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Book part
Publication date: 14 December 2023

Filippo Marchesani

This chapter investigates the geographical variations and approaches that shape the implementation of smart city projects on a global scale. Recognizing the significant influence…

Abstract

This chapter investigates the geographical variations and approaches that shape the implementation of smart city projects on a global scale. Recognizing the significant influence of contextual factors on smart city initiatives, this chapter aims to comprehend the dynamics that drive the objectives and approaches of smart city projects across different countries. This chapter provides an overview of the strategic and geographical factors that impact smart city implementation, considering organizational drivers and practices, such as the Hofstede model in context. It explores the role of citizen-based, technology-based, and decision-making-based development in smart city implementation. Moreover, this chapter examines the strategic, cultural, socioeconomic, and geographical differences that influence smart city projects worldwide. It analyzes the geographical influence and internal drivers of smart city projects, focusing on Europe, North America, Latin America, and East and South Asia. This analysis offers insights into diverse approaches to smart city development, encompassing top-down and bottom-up approaches. By examining various perspectives and experiences from smart city initiatives worldwide, this chapter sheds light on the challenges and opportunities associated with implementing smart city strategies in different contexts.

Article
Publication date: 25 January 2008

Neal Ryan, Trevor Williams, Michael Charles and Jennifer Waterhouse

The purpose of this paper is to assist public sector organizations to carry out better change management strategies and thus achieve better change processes and also to provide a…

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Abstract

Purpose

The purpose of this paper is to assist public sector organizations to carry out better change management strategies and thus achieve better change processes and also to provide a critique of topdown change strategies, especially when employed by public sector agencies. Furthermore, the paper uses the case of one such public sector organization to highlight the need to complement topdown change strategies with other approaches.

Design/methodology/approach

The paper used a three‐year longitudinal case study approach to ascertain the efficacy of topdown change in a large public sector organization. Data were collected by means of a series of employee focus groups and interviews with key management personnel. This was supplemented by organizational communication outputs.

Findings

The paper finds that a topdown change strategy needs to be coupled with other change strategies for change to become successfully embedded in the organization. Organizational factors and processes can limit the effectiveness of communicating topdown change and prevent information from filtering through the organization in the expected way.

Practical implications

The paper shows that genuine consultation and meaningful two‐way communication must be established for topdown change strategies to function effectively together with other techniques.

Originality/value

The paper complements previous literature on topdown change and corroborates earlier findings. In addition, it highlights the vital importance of middle managers in communicating organizational change and the need to establish a genuine two‐way communication flow.

Details

International Journal of Public Sector Management, vol. 21 no. 1
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 1 February 2004

Bill Mulford, Lawrie Kendall and Diana Kendall

This article explores the relationship between teachers' perceptions of administrative practice in high schools and students' perceptions of the school, teachers and their own…

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Abstract

This article explores the relationship between teachers' perceptions of administrative practice in high schools and students' perceptions of the school, teachers and their own performance. It was found that where decision making is perceived by teachers as collegial, collaborative, co‐operative and consultative and providing adequate opportunities for participation it will be more likely to lead to positive student perceptions about their school and teachers, as well as perceptions about relationships and their own performance, than where decision making is more topdown, executive or does not foster widespread involvement. Reinforcing these findings it was found that where teachers identify the main sources of stress in their schools as lack of support from management, poor leadership and ineffective decision‐making processes, students are much less favourably disposed towards their teachers or their own engagement and performance. Previously reported results have shown that such inclusive decision‐making practices may not be widespread in high schools.

Details

Journal of Educational Administration, vol. 42 no. 1
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 23 January 2007

Yau Tsai and Sue Beverton

The purpose of this paper is to explore the strengths and weaknesses of topdown management in a university that has embraced globalisation with a strong market‐led ethos and to…

7459

Abstract

Purpose

The purpose of this paper is to explore the strengths and weaknesses of topdown management in a university that has embraced globalisation with a strong market‐led ethos and to suggest the ways in which adjustments might be made to topdown management processes.

Design/methodology/approach

The paper examines the strengths and weaknesses of topdown management by drawing upon relevant literature and further explores its related problems through a case study of a department in the universities of one country.

Findings

Several studies have concluded that topdown management through its exercise of direct power is still a preferable means of reducing the chaos resulting from teachers caught up in de‐stabilising and confusing change processes. In the current globalisation context, it is also concluded that the success of topdown management is predicated upon a willingness or readiness of the faculty to allow it to exist.

Research limitations/implications

Although this paper explores the strengths and weaknesses simply through literature, it provides a case study to understand the problems with topdown management in higher education. The case study illustrates some of the issues that may or may not be proved by ensuing or larger‐scale research to be generalisable, but for the specifics of this case the issues discussed would appear to be important.

