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Managers' perceptions of criteria of organizational effectiveness
Abstract
This research explores managerial perceptions of organizational effectiveness and whether they have similarities with perceptions of academics, and with the competing values model of organizational effectiveness (Quinn and Rohrbaugh, 1983). The results suggest that the same values organize the patterning of effectiveness criteria in a cohesion-based solution for managers and academics. Yet, this cohesion model has inadequate explanatory power for managers' perceptions and shows no relationship with either their experience or organizational preferences. In contrast, a conflict-based solution provides adequate explanatory power for managers and relates to their experience and to organizational preferences. If managers play any part in influencing effectiveness in organizations, then incorporating their views into models of organizational effectiveness is therefore likely to improve our understanding of organizational functioning.
... Não é recente a percepção de que os sistemas tradicionais de gerenciamento de projetos, que levam em consideração apenas aspectos e resultados como custo, tempo, qualidade e necessidades técnicas, têm sido considerados ineficientes (BOURNE et al., 2000;WALTON;DAWSON, 2001). Em uma nova concepção, estudos adotam diferentes formas para medir a performance ou o sucesso dos projetos e, consequentemente, a problemática é multidimensional, não existindo um consenso sobre como medir o sucesso dos projetos (CARVALHO; PATAH; BIDO, 2015). ...
... Não é recente a percepção de que os sistemas tradicionais de gerenciamento de projetos, que levam em consideração apenas aspectos e resultados como custo, tempo, qualidade e necessidades técnicas, têm sido considerados ineficientes (BOURNE et al., 2000;WALTON;DAWSON, 2001). Em uma nova concepção, estudos adotam diferentes formas para medir a performance ou o sucesso dos projetos e, consequentemente, a problemática é multidimensional, não existindo um consenso sobre como medir o sucesso dos projetos (CARVALHO; PATAH; BIDO, 2015). ...
A presente pesquisa objetivou entender como o suporte da alta gestão, as habilidades da equipe de projeto e os escritórios de gestão de projetos podem influenciar o sucesso da equipe de projeto. Desse modo, efetivou-se uma survey, com 87 líderes de equipe de projeto, para posterior modelagem de equações estruturais, no software PLS 3.0. Os resultados reafirmam o apontado pela literatura, no que diz respeito à indispensabilidade de se considerar ambas as Habilidades da Equipe, Hard e Soft, na gestão de projetos e, consequentemente, quanto ao Sucesso da Equipe.
... Nevertheless, its study is complex and there is still a "lack of conceptual coherence". Indeed, three reasons could explain this ambiguity: At first glance, different schools of thought examined organizational performance (Walton and Dawson 2001). The preferences and criteria for understanding and measuring each of them lead them to understand this notion from their own point of view. ...
... Then, it must be studied depending on the type of organization, and therefore perceived according to the nature and objectives of the structure in question. Finally, each stakeholder (internal and external) perceives organizational performance from its own vision (Walton and Dawson 2001). ...
In recent years, we have witnessed the establishment of a professionalization process in Morocco. Thus, the multiple problems of the Federations push the managers to raise questions relating to management. However, the interest of Moroccan researchers in management sciences has not been focused on this type of organization. Having said that, performance management is a powerful lever for companies’ success. It is based on the establishment of a comprehensive evaluation system via measurement indicators. This makes it possible to evaluate the activity and trigger corrective measures in the event of failure of the strategies laid down, ineffectiveness and non-achievement of goals. Nevertheless, measuring the organizational performance of Sports Federations is complex because of their thorny and paradoxical nature. Based on this observation, we consider it useful to go through an intermediate analysis which will subsequently simplify the establishment of a performance measurement system by these organizations. Thus, we adopt a classification study. The latter allows us a simpler presentation of the profiles of the organizations studied, by bringing together, on the one hand, those seeking to achieve financial, sporting or societal goals. And on the other hand, those who have the necessary resources allow it to achieve these objectives, which guides us to adopt this study of hierarchical classification through the use of Ward’s method. Keywords: performance, taxonomy of performance, sports federations, sport organizations, Morocco
