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Book part
Publication date: 24 July 2014

Casey D. Hoeve, Ellen R. Urton and Thomas W. Bell

From 2007 to 2009, Kansas State University Libraries (K-State Libraries) committed to strategically assess and redevelop their organizational structure. The Libraries’ Strategic

Abstract

From 2007 to 2009, Kansas State University Libraries (K-State Libraries) committed to strategically assess and redevelop their organizational structure. The Libraries’ Strategic Plan and position redistributions commenced in 2007 and 2009 respectively, with adjustments in 2010 to accommodate the university’s K-State 2025 Strategic Plan. Together, these changed the roles of former subject librarians, dividing and transferring responsibilities for outreach, reference, instruction, and collection development. Among the more significant changes was the creation of departments devoted to patron groups, rather than specific academic disciplines. Illustrating how the reorganization changed the roles of traditional library services, this chapter outlines the responsibilities of three librarian positions: Undergraduate and Community Services, Faculty and Graduate Services, and Content (collection) Development. The librarians are also founding members of the K-State Libraries Arts Matrix, an ad hoc team operating within the new organization to enhance communication and expand subject expertise in the visual and performing arts. These transitions presented both opportunities for engagement and specialization, as well as challenges to communication and subject identity. These issues are addressed, including solutions offered by the matrix model. Although this study is limited by the neoteric existence of this model, and lack of precedents for comparison, K-State Libraries’ example may offer a viable model for institutions adapting to fiscal realities. Additionally, matrices may supplement the traditional subject librarian model for those seeking to enhance engagement and collaboration. This chapter offers further insight into a strategic planning process, as well as a transparent, inclusive strategy for librarians adjusting to organizational change.

Article
Publication date: 22 March 2011

Erkki K. Laitinen

The purpose of this paper is to analyze the effect of different reorganization actions on long‐term financial performance of reorganizing small entrepreneurial firms in Finland.

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Abstract

Purpose

The purpose of this paper is to analyze the effect of different reorganization actions on long‐term financial performance of reorganizing small entrepreneurial firms in Finland.

Design/methodology/approach

An structural equation model estimated by partial least squares is applied to survey data from 98 reorganizing very small firms to analyze the effect of organizational change (OC), financial reorganization, management control system change (MCSC), and management accounting change (MAC) on performance.

Findings

Evidence supports three of the seven research hypotheses. Debt restructuring has a positive effect on performance. Liquidation of assets and OC do not show a significant direct effect but OC has a positive total effect. MCSC has a positive effect whereas the effect of MAC is negative. Compatibility of reorganization actions with the confirmed reorganization plan affects positively performance.

Research limitations/implications

The sample is small. In further studies, larger samples should be used. Effect of reorganization on performance is self‐assessed by the firms. Further studies should apply more objective measures. The constructs of variables are intended for larger firms. New constructs should be developed for very small firms.

Practical implications

It is important that reorganization administrators and consultants prepare a careful reorganization plan to be followed during the program. In small reorganizing firms, it is beneficial to develop management control systems. However, one should be cautious when developing formal management accounting systems for very small firms.

Originality/value

This paper is the first one developing a structural model of the effects of reorganization actions on performance of small firms. It brings new evidence on the effects of organizational and control system change.

Details

Journal of Accounting & Organizational Change, vol. 7 no. 1
Type: Research Article
ISSN: 1832-5912

Keywords

Book part
Publication date: 13 October 2016

Florian Bauer, Svante Schriber, David R. King and Borislav Uzelac

Acquisition integration is important to realize synergies and to achieve acquisition success. However, there is a lack of clarity on pertinent integration approaches suggesting…

Abstract

Acquisition integration is important to realize synergies and to achieve acquisition success. However, there is a lack of clarity on pertinent integration approaches suggesting that integration is more complex and dynamic than traditionally assumed. In this chapter, we shed light on ambiguous cause effect relationships by investigating the effect of integration related decisions on intermediate goals. Additionally, we argue that entrepreneurial integration skills, or proactivity under ambiguity, are needed to keep pace with the dynamism inherent in acquisition integration. Based on primary data on 116 acquisitions, we find that entrepreneurial integration skills can display both advantages and disadvantages. While it helps to realize expected and serendipitous synergies, it can also trigger employee uncertainty due to decreased transparency. In supplementary analysis, we show measures to outperform with various integration approaches. Implications for management research and practice are identified.