Originality/value

This paper recognizes the importance of topdown management to higher education in the global society and sheds light on how to make topdown management more efficient in higher education.

Details

International Journal of Educational Management, vol. 21 no. 1
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 25 May 2018

Oscar Rodríguez-Espíndola, Pavel Albores and Christopher Brewster

Decision-making structures are commonly associated with the logistics challenges experienced during disaster operations. However, the alignment between the operational level and…

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Abstract

Purpose

Decision-making structures are commonly associated with the logistics challenges experienced during disaster operations. However, the alignment between the operational level and the decision-making structure is commonly overlooked. The purpose of this paper is to provide an analysis of the fit of both levels and its impact on performance.

Design/methodology/approach

The research is developed around a case study in Mexico. Through a review of the disaster management policy in the country, interviews and secondary data, the paper provides an analysis of the current decision-making structure, the logistics activities undertaken by authorities and the impact of the alignment between both components on logistics performance.

Findings

The analysis suggests that several of the challenges commonly associated with centralisation are actually rooted on its alignment with the operational level. The logistics performance is negatively affected by faulty assumptions, poorly planned procedures, inconsistent decision-making and poorly designed structures. The case showed the need to align the operational level with a centralised perspective to increase responsiveness, flexibility and the interaction between different organisations.

Originality/value

This paper identifies the impact of the misalignment between the decision-making structure and the operational level on logistics performance, an area currently understudied. It moves from the current argument about the appropriate decision-making structure for disaster management to the identification of components to implement an efficient and effective disaster management system. Additionally, this paper provides recommendations for best practices in humanitarian logistics, which are applicable to Mexico and other countries using a centralised decision-making approach.

Details

International Journal of Operations & Production Management, vol. 38 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 27 March 2007

L. Michel

The ability to make good decisions is the defining attribute of a high performance organization. The challenge is to ensure that good decision‐making practices permeate the entire

11669

Abstract

Purpose

The ability to make good decisions is the defining attribute of a high performance organization. The challenge is to ensure that good decision‐making practices permeate the entire organization. As organizations grow, employees make decisions in an increasingly complex, ambiguous, and uncertain environment. Formal practices enable employees to make decisions that are meaningful to the firm's stakeholders and guide their behaviours to align with the strategic intent of the firm as well as its values and norms.

Design/methodology/approach

Through case studies and consultancy work the author has developed an approach to focus on management decision making and improved effectiveness.

Findings

This paper describes a diagnostic tool which helps companies understand how well their management systems support decision making and where CEOs should invest to focus leadership time and attention. The decision‐making scorecard and tools help CEOs design effectiveness management systems and focus its use to drive their specific business agenda.

Originality/value

With formal decision‐making practice in place, CEOs rely on delegation and control practices to ensure that employees make decisions in line with the organization's vision and values. Using the described approach, CEOs and employees focus their attention on the relevant control levers and use their time for interaction and learning rather than control. Furthermore they successfully apply more relevant decision‐making practices than before, and have abandoned extensive and expensive performance management projects in favour of more differentiated and focused initiatives that support their immediate goals with a direct impact. The tools have been used to ensure that the next strategic move delivers the expected value. In summary, good decision‐making practices translate the CEOs' power and responsibility into higher performance, growth and lower risk.

Details

Measuring Business Excellence, vol. 11 no. 1
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 1 January 2008

Malcolm Brady and Aidan Walsh

The paper examines the process by which the strategic direction of an organization is set. The paper asks if strategic direction is defined and set at the top of the organization…

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Abstract

Purpose

The paper examines the process by which the strategic direction of an organization is set. The paper asks if strategic direction is defined and set at the top of the organization and then trickled down or is it set by members making their own decisions based on well‐known rules and the organization's strategic direction is the aggregation of these decisions.

Design/methodology/approach

Individual in‐depth semi‐structured interviews were carried out with members of a professional services organization.

Findings

The research suggests that an agent‐based approach may more closely represent the process of strategic direction setting for certain kinds of firm than does the traditional text‐book trickle down approach.

Research limitations/implications

The research was carried out on a legal services firm. Future extensions of the research could be to other kinds of large professional services firms, for example accountancy practices.

Practical implications

While this research was carried out on a professional services firm the findings could be appropriate to other kinds of organization in the knowledge economy where individual agents carried out non‐routine tasks or tasks that require substantial individual judgment, for example: universities or research centers.