... The eclecticism of the structure of the CFV model adapts well to the study of multiple organizational realities. To underline the extensive applicability of the model developed by Quinn and collaborators, we make reference to some empirical studies conducted in different contexts, such as: diagnosis and guide for organizational assessment (Walton & Dawson, 2001), complex and paradoxical nature of organizational effectiveness (Doty, Glick, & Huber, 1993;Ostroff, & Schmitt, 1993;Walton, & Dawson, 2001;Parreira, 2005b;Parreira, 2007;Parreira, 2009;Parreira et al, 2011), planning of information systems (Premkumar & King, 1994), managers' skills (Stefl, 2008), leadership effectiveness Vilkinas, & Ladyshewsky, 2012), leadership profile (Wilkinson, 2010), organizational culture (Neves, 2000;Parreira, 2008a;Zammuto, Gifford & Goodman, 2000), development of learning management (Quinn, Sendelbach, & Spreitzer, 1991), leadership and relational skills (Melo & Parreira, 2009;, Leadership in Health (2005c), organizational networks and effectiveness in alliances (Nygaard, & Dahlstrom, 2002), leadership styles (Martin, & Simons, 2002), evaluation of leadership roles (Martin, 1992;Vilkinas, & Ladyshewsky, 2012;Zammuto, Gifford, & Goodman, 2000), leadership traits and patterns of influence and behavior (Deninson, Hooijberg, & Quinn, 1995), leadership traits and behavior (Strang, 2007), organizational culture (Helfrich, Mohr, Meterko, & Sales, 2007), behavioral complexity in leadership (Lawrence, Lenk, & Quinn, 2009;Parreira, 2005d;Parreira, 2008b), leadership in self-managing teams (Zafft, Adams, & Matkin, 2009), communication (Belasen, & Frank, 2010), leadership roles (Wilkinson, 2010), leadership roles and organizational learning (Kinghorn, Black, & Oliver, 2011), organizational values (Reino & Vadi, 2012), hospital effectiveness (Parreira, 2013), and mergers and acquisitions Lopes et al, 2010). ...
... The eclecticism of the structure of the CFV model adapts well to the study of multiple organizational realities. To underline the extensive applicability of the model developed by Quinn and collaborators, we make reference to some empirical studies conducted in different contexts, such as: diagnosis and guide for organizational assessment (Walton & Dawson, 2001), complex and paradoxical nature of organizational effectiveness (Doty, Glick, & Huber, 1993;Ostroff, & Schmitt, 1993;Walton, & Dawson, 2001;Parreira, 2005b;Parreira, 2007;Parreira, 2009;Parreira et al, 2011), planning of information systems (Premkumar & King, 1994), managers' skills (Stefl, 2008), leadership effectiveness Vilkinas, & Ladyshewsky, 2012), leadership profile (Wilkinson, 2010), organizational culture (Neves, 2000;Parreira, 2008a;Zammuto, Gifford & Goodman, 2000), development of learning management (Quinn, Sendelbach, & Spreitzer, 1991), leadership and relational skills (Melo & Parreira, 2009;, Leadership in Health (2005c), organizational networks and effectiveness in alliances (Nygaard, & Dahlstrom, 2002), leadership styles (Martin, & Simons, 2002), evaluation of leadership roles (Martin, 1992;Vilkinas, & Ladyshewsky, 2012;Zammuto, Gifford, & Goodman, 2000), leadership traits and patterns of influence and behavior (Deninson, Hooijberg, & Quinn, 1995), leadership traits and behavior (Strang, 2007), organizational culture (Helfrich, Mohr, Meterko, & Sales, 2007), behavioral complexity in leadership (Lawrence, Lenk, & Quinn, 2009;Parreira, 2005d;Parreira, 2008b), leadership in self-managing teams (Zafft, Adams, & Matkin, 2009), communication (Belasen, & Frank, 2010), leadership roles (Wilkinson, 2010), leadership roles and organizational learning (Kinghorn, Black, & Oliver, 2011), organizational values (Reino & Vadi, 2012), hospital effectiveness (Parreira, 2013), and mergers and acquisitions Lopes et al, 2010). ...
