Search results
1 – 10 of over 37000The purpose of this paper is to examine the antecedents and implications of aligning the organizational values embedded in a systems development approach (e.g. agile) with the…
Abstract
Purpose
The purpose of this paper is to examine the antecedents and implications of aligning the organizational values embedded in a systems development approach (e.g. agile) with the organizational values of project team members.
Design/methodology/approach
A qualitative case study approach is used to examine systems development project teams at three organizations, each using a development approach that incorporates different organizational value dimensions. Interviews were conducted with developers, systems analysts, and managers regarding their systems development experiences. A structured coding of the interview transcripts was then completed to enable analysis of value dimensions.
Findings
By comparing the dominant values between the project teams and their development approach, varying degrees of alignment were identified. Where alignment is high, perceptions of the systems development process are associated with satisfaction and enthusiasm; where alignment is low, perceptions focus on frustration and discontent.
Research limitations/implications
Based on the study's findings, four propositions pertaining to the antecedents and implications of IS values alignment are outlined for examination in future research.
Practical implications
The findings from this study can aid managers who are considering the use of a new systems development approach or evaluating the effectiveness of their current approach. By determining the degree of information systems (IS) values alignment, organizations may be able to customize their development approach to be more consistent with the team's values, in order to minimize negative development process perceptions and increase project performance.
Originality/value
This research extends past studies of organizational values and alignment by introducing the concept of IS values alignment.
Details
Keywords
The research aim has two purposes: to clarify the concepts of values, collaboration and conflict and their relationship with one another within organizations; and to provide data…
Abstract
Purpose
The research aim has two purposes: to clarify the concepts of values, collaboration and conflict and their relationship with one another within organizations; and to provide data that supported or disconfirm values alignment as a proactive approach to conflict management.
Design/methodology/approach
An interdisciplinary review of literature was undertaken, as current literature on the topic of values as it relates to conflict was very limited in scope. The key concepts investigated were the connection between values (including alignment and congruence) and decision making, behavior, collaboration, strategy, prioritization and conflict within an organization. Research was guided using constructionism, chaos and complexity theories within a framework of Chaordic systems thinking.
Findings
The paper provides documentation that previous values research practices have been fragmented and have had limited practical applications. Support is provided indicating that values alignment fosters collaboration and could be a proactive approach to conflict management.
Research implications/limitations
No long‐term studies were found on the topic of inquiry, although some documentation on business performance is starting to appear. Further research using values alignment as an organizational process would be beneficial. Practical implications – The framework presented appears to have a pragmatic application that would benefit organizational development and effectiveness. Originality/value – This paper expands previous studies by examining values research across domains and suggesting a different research approach. A model is discussed that provides meaningful linkage between business strategy and organizational values.
Details
Keywords
David H. Tobey and B. Yasanthi Perera
The purpose of this paper is to posit a framework that predicts and explains the success and sustainability of MNC‐driven corporate social responsibility (CSR) programs in West…
Abstract
Purpose
The purpose of this paper is to posit a framework that predicts and explains the success and sustainability of MNC‐driven corporate social responsibility (CSR) programs in West Africa, based on the degree of overlap or differentiation among existing value systems of various stakeholders (economic orientation and temporal orientation).
Design/methodology/approach
This paper utilizes previous works on competing values, stakeholder perspective of CSR, and cultural values to posit the value alignment framework.
Findings
It is found that synthesis yields a value alignment framework and four propositions for empirical testing.
Research limitations/implications
Empirical research on the framework is needed. The synthesis of the propositions leads to two future research questions, “What is the impact of the degree of agreement on CSR values on corporate social performance?” and “What is the effect of culture on the effect of CSR values on performance?”
Practical implications
The framework presents those responsible for implementing CSR programs with a basis for reflecting upon broad factors that may mean the difference between CSR program success or failure.
Originality/value
This paper provides a theoretical model and assessment guidelines for considering local context when designing and delivering CSR initiatives and why CSR efforts may succeed or fail. Thus, it may assist in deriving sustainable social benefits from expatriate multinational investments in CSR.
Details
Keywords
Roberto da Piedade Francisco, Américo Azevedo and António Almeida
The purpose of this paper is to study the alignment measurement in collaborative networks, using the fit concept and predictive performance measurement as its main enablers. A…
Abstract
Purpose
The purpose of this paper is to study the alignment measurement in collaborative networks, using the fit concept and predictive performance measurement as its main enablers. A performance prediction approach is used in order to control a collaborative business network based not only in present and past performance measurements of each partner, but also taking into account the future behaviour of the intra‐ and inter‐organisational processes performance.
