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This paper aims to propose an integrated use of balanced scorecard (BSC), data envelopment analysis (DEA) and game theory approach as an enhanced performance measurement technique to determine and rank the importance of manufacturing indicators of a steel company as a real case study.

An efficiency change ratio is defined to examine the characteristic function of each coalition which is super-additive. Then, the Shapley value index is used as the solution of the cooperative game to determine the importance of the BSC indicators of the company and rank order them.

The results reveal that “profitability rate” is the most important BSC indicator, whereas “customer satisfaction” is the least significant one. The ranking order of the importance of all BSC indicators makes it possible for the senior managers of the organization to realize the importance of each index separately and to improve the profitability and the number of customers by presenting programs according to the budget and time constraints.

The main contribution of this paper lies in the adoption of a game theory approach to performance measurement in the industrial sector that determines and ranks the importance of manufacturing indicators.

This paper aims to explore the strategic and evolving role of human resource management (HRM) directors within the context of underdeveloped institutional arrangements. The study focuses on India and conducts a comparative analysis of the roles of HRM directors in both multinational enterprises (MNEs) and domestic firms.

Survey-based data from the HRM directors of 252 enterprises were gathered for the comparative analysis, including both multinational and domestic enterprises.

HRM directors in MNEs lack the proficiency required to effectively fulfil their strategic role. In addition, there has been a notable shift in the responsibilities of HRM directors in MNEs, with increased emphasis on labour movements and trade union negotiations, as opposed to traditional human resource (HR) activities. This shift suggests that the role of HRM in MNEs operating in India has been influenced by local isomorphic forces, rather than following a “pendulum swing” between home and host country institutional pressures. The prevalence of informality in the Indian institutional arrangements may act as a strong counterforce to integrating the strategic agency of MNEs' home country HRM directors into the organizational structure. Despite facing resistance from the local institutional context, HRM directors in MNEs are responding with a pushback, prioritizing labour movements and trade union negotiations over core HRM activities.

The study highlights the broader implications for theory and practice, shedding light on the challenges faced by HRM directors in navigating incoherent institutional arrangements. It emphasizes the need for a deeper understanding of local forces in shaping HRM practices within multinational settings.

We contribute to the comparative HRM literature by elaborating on power struggles that HRM directors face amid the dichotomies of formal power and authority that are encoded in the organizational structure versus culturally contingent power that can be accrued from engaging in informality. We also highlight their engagement in prolonged institutional mediation and change, which serves as a compensatory mechanism for the institutional shortfalls they encounter within the context of emerging markets.

Organizations remain a vital sociological topic, but organizational sociology, as a subfield, has evolved significantly since its inception. In this paper, I argue that organization sociology is becoming increasingly disconnected from organizational theory, as currently conceived. The focus of sociological research on organizations has become more empirically grounded in the study of social problems and how organizations contribute to them. Sociologists continue to see organizations as important actors in society that play a role in shaping social order and as contexts in which social processes play out. I propose two main sociological approaches for organizational research, which I describe as “organizations within society” and “society within organizations.” The first approach examines the role of organizations as building blocks of social structure and as social actors in their own right. The second approach treats organizations as platforms and locations of social interactions and the building of community. These approaches are somewhat disconnected from the sort of grand theorizing that characterizes much of organizational theory. I argue that the problem-oriented sociology of these two approaches offers a vital way for organizational scholars to expand and theoretically revitalize the field.

Human resources (HR) are undoubtedly one of the most important factors of any organization. That is why making decisions on the HR policy is becoming a very sensitive issue, both when hiring adequate candidates for the job and during the process work, i.e., during training and development of employees who work in the organization. The purpose of this study was to investigate the importance of HR and decisions on the HR policy as the premise for generating the organization’s expected business excellence. The starting assumption of this chapter is that appropriate decisions on the HR policy are predictors of engaging adequate employees and managing their potentials on the right way. The research is directed toward identifying differences in decisions on the personnel policy in organizations from Serbia that have different decision-makers and different management styles, which are directly related to their business success. Apart from the decision-maker, a significant role in profiling an organization’s personnel should also be done by the Human Resource Department, who take part in recruiting, selecting for education, building, and motivating personnel. In order to confirm the starting assumption, the comparative analysis method, the synthesis method, and the multiple comparison and statistical test methods are used.