Details

Mergers and Acquisitions, Entrepreneurship and Innovation
Type: Book
ISBN: 978-1-78635-371-9

Keywords

Article
Publication date: 4 January 2011

Diana L.H. Chan and Samson C. Soong

The main purpose of this paper is to discuss the strategic repositioning of an academic library using the dynamic capability framework.

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Abstract

Purpose

The main purpose of this paper is to discuss the strategic repositioning of an academic library using the dynamic capability framework.

Design/methodology/approach

The discussion is based on the re‐organizational process of the Hong Kong University of Science and Technology Library. Three stages are focused, illustrating how the library managed to be dynamically capable, including: sensing the environmental impacts; realigning and reconfiguring its resources; and implementing effective strategies to respond to these challenges.

Findings

The library adopted a multitude of channels and media in sensing environmental challenges. By going through a strategic reorganization, the library has realigned and redeployed its staff resources to better prepare for incoming changes. The reformed organization moved ahead with renewed culture and values, including better internal communication, team spirit, collective learning mechanisms, and effective user communication.

Research limitations/implications

Reorganization is complex and can be highly stressful. Participative culture and effective communication seem to be successful mechanisms.

Practical implications

Cross‐training on work procedures and routines in other units provided organizational learning mechanisms. This collective learning broadened staff's work knowledge, enlightened their understanding of complex processes, fostered good team spirit, and improved overall effectiveness, as more staff become aware of the overall performance implications of their actions.

Originality/value

The paper shares various reorganization concerns and how they were handled. The benefits of a large‐scale cross‐training program are outlined.

Details

Library Management, vol. 32 no. 1/2
Type: Research Article
ISSN: 0143-5124

Keywords

Article
Publication date: 1 January 1993

Mark Considine

Little is known about the impact of recent cost‐cutting measures onorganization structure. Identifies a new type of reorganization in majorservice delivery organizations. The…

Abstract

Little is known about the impact of recent cost‐cutting measures on organization structure. Identifies a new type of reorganization in major service delivery organizations. The Strategic Core Reorganization (SCR) is being used in several Australian bureaucracies. Provides a case study, model and research hypothesis concerning the impact of SCR.

Details

International Journal of Public Sector Management, vol. 6 no. 1
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 11 May 2015

Marta Dominguez CC, Jose Luís Galán-González and Carmen Barroso

The purpose of this paper is to know how strategic change processes unfold over time and their potential consequences for firms. The study has two main objectives: to identify the…

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Abstract

Purpose

The purpose of this paper is to know how strategic change processes unfold over time and their potential consequences for firms. The study has two main objectives: to identify the actors involved; and to analyze the sequences of changes when a firm experiences strategic change.

Design/methodology/approach

To know the temporal sequence of strategic change is per se one of the most important questions of research in management. This is because it allows for a better understanding of how and why organizations change. The qualitative analysis – based on the existing literature on the change processes – aims to capture reality in flight and study long-term processes.

Findings

The study identifies strategic change’s essential patterns. It determines when it is appropriate to use these sequences to improve firm performance and it explains that reorganization of the senior management can produce strategic change. The results provide a greater understanding of the strategic change processes carried out by firms which will broaden the theory relating to this subject.

Practical implications

To know the strategic change circumstances and, over all, the sequence of the change process, could accelerate its implementation in a time when the speed is essential for the company competitiveness.

Originality/value

The paper studies strategic change like a process. The results provide a greater understanding of the strategic change processes carried out by firms which will broaden the theory relating to this subject. The study identifies strategic change’s essential patterns both incremental as radical. By identifying these sequences, it can define the what, how and why of change, and who is involved.

Details

Journal of Organizational Change Management, vol. 28 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 17 May 2011

Thanida Chitnomrath, Robert Evans and Theo Christopher

This research seeks to investigate the role of key corporate governance mechanisms in determining a firm's post‐bankruptcy performance following reorganisation.

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Abstract

Purpose

This research seeks to investigate the role of key corporate governance mechanisms in determining a firm's post‐bankruptcy performance following reorganisation.

