It provides an additional tool for destination planners and managers to be used along with other tools in performing their tasks at strategic level.

Originality/value

It is the first study that suggests and empirically investigates a strategic planning tool at destination level, based on the theoretical backgrounds of strategic planning and tourism system. It provides an integrated approach incorporating the main issues to be dealt with in the field of culinary tourism.

Details

International Journal of Contemporary Hospitality Management, vol. 27 no. 6
Type: Research Article
ISSN: 0959-6119

Keywords

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Article
Publication date: 16 July 2018

Arun Chockalingam, Shaunak Dabadghao and Rene Soetekouw

Basel III regulations require banks to protect themselves against strategic risk. This paper aims to provide a comprehensive and measurable definition of this risk and…

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15336

Abstract

Purpose

Basel III regulations require banks to protect themselves against strategic risk. This paper aims to provide a comprehensive and measurable definition of this risk and proposes a framework to estimate economic capital requirements.

Design/methodology/approach

The paper studies the literature and solicits expert opinion in formulating a comprehensive and measurable definition of strategic risk. The paper postulates that the economic capital for a bank’s strategic risk should be estimated using the cost of equity as the profitability threshold, rather than zero and develops a simulation-based framework to estimate economic capital.

Findings

The framework closely matches the actual economic capital outlay for strategic risk from our case study of ABN AMRO. It is shown that a bank’s strategic growth plans can fall into one of two scenarios based on risk-return characteristics. In one scenario, the required economic capital outlay will increase, and decrease in the other.

Practical implications

This framework is generalizable and makes use of widely accepted and used practices in banks, making it readily implementable in practice. It does not introduce errors resulting from model selection, parameterizations or complex calculations.

Social implications

Society would be worse off in the absence of banking and lending services. Banks need to take risks to grow and stay competitive. The framework facilitates better strategic risk management, protecting banks from collapse and reducing the need for taxpayer-funded bailouts.

Originality/value

The paper provides a measurable and practitioner-verified definition of strategic risk and proposes a simple framework to estimate economic capital requirements, a crucial topic, given the threats and increased levels of strategic risk facing banks.

Details

The Journal of Risk Finance, vol. 19 no. 3
Type: Research Article
ISSN: 1526-5943

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Article
Publication date: 1 September 2002

Denis Leonard, Renee Reid and Rodney McAdam

It is often claimed that existing quality models can represent the development of total quality management (TQM) within organisations. However, the more recent emergence…

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2667

Abstract

It is often claimed that existing quality models can represent the development of total quality management (TQM) within organisations. However, the more recent emergence of critical perspective literature in this area has shown that these models lack both a strategic formulation influence and a dynamic influence for TQM in organisations. Seeks to combine these influences and to evaluate the role of the strategic dynamics of TQM within organisations. Thus, primarily aims to evaluate the strategic dynamics of TQM within case study organisations using an appropriate evaluative framework. A secondary aim is to perform a meta‐evaluation of this framework. The evaluative framework used for the study is Leonard’s grounded theory framework for TQM strategic dynamics. The model was applied to 57 case studies where a cross case analysis was used to guide the analysis. The findings show that the dynamics of TQM are much more complex and recursive than those shown by current models. Furthermore, the main influence of TQM in the cases was found to be at a tactical level and operational level. Those organisations, which applied TQM at a strategic level, were found to have robust TQM programmes with greater longevity, by using frequent regenerative approaches.

Details

International Journal of Quality & Reliability Management, vol. 19 no. 6
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 15 August 2016

A.A. Oni, C.K. Ayo, S. Oni and V.W. Mbarika

Information and communication technology has been identified as a viable tool to proffer solution to the societal problem of disconnect between democratic actors. The…

Abstract

Purpose

Information and communication technology has been identified as a viable tool to proffer solution to the societal problem of disconnect between democratic actors. The issue of sustainability and citizens’ acceptance of online public participation, however, remains a major issue of concern requiring adequate attention. This study therefore aims to develop a strategic framework for e-democracy implementation and sustainability.

Design/methodology/approach

Systematic qualitative review using Grounded Theory Method was adopted to develop the e-democracy strategic framework.

Findings

The strategic framework is generic and has the potential to serve as a spring board for e-democracy implementation. It abstracts existing strategies and best practice that can be adopted to add value to e-democracy implementation. Using this framework, developing nations can take advantage of their present level of technological development to give voice to the voiceless and improve their democratic system.

Practical implications

E-democracy implementation should be backed up with policy framework which explicitly states the vision, objectives, policies guiding e-democracy implementation and the oversight bodies responsible for monitoring and evaluation. The implementation plan should clearly identify the implementation approach, levels of engagement, roles of various stakeholders and tools and technology to be involved. Government willingness to harness citizens input and commit resource to e-participation is of paramount importance.

Originality/value

The framework developed is useful for the e-democracy research community and government in executing successful e-democracy implementation and evaluating its impact on democratic outcomes.

Details

Transforming Government: People, Process and Policy, vol. 10 no. 3
Type: Research Article
ISSN: 1750-6166

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1 – 10 of over 100000