... O ecleticismo da estrutura do modelo do CVF tem o mérito de se adequar ao estudo de múltiplas realidades organizacionais. Para evidenciar a ampla aplicabilidade do modelo desenvolvido por Quinn e colaboradores, fazemos referência a alguns estudos empíricos realizados em diferentes contextos, nomeadamente: para diagnóstico e guia de avaliação organizacional (Walton, & Dawson, 2001), natureza complexa e paradoxal da eficácia organizacional (Doty, Glick, & Huber, 1993;Ostroff, & Schmitt, 1993;Parreira, 2005b;Parreira, 2007;Parreira, 2009;Parreira et al, 2011;Walton, & Dawson, 2001), planeamento de sistemas de informação (Premkumar & King, 1994), competências dos gestores (Stefl, 2008), eficácia da liderança Vilkinas, & Ladyshewsky, 2012), perfil de liderança (Wilkinson, 2010), cultura organizacional (Neves, 2000;Parreira, 2008a;Zammuto, Gifford & Goodman, 2000), desenvolvimento da gestão da aprendizagem (Quinn, Sendelbach, & Spreitzer, 1991), liderança e competências relacionais (Melo & Parreira, 2009; Liderança na Saúde (2005c), redes organizacionais e eficácia nas alianças (Nygaard, & Dahlstrom, 2002), leadership styles (Martin, & Simons, 2002), avaliação dos papéis de liderança (Martin, 1992;Vilkinas, & Ladyshewsky, 2012;Zammuto, Gifford, & Goodman, 2000), traços de liderança e padrões de influência e comportamento (Deninson, Hooijberg, & Quinn, 1995), traços e comportamento de liderança (Strang, 2007) (Lawrence, Lenk, & Quinn, 2009;Parreira, 2005d;Parreira, 2008b), liderança em equipas autogeridas (Zafft, Adams, & Matkin, 2009), comunicação (Belasen, & Frank, 2010), papéis de liderança (Wilkinson, 2010), papéis de liderança e aprendizagem organizacional (Kinghorn, Black, & Oliver, 2011), valores organizacionais (Reino, & Vadi, 2012), eficácia hospitalar (Parreira, 2013) e fusões e aquisições Lopes, et al, 2010). ...
... O ecleticismo da estrutura do modelo do CVF tem o mérito de se adequar ao estudo de múltiplas realidades organizacionais. Para evidenciar a ampla aplicabilidade do modelo desenvolvido por Quinn e colaboradores, fazemos referência a alguns estudos empíricos realizados em diferentes contextos, nomeadamente: para diagnóstico e guia de avaliação organizacional (Walton, & Dawson, 2001), natureza complexa e paradoxal da eficácia organizacional (Doty, Glick, & Huber, 1993;Ostroff, & Schmitt, 1993;Parreira, 2005b;Parreira, 2007;Parreira, 2009;Parreira et al, 2011;Walton, & Dawson, 2001), planeamento de sistemas de informação (Premkumar & King, 1994), competências dos gestores (Stefl, 2008), eficácia da liderança Vilkinas, & Ladyshewsky, 2012), perfil de liderança (Wilkinson, 2010), cultura organizacional (Neves, 2000;Parreira, 2008a;Zammuto, Gifford & Goodman, 2000), desenvolvimento da gestão da aprendizagem (Quinn, Sendelbach, & Spreitzer, 1991), liderança e competências relacionais (Melo & Parreira, 2009; Liderança na Saúde (2005c), redes organizacionais e eficácia nas alianças (Nygaard, & Dahlstrom, 2002), leadership styles (Martin, & Simons, 2002), avaliação dos papéis de liderança (Martin, 1992;Vilkinas, & Ladyshewsky, 2012;Zammuto, Gifford, & Goodman, 2000), traços de liderança e padrões de influência e comportamento (Deninson, Hooijberg, & Quinn, 1995), traços e comportamento de liderança (Strang, 2007) (Lawrence, Lenk, & Quinn, 2009;Parreira, 2005d;Parreira, 2008b), liderança em equipas autogeridas (Zafft, Adams, & Matkin, 2009), comunicação (Belasen, & Frank, 2010), papéis de liderança (Wilkinson, 2010), papéis de liderança e aprendizagem organizacional (Kinghorn, Black, & Oliver, 2011), valores organizacionais (Reino, & Vadi, 2012), eficácia hospitalar (Parreira, 2013) e fusões e aquisições Lopes, et al, 2010). ...