Design/methodology/approach
An exploratory case study was applied to a Brazilian collaborative network and mathematical approaches normally used in control theory were adopted to support alignment measurement.
Findings
The use of predictive measurements to manage the alignment between the results of inter‐organisational processes and performance targets set by the collaborative network.
Research limitations/implications
This approach was applied in a specific supply chain network, based on three industrial companies. For other network typologies it will be necessary to evaluate the alignment that can be achieved.
Practical implications
This predictive approach makes it possible to manage performance pro‐actively using feedforward and feedback control. Therefore, tools that consider performance estimation are used based on a data fusion approach, with a proper combination of leading and lagging measurements, which make it possible to use forecasting methods and tools to achieve good predictions.
Originality/value
The paper introduces an approach to alignment measurement leveraged by the new paradigm of performance prediction and presents an alignment metric for collaborative networks.
Details
Keywords
Seong-Yuen Toh, Shehnaz Tehseen, Ali B. Mahmoud, Jason Cheok, Nicholas Grigoriou and John Opute
This study highlights the instrumental role of the mission statement as a tool used by managers to shape value congruence to achieve enhanced employee performance levels.
Abstract
Purpose
This study highlights the instrumental role of the mission statement as a tool used by managers to shape value congruence to achieve enhanced employee performance levels.
Design/methodology/approach
A variance-based structural equation modelling was used to analyse the data obtained from a sample of 123 managers working in private organisations in Malaysia.
Findings
The management sensemaking approach is useful in mission statement research. Managers' involvement in clarifying the mission statement to various firm stakeholders, especially employees, is the strongest predictor of value congruency between employees and the firm, leading to improved levels of employee behavioural performance. Managers can influence value congruency through two processes: (1) guiding and shaping employees' values and (2) adapting the mission statement's contents.
Research limitations/implications
Future studies can consider the impact of managerial role modelling on employees' value alignment with the firm in longitudinal studies. Other aspects of alignment offer further research opportunities, for example, HR policy alignment and alignment of marketing and operation strategies with the mission statement.
Practical implications
Managers should move beyond treating the mission statement as a management tool. Instead, it is a firm philosophy that reflects managers' words and deeds and exemplifies their philosophical ideals.
Originality/value
Despite three decades of research into the relationship between the mission statement and performance, the results have been mixed. Therefore, this study adopts a sensemaking approach to research the mission-performance relationship underpinned by the resource-based view (RBV) theory.
Details
Keywords
Marshal H. Wright, Mihai C. Bocarnea and Julie K. Huntley
This study examined donor development processes in a faithbased, 501(c)(3) publicly-supported, tax-exempt organizational setting. The conceptual framework is relationship…
Abstract
This study examined donor development processes in a faithbased, 501(c)(3) publicly-supported, tax-exempt organizational setting. The conceptual framework is relationship marketing theory as informed from a systems theory alignment perspective. Organization-public relationship (OPR) dynamically predicts donor willingness to contribute unrestricted funds. It is proffered that the discrepancy variable, “values-fit incongruence,” significantly affects this dynamic. This contention is explored by asking the following two questions: (a) does donor-organization values-fit incongruence significantly negatively predict donor willingness to contribute unrestricted funds, and b) is the OPR construct strengthened with the patent inclusion of values-fit incongruence as an interactive moderator variable. Results suggest values-fit incongruence significantly negatively predicts donor willingness to contribute unrestricted funds. The results also suggest the OPR model is not strengthened by patently including the values-fit incongruence variable, as it may already be latently accounted for.
Francisco Javier Carrillo, Bo Edvardsson, Javier Reynoso and Egren Maravillo
This paper aims to deepen the understanding of resource integration for value co-creation within service-dominant logic (SDL), by drawing on key knowledge management (KM) concepts.
Abstract
Purpose
This paper aims to deepen the understanding of resource integration for value co-creation within service-dominant logic (SDL), by drawing on key knowledge management (KM) concepts.
Design/methodology/approach
This conceptual study introduces three key KM concepts, namely, object, agent and context to SDL; thus, deepening the understanding of how resources are becoming when actors are engaged in co-creating value-in-context.