Design/methodology/approach

The study is based on agency theory and uses a unique sample of 111 filing companies whose reorganisation plans have been confirmed by the Thai Central Bankruptcy Court during the period 1999‐2002.

Findings

The results indicate that monitoring and incentive mechanisms are significant determinants of a firm's post‐bankruptcy performance. The key monitoring mechanism is ownership concentration, measured by shares held by the largest shareholder, whereas the critical incentive mechanisms are cash compensation and percentage of common shares held by the plan administrator. The results indicate that these mechanisms can mitigate agency problems in previously insolvent companies and increase post‐bankruptcy performance over a three year period.

Originality/value

The study is timely given that many organisations are facing rebuilding programs following the impact of the global financial crisis. Prior research in Thailand and elsewhere has not measured bankruptcy reorganisation outcomes in terms of the difference of actual financial performance to predicted performance and in relation to the governance factors of the reorganisation process. Neither has this aspect been considered within an agency theory framework. This provides a unique opportunity to consider these variables based on the theoretical framework of agency theory and to evaluate the importance of governance mechanisms in reorganisation proceedings.

Details

Asian Review of Accounting, vol. 19 no. 1
Type: Research Article
ISSN: 1321-7348

Keywords

Book part
Publication date: 6 May 2003

Gail E Bader, William Graves and James M Nyce

Fernandez knew, as did Kenneth Burke to whom Fernandez owed so much, that the fundamental human problem of maintaining what he elsewhere called the “inchoate sense of wholeness”…

Abstract

Fernandez knew, as did Kenneth Burke to whom Fernandez owed so much, that the fundamental human problem of maintaining what he elsewhere called the “inchoate sense of wholeness” was critically linked to the never-ending dilemma of “the degree to which men can feel the aptness of each other’s metaphors.” And since the publication of “Persuasions and Performances” nearly 30 years ago, a great deal of anthropological, sociological and historical work on “power and resistance,” “hegemony,” and “cultural reproduction and change” can be usefully framed as particular responses to a number of fundamental questions implicit in Fernandez’ quote – When, and under what types of conditions, does any particular “metaphor” or “trope” serve to promote cooperation and social integration? When, and under what types of conditions, does it serve to promote conflict and social disintegration? When and how is the “aptness” of any given “metaphor” or “trope” lost? We believe these to be among the most central, enduring questions in the Human Sciences.

Details

Advances in Library Administration and Organization
Type: Book
ISBN: 978-1-84950-206-1

Article
Publication date: 1 June 1999

John Fenwick and Mark Bailey

A number of internal and external pressures in UK local government have led to the examination of different options for internal organisation and management. A particular pressure…

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Abstract

A number of internal and external pressures in UK local government have led to the examination of different options for internal organisation and management. A particular pressure has recently been the reorganisation of local government towards the creation of new unitary local councils. The review of non‐metropolitan local government from 1992 to 1996, and the creation of unitary authorities in a number of areas from 1995 to 1998, forced local authorities to examine their own organisation. This article considers the impact of local government reorganisation on the structures and management of the organisations concerned. The discussion concentrates upon pressures towards centralisation and decentralisation. The extent to which structural reorganisation has led local government to “decentralise” is considered in a number of senses: the expansion of the parish and community council level, changes to internal management, and area‐based initiatives. Drawing directly from current research, the authors examine competing trends towards decentralisation and centralisation and, specifically, identify a renewed focus upon corporate management as a whole. The importance of this new corporatism is then assessed.

Details

International Journal of Public Sector Management, vol. 12 no. 3
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 1 April 2002

Reinsurance and financial‐services organization Swiss Re has repositioned its alternative risk resources after a radical reorganization. Strategic imperatives included…

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Abstract

Reinsurance and financial‐services organization Swiss Re has repositioned its alternative risk resources after a radical reorganization. Strategic imperatives included establishing a new performance culture among its 500 associates, who mostly work in virtual teams as part of the new Swiss Re New Markets (SRNM) division. Compensation through variable bonus and multilevel appraisal has been a critical success factor.

Details

Human Resource Management International Digest, vol. 10 no. 2
Type: Research Article
ISSN: 0967-0734

Keywords

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