... The eclecticism of the structure of the CFV model adapts well to the study of multiple organizational realities. To underline the extensive applicability of the model developed by Quinn and collaborators, we make reference to some empirical studies conducted in different contexts, such as: diagnosis and guide for organizational assessment (Walton & Dawson, 2001), complex and paradoxical nature of organizational effectiveness (Doty, Glick, & Huber, 1993;Ostroff, & Schmitt, 1993;Walton, & Dawson, 2001;Parreira, 2005b;Parreira, 2007;Parreira, 2009;Parreira et al, 2011), planning of information systems (Premkumar & King, 1994), managers' skills (Stefl, 2008), leadership effectiveness Vilkinas, & Ladyshewsky, 2012), leadership profile (Wilkinson, 2010), organizational culture (Neves, 2000;Zammuto, Gifford & Goodman, 2000;Parreira, 2008a), development of learning management (Quinn, Sendelbach, & Spreitzer, 1991), leadership and relational skills (Melo & Parreira, 2009, Leadership in Health (2005c), organizational networks and effectiveness in alliances (Nygaard, & Dahlstrom, 2002), leadership styles (Martin, & Simons, 2002), evaluation of leadership roles (Martin, 1992;Vilkinas, & Ladyshewsky, 2012;Zammuto, Gifford, & Goodman, 2000), leadership traits and patterns of influence and behavior (Deninson, Hooijberg, & Quinn, 1995), leadership traits and behavior (Strang, 2007), organizational culture (Helfrich, Mohr, Meterko, & Sales, 2007), behavioral complexity in leadership (Lawrence, Lenk, & Quinn, 2009;Parreira, 2005d;Parreira, 2008b), leadership in self-managing teams (Zafft, Adams, & Matkin, 2009), communication (Belasen, & Frank, 2010), leadership roles (Wilkinson, 2010), leadership roles and organizational learning (Kinghorn, Black, & Oliver, 2011), organizational values (Reino & Vadi, 2012), hospital effectiveness (Parreira, 2013), and mergers and acquisitions (Lopes et al, 2010;. ...
... The eclecticism of the structure of the CFV model adapts well to the study of multiple organizational realities. To underline the extensive applicability of the model developed by Quinn and collaborators, we make reference to some empirical studies conducted in different contexts, such as: diagnosis and guide for organizational assessment (Walton & Dawson, 2001), complex and paradoxical nature of organizational effectiveness (Doty, Glick, & Huber, 1993;Ostroff, & Schmitt, 1993;Walton, & Dawson, 2001;Parreira, 2005b;Parreira, 2007;Parreira, 2009;Parreira et al, 2011), planning of information systems (Premkumar & King, 1994), managers' skills (Stefl, 2008), leadership effectiveness Vilkinas, & Ladyshewsky, 2012), leadership profile (Wilkinson, 2010), organizational culture (Neves, 2000;Zammuto, Gifford & Goodman, 2000;Parreira, 2008a), development of learning management (Quinn, Sendelbach, & Spreitzer, 1991), leadership and relational skills (Melo & Parreira, 2009, Leadership in Health (2005c), organizational networks and effectiveness in alliances (Nygaard, & Dahlstrom, 2002), leadership styles (Martin, & Simons, 2002), evaluation of leadership roles (Martin, 1992;Vilkinas, & Ladyshewsky, 2012;Zammuto, Gifford, & Goodman, 2000), leadership traits and patterns of influence and behavior (Deninson, Hooijberg, & Quinn, 1995), leadership traits and behavior (Strang, 2007), organizational culture (Helfrich, Mohr, Meterko, & Sales, 2007), behavioral complexity in leadership (Lawrence, Lenk, & Quinn, 2009;Parreira, 2005d;Parreira, 2008b), leadership in self-managing teams (Zafft, Adams, & Matkin, 2009), communication (Belasen, & Frank, 2010), leadership roles (Wilkinson, 2010), leadership roles and organizational learning (Kinghorn, Black, & Oliver, 2011), organizational values (Reino & Vadi, 2012), hospital effectiveness (Parreira, 2013), and mergers and acquisitions (Lopes et al, 2010;. ...