Originality/value

The usual text book model of strategy formulation and implementation suggests that strategy is defined by top management with objectives cascaded down through the organization. This research suggests an alternative approach where individual agents in the organization make decisions according to given rules and that the strategic direction of the organization is determined by the aggregation of these decisions. This suggests a new role for top managers as rule‐makers rather than objective‐setters.

Details

Business Strategy Series, vol. 9 no. 1
Type: Research Article
ISSN: 1751-5637

Keywords

Article
Publication date: 1 February 2016

Caleb Prichard and Jana E. Moore

Schools often vary in how they balance teacher autonomy (TA) and administrative control, and research suggests that there may be several context-specific variables which may be…

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Abstract

Purpose

Schools often vary in how they balance teacher autonomy (TA) and administrative control, and research suggests that there may be several context-specific variables which may be influential. The purpose of this paper is to determine the influence of program variables on the level of TA, administrative coordination, and administration-staff collaboration in English as a second or other language (ESOL) programs.

Design/methodology/approach

Administrators from 130 ESOL programs completed an empirical questionnaire aiming to understand the influence of variables on the level of TA, coordination, and collaboration. The following five variables were hypothesized to be influential based on the literature review: complexity/size; the variability of students’ needs; external pressures; teacher qualifications; and feasibility.

Findings

Top-down coordination was significantly influenced by four of the five of the program variables, and collaboration was predicted by two. However, program complexity/size was the only significant variable influencing the reported level of TA.

Research limitations/implications

Teachers were not surveyed in this stage of the research. Follow-up research is planned to involve teaching staff.

Practical implications

Administrators may benefit from reflecting more on how they coordinate their program by considering the potential influence of context-specific variables highlighted in the research. The findings could influence administrators to adapt their management style potentially leading to a better working environment and improved student learning outcomes.

Originality/value

Previous research has looked at the influence of situational variables on leadership style, but research has not explicitly analyzed the effect of context variables on the level of TA and administrative coordination in educational programs.

Details

Journal of Educational Administration, vol. 54 no. 1
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 1 March 2006

Jean A. Patterson, Andrew Koenigs, Gordon Mohn and Cheryl Rasmussen

The purpose of this paper is to examine decision making and resource allocation in a small, rural district in a Midwestern state of the USA during a time of economic retrenchment.

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Abstract

Purpose

The purpose of this paper is to examine decision making and resource allocation in a small, rural district in a Midwestern state of the USA during a time of economic retrenchment.

Design/methodology/approach

Qualitative case study methods were used, including focus groups and personal interviews with current and former district administrators, Board of Education members, teachers, parents, and other members of the communities the district serves. Organizational archetypes were used as an analytic framework to reveal the deeper cultural values and preferences influencing board and superintendent decisions.

Findings

Underlying historical patterns of decision making were found that were not aligned with constituents' preferences. District leaders refused to consider information that did not fit with their own beliefs and a crisis of leadership occurred, which resulted in the ousting of the superintendent and a majority of school board members. These patterns of decision making furthermore advantaged one group of constituents and disadvantaged another.

Originality/value

This study illustrates the potential of archetypes as an analytic framework for understanding organizational decision making. Revealing tacit patterns of decision making can help organizations recognize and change patterns that are dysfunctional and have negative outcomes.

Details

Journal of Educational Administration, vol. 44 no. 2
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 14 December 2023

Anjali Singh and Sumi Jha

This study aims to investigate the factors influencing team innovation from the perspective of strategic leaders. The study draws from the leader–member exchange (LMX) theory to…

Abstract

Purpose

This study aims to investigate the factors influencing team innovation from the perspective of strategic leaders. The study draws from the leader–member exchange (LMX) theory to propose that the quality of exchange the leaders perceive with the team members may provide a useful cue to identify the key elements and processes that may help drive team innovation.

Design/methodology/approach

A qualitative study using a hybrid approach was used, and a thematic analysis was performed. The data were based on 25 interviews collected from strategic leaders using the long interview technique.

Findings

The findings revealed themes and factors influencing innovation orientation among leaders and team members. Five themes were identified, namely modeling leadership behavior, autonomy and psychological safety for teams, organizational structure and technology, innovation and the decision-making process and innovation during times of uncertainty.

Research limitations/implications

Because of the purposefully chosen sample of only leaders who were involved in the innovation process, the research results may lack generalizability. Therefore, researchers are encouraged to corroborate the finding using a sample of teams involved in the innovation process.

Practical implications

A conceptual model is proposed with guidance for implementing innovation decisions and strategies in practice.

Originality/value

While the strategic leadership and team innovation literature emphasizes the interaction between leaders and team members, research on how these interactions unfold is still nascent. This paper fulfills these needs from a strategic leader’s perspective.

Details

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

Keywords

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