The paper aims to analyse the meaning and extension of discretionary power of social service professionals within network-based interventions.

Empirically, the paper is based on a case study of a network-based policy involving private and public organisations in the Northeast of Italy (Province of Trento).

The paper identifies netocracy as a social policy logic distinct from bureaucracy and professionalism. What legitimises netocracy is neither authority nor expertise but cooperation, the activation of connections and involvement, considered “good” per se. In this framework, professionalism and discretion acquire new and problematic meanings compared to street-level bureaucracy processes.

Based on a case study, the research results cannot be generalised but pave the way to further comparative investigations.

The paper reveals that the position of professionals in netocracy is to some extent trickier than that in a bureaucracy because netocracy seems to have the power to encapsulate them and make it less likely for them to deviate from expected courses of action.

Combining different literature streams – street level bureaucracy, professionalism, network organisations and welfare governance – and building on an original case study, the paper contribute to understanding professionalism in welfare contexts increasingly characterised by the combination of bureaucratic, professional and network logics.

This paper aims to highlight a broader definition of good building performance that goes beyond the traditional emphasis on technical aspects, only adopting the lens of the social construction of technology (SCOT) in the empirical space of the workplace sector. Several building performance evaluation (BPE) methods focus on technical aspects such as energy consumption, indoor environmental conditions and compliance with building regulations and standards. Technical aspects, albeit important goals, only embed a partial component of what buildings are expected to deliver. There is growing interest in considering the organisational and experiential expectations of building performance, particularly integrating various views of performance as expected by different user groups.

The paper adopts an archival research method to analyse the archive of the workplace consultants DEGW, particularly focusing on their work on London’s Broadgate development in the 1980s and the 1990s.

The findings reveal how voices from a pluralistic client organisation can be addressed to articulate a broad definition of building performance that integrates different viewpoints encompassing technical, organisational and experiential expectations. In DEGW’s work, the views on building performance of various stakeholders involved in the everyday use and management of buildings are identified without imposing predetermined agendas or research notions of performance. Particular emphasis is given to understanding clients as not a homogenous entity but consisting of different interest groups, which implies multiple conceptualisations of building performance and the building itself.

The performance expectations of a building vary between organisations and even within any organisation. Moreover, the needs of an organisation will change over time, and the BPE criteria need to be changed to ensure better alignment between organisations and the physical spaces they occupy. A critical reflection on the conceptualisation of “users” and “building” in BPE methods is required to create an integrated approach towards building performance.

The paper offers insights by adopting the theoretical lens of SCOT to explore an integrated approach to building performance that captures the varied needs of building users through the example of London’s Broadgate development.

This study aims to examine the relationship between corporate social responsibility (CSR) and job pursuit intention (JPI), and the role of job seekers’ perception on employer prosocial orientation, value congruence and employer attractiveness in this relationship. CSR is measured based on internal and external CSR.

By adopting quantitative approach, data was obtained through survey questionnaire from 420 bachelor’s degree university fresh graduates from five universities in Malaysia who are actively seeking for jobs. Data was analysed using structural equation modelling technique.

Research findings show that internal and external CSR positively impact job seekers’ perception of employer prosocial orientation. Job seekers’ perception towards employer prosocial orientation has a significant positive impact on value congruence. Value congruence has a significant positive influence on employer attractiveness. Finally, employer attractiveness has a significant positive impact on JPI.

The findings are useful for human resources management. Organisations (employers) should focus on effective internal and external CSR practices through a prosocial orientation approach to attract the best talents and create a strong position in the job market.