Quinn's Leadership Roles… online 2015. august. 1(2): 178-202 178 Abstract Purpose: To assess the psychometric properties of Quinn's leadership questionnaire (CFV questionnaire; 1988) in Portuguese health services. Design: Cross-sectional study, using Quinn's leadership questionnaire, administered to registered nurses and physicians in Portuguese health services (N = 687). Method: Self-administered survey applied to two samples. In the first sample (convenience; N = 249 Portuguese health professionals), exploratory factor and reliability analyses were performed to the CFV questionnaire. In the second sample (stratified; N = 50 surgical units of 33 Portuguese hospitals), confirmatory factor analyses were performed using LISREL 8.80. Findings: In the first sample, an eight-factor solution emerged accounting for 65.46% of the total variance, in an interpretable factor structure (loadings> .50), with Cronbach's α greater than .79. This factor structure, replicated in the second sample, showed reasonable goodness-of-fit of the model to each of the leadership roles, that is, to the eight quadrants and global model. Overall, the models showed nomological validity, with scores between good and acceptable (.235 < x 2/df < 2.055 and .00 < RMSEA < .077). Conclusions: Quinn's leadership questionnaire showed good reliability and validity for the eight leadership roles, proving to be suitable for use in health care/hospital settings.
... In order to contribute to the treasure trove of research documents on internal control in the construction sector, this article conducts research on the effectiveness of internal control in construction firms in Thai Binh province, thereby perfecting internal control. Walton and Dawson (2001) argue that effectiveness is a judgmental concept about the ability of an organization to achieve its goals. Effectiveness is a concept defined towards assessing the level of achievement of predetermined goals and objectives for an activity or a program that has been implemented. ...
The following were the objectives of this study: (i) analysis and measurement of the effectiveness of internal control in construction firms in Thai Binh province, Vietnam; (ii) comparison of assessments of the effectiveness of internal control in construction firms in Thai Binh province, Vietnam, between respondents. The data used in this study are primary, including survey data obtained from the respondents. We designed a questionnaire related to the effectiveness of internal control in construction firms. We determined the observed variables (scales) of the effectiveness of internal control in construction firms based on previous studies and expert interview results. We use both qualitative and quantitative research methods, including the independent T test and ANOVA analysis. Besides, the study analyzed data for construction firms during the period 2020–2023. According to the findings of this study, three attributes of the effectiveness of internal control in construction firms in Thai Binh province were evaluated as average. All the attributes of the variables are statistically significant. There is no statistically significant difference in the effectiveness of internal control in construction firms in Thai Binh province between these different genders, ages, marriages, and job positions. This article is an academic contribution that enables understanding of the research developed and focuses on the effectiveness of internal control in construction firms in Thai Binh province, considering data from several reference research databases and survey results.
... It was, therefore, an ideal framework for investigating the effects of corporate culture on the growth of firms in Tanzania, focusing on various types of corporate cultures: clan, adhocracy, market, and hierarchy culture. Additionally, the CVF has been extensively used by researchers in studying organisational research and practice to forecast outcomes at the firms' level (Kwan & Walker, 2004;Walton & Dawson, 2001), which cements its reliability. Figure 1 provides an overview of the CVF by presenting the prominent features that describe each type of corporate culture. ...
Corporate culture is one of those important aspects that determine the growth of firms. This study investigates the effects of the different types of corporate culture on the growth of Tanzania’s local construction firms. A survey of 227 Tanzania’s construction firms was undertaken using semi-structured questionnaire. The data collected were quantitatively analysed using Stata 13.0 software. The study results indicate that only the hierarchy type of corporate culture positively and significantly impacts the growth of Tanzania’s construction firms. The other types of corporate culture, such as adhocracy, market, and clan had insignificant effects on the growth of the construction firms in Tanzania. The findings show that using the aggregated corporate culture construct is inappropriate in certain research contexts. Hence, the findings are useful in informing managers of Tanzania’s construction firms about the significant effects of hierarchy culture on the growth of firms. This enables them to create a working environment focusing on structured and formatted procedures.
... Managerial effectiveness is one of the most concerned topics in the field of management. Managerial effectiveness lies at the heart of management and organisational theories (Walton & Dawson, 2001). ...
The behaviour and effectiveness of the employees of the organisation depends on the effectiveness of the managers. Personality is one of the most sought after areas in management. Personality of the individuals is related to their behaviours. This paper aims to study the relationship between the personality of the managers and their managerial effectiveness. The study was carried out on 62 managers belonging to both public and private sector organisations using questionnaire. The statistical tools of means, standard deviation, product moment correlation and t-test are used for analyzing the data.
... This model is served mainly by the wellorganised information system and communication as tools. Walton and Dawson (2001) asserts that based on this model, organisations effectives have similarities with the perceptions of academicians and the competing values model of (Quinn and Rohrbaugh, 1983). As such the description of the aspect of the model entail from the human relations aspect of model places the greatest emphasis on flexible operation and internal relationships. ...