Findings
This paper extends understanding of actors’ uses of knowledge in their efforts to co-create value. Paradoxically, SDL takes a phenomenological approach to understanding value co-creation, whereas KM embraces a realist-phenomenological view. Emphasizing knowing rather than knowledge reveals that there is no object without an agent, no agency without context and no knowledge without value-alignment. Thus, the paper contributes to theorizing about resource integration through SDL by identifying the need for effective alignment between relevant objects, capable agents and meaningful contexts for value to emerge. The paper also contributes with four facilitators of object-agent-context alignment: tacit knowledge contextualization, collective sensemaking, shared values among engaged actors and feedback on alignment effectiveness.
Originality/value
It advances current conceptualizations of resource integration and value co-creation in SDL by paying explicit attention to a KM perspective.
Details
Keywords
The purpose of this paper is to examine the effect of workplace ostracism on unethical pro-organizational behavior (UPB), by focusing on the moderating role of value alignment of…
Abstract
Purpose
The purpose of this paper is to examine the effect of workplace ostracism on unethical pro-organizational behavior (UPB), by focusing on the moderating role of value alignment of WPS.
Design/methodology/approach
The theoretical model was tested using data collected from 434 employees in different companies from Shanxi provinces in China. Analysis of lagged data is used to empirically test the relationship between workplace ostracism and UPB.
Findings
The study found that ostracized individuals are more likely to engage in UPB when they embrace high value alignment with the organization.
Originality/value
This study examines the moderating effect of WPS, providing boundary condition for the relationship between workplace ostracism and UPB. So far, most of the empirical work has identified moderators that only buffer the relationship between ostracism and negative outcomes, and the result for moderators that actually determine pro-social responses has not yet to be discovered.
Details
Keywords
Heather Skipworth, Janet Godsell, Chee Yew Wong, Soroosh Saghiri and Denyse Julien
This study aims to explain how supply chain alignment, which remains a major challenge for supply chains, can be achieved and its implications for business performance (BP) by…
Abstract
Purpose
This study aims to explain how supply chain alignment, which remains a major challenge for supply chains, can be achieved and its implications for business performance (BP) by testing the strengths of the relationships between previously identified enablers, supply chain alignment and BP.
Design/methodology/approach
A literature review develops hypotheses on the relationships between enablers, alignment and BP. A survey of medium-to-large UK manufacturing companies was conducted where the sample comprised 151 randomly selected companies, and the response rate was 56 per cent. Partial least square regression was used to test the hypothesis.
Findings
Two types of supply chain alignment are defined – shareholder and customer – but only customer alignment (CA) has a direct positive impact on BP, while shareholder alignment (SA) is its antecedent. Top management support was shown to be an enabler of both shareholder and CA, while organisation structure, information sharing and performance measurement system enabled SA, while internal relational behaviour enabled CA.
Research limitations/implications
Supply chain management research lacks knowledge on exactly how supply chain alignment can be achieved and what BP implications it has. This research provides a tested conceptual model to address this gap.
Practical implications
The refined conceptual model provides precise guidance to practitioners on how to improve BP through supply chain alignment.
Originality/value
Whilst the strategic management literature emphasizes the importance of SA, this study reveals another crucial alignment – CA – and shows its direct positive impact on BP.
Details
Keywords
Though prior studies have attempted to explore the various effects of managing information technology (IT) investment on firm performance, the mechanism through which management…
Abstract
Purpose
Though prior studies have attempted to explore the various effects of managing information technology (IT) investment on firm performance, the mechanism through which management of IT impact on firm performance rests less clear. The purpose of this study is to examine the impact of managing IT and business-IT alignment on firm performance.
Design/methodology/approach
Drawing on the resource-based theory and process theory, this study examines how managing IT impacts business-IT alignment and firm performance. The primary survey of 182 responses from IT and business managers from Sri Lanka was empirically examined.
Findings
The findings reveal that managing IT has a positive and strong impact on business-IT alignment and firm performance. Further, business-IT alignment partially mediates between managing IT investment and firm performance relationships.
Research limitations/implications
Today, businesses have invested a massive amount of money in IT investment, and the return on this investment is always a serious concern for managers and industry practitioners. This study finding proposes meaningful insights on managing IT, business-IT alignment and firm performance.
Originality/value
This study opens up the black box on the above nomological linkage and contributes to the literature by extending the theoretical lenses while suggesting insightful and practical implications.
Details