This study extends the Signalling Theory and P-O Fit theory by applying them to an entirely different context of CSR and JPI, by incorporated the holistic job seekers’ psychological processes of the recruitment signals (internal and external CSR), signalling process and person-organisation fit (perception on employer prosocial orientation, value congruence and employer attractiveness) thoroughly.

In the past few decades, performance measuring systems have become important managerial tools for healthcare organizations. Healthcare performance metrics are a useful tool in understanding how healthcare organizations achieve their goals while satisfying the needs of their patients and conforming to national and international standards. Various efforts have been made to assess healthcare performance. Most of these measures are focused on a single perspective or developed by a single source to meet management and strategic objectives on time.

We develop a review of the literature to shed light on the measures used to assess performance in the healthcare sector at various points in time, as well as to establish a thorough understanding of healthcare performance measurement.

Developing real-time digital traceability of metrics and an integrative perspective that increases the actionability of information acquired is an attractive potential made possible by the introduction of new technologies and the digitization of data.

We conclude that a proper measurement system should be one to combine patient, physician, non-medical staff and system perspective, which will further facilitate the assessment of healthcare performance and the comparative function.

Innovation ambidexterity is crucial for fostering growth and gaining a competitive advantage in small and medium enterprises (SMEs). Previous research indicates that achieving a balance between exploration and exploitation is a multifaceted phenomenon occurring across various levels. This paper aims to examine the influence of individual, organizational and institutional factors on the ambidextrous innovation of Chinese niche leaders using a configurational perspective.

This study uses secondary data collected from 69 Chinese niche leaders in the new equipment manufacturing industry. The authors use fuzzy-set qualitative comparative analysis to investigate how owner openness, age, digitization, the formal institutional environment and the informal institutional environment jointly influence innovation ambidexterity.

By using fuzzy set analysis, this study categorizes combinations of interdependent factors that promote innovation ambidexterity. In particular, the authors pinpoint three configurations that foster high innovation ambidexterity and two configurations that lack such high levels of innovation ambidexterity. The analysis results suggest that innovation paradoxes in SMEs are linked to a nested system comprising leadership, organizational factors and the institutional environment.

This study elucidates the mechanism of innovation ambidexterity through a configurational perspective. This research proposes and validates a framework that enables SMEs to develop ambidextrous innovation capabilities, thereby integrating organizational ambidexterity theory and shedding light on the intricately complex nature of innovation ambidexterity.

This study aims to assess the effectiveness of a scale measuring artificial intelligence capabilities by using the resource-based theory. It seeks to examine the impact of these capabilities on the organizational-level resources of dynamic capabilities and organizational creativity, ultimately influencing the overall performance of government organizations.

The calibration of artificial intelligence capabilities scale was conducted using a combination of qualitative and quantitative analysis tools. A set of 26 initial items was formed in the qualitative study. In the quantitative study, self-reported data obtained from 344 public managers was used for the purposes of refining and validating the scale. Hypothesis testing is carried out to examine the relationship between theoretical constructs for the purpose of nomological testing.

Results provide empirical evidence that the presence of artificial intelligence capabilities positively and significantly impacts dynamic capabilities, organizational creativity and performance. Dynamic capabilities also found to partially mediate artificial intelligence capabilities relationship with organizational creativity and performance, and organizational creativity partially mediates dynamic capabilities – organizational creativity link.

The application of artificial intelligence holds promise for improving decision-making and problem-solving processes, thereby increasing the perceived value of public service. This can be achieved through the implementation of regulatory frameworks that serve as a blueprint for enhancing value and performance.

There are a limited number of studies on artificial intelligence capabilities conducted in the government sector, and these studies often present conflicting and inconclusive findings. Moreover, these studies indicate literature has not adequately explored the significance of organizational-level complementarity resources in facilitating the development of unique capabilities within government organizations. This paper presents a framework that can be used by government organizations to assess their artificial intelligence capabilities-organizational performance relation, drawing on the resource-based theory.