... Performance. Inefective traditional project management solutions focus primarily on cost, time, quality, and technical needs [124,125]. A typical technique focuses on the expectations of several stakeholders [126][127][128]. ...
Small- and medium-sized enterprises (SMEs) require less formalized project management methods than large corporations. However, project management can play a significant role in implementing innovations. Even though lean-agile project management offices (LAPMO) are becoming increasingly important for SMEs, each company’s performance varies significantly due to varying innovative capabilities and the dynamism of internal and external contexts. Based on a literature study, innovative capabilities, and LAPMO, we have developed a theoretical model with 11 assumption models. As a follow-up, we conducted empirical research, including critical variable metrics, data collection and analyses, validity tests, reliability tests, regression analysis, and structural equation modeling. The model developed in this study considers the many roles that innovation capacity and project agility play in enhancing corporate performance. LAPMO mediates the relationship between innovation and performance in small and medium-sized businesses. Organizational innovation, open innovation, and innovation capabilities affect companies’ performance. In small and medium businesses, they also affect LAPMO. For small and medium-sized businesses, LAPMO mediates the relationship between organizational innovation, open innovation, and innovation capabilities.
... Management transforms the company's management framework, seeking to achieve its goals more effectively (Bautin et al., 2008;Burton and Obel, 1984;Baligh et al., 1996;Raisch, 2008) in conditions of alterations in the business environment (Daft and Lewin, 1993). The functional aspects of a company's activities, aimed at the implementation of a certain strategy, could be described based on a set of variables developed by specialists (Andersen and Jonsson, 2006;Robbins, 1990;Shetty, 1979;Nash, 1983;Walton and Dawson, 2001;Hambrick, 1983) representing the specialization and formalization of employees, the centralization of basic decisions' formulation, the range of functions implemented by staff and the profitability of the organization. At the same time, the diversity of staff activities, the inclusion of various functional units into the organizational framework of a company and distribution of functions between them are described based on the use of the horizontal differentiation parameter (the "specialization" variable); the vertical differentiation parameter (another element of the specialization variable) represents the number of levels in the formed management pyramid. ...
... Organizational effectiveness is a way of assessing the organization's performance (Lee and Choi 2003). Addressing effectiveness confers efficiency, productivity, and profit (Walton and Dawson 2001). Several types of research suggested that classification and dimensions of organizational effectiveness are more nuanced and complex (Hassan et al. 2021). ...
This study explores the leadership (transformational, transactional, distributive, and
servant leadership) effects on organization effectiveness. To analyze data and test
the hypotheses, this research used structural equation modeling (SEM). A structured
questionnaire was used to collect data from the 100 different DSE (Dhaka Stock
Exchange) listed organizations in Bangladesh to do the organizational survey. Based
on SEM outcome over the organizational context analyzed, this study concluded that
transformational, distributive, and servant leadership significantly influenced organizational
effectiveness. However, transactional leadership failed to associate with
organizational effectiveness. The result of this also confirms the gender association
between transactional leadership and organizational effectiveness as moderator. The
findings provide novel and significant insights to the organizations to understand the
leadership role to ensure their organizations’ effectiveness. This study’s outcome
also creates an opportunity to extend further research in other countries with bigger
samples to draw a general conclusion. Finally, this paper gives a plea to the practitioners
and offers valuable examples of how organizations can use the leadership
role to ensure organizational effectiveness.
... Research suggests that OE represents the standards of timeliness, accuracy and various models with diversified parameters by representing a variety of values and interests that exist to measure OE (Walton and Dawson, 2001). OE needs to integrate risk mitigation, which could overshadow risk optimized decision taking (Sparrow and Cooper, 2014). ...
Cognitive computing is ushering in the fourth industrial revolution through its promises of improved accuracy, scalability and personalisation. Therefore, business-to-business (B2B) organisations are wavering in the decision for adoption into their digital marketing initiatives. However, embracing moral rules and/or moral judgments in their digital marketing innovation can be challenging, since making mistakes could damage reputations. Therefore, this study applies the ethical principles of cognitive computing in B2B digital marketing business-centric ethical challenges. An integrated theoretical framework grounded on multidisciplinary studies is proposed. The primary data were collected from 300 respondents within B2B businesses. The results of this research led to the conclusion that good ethical practices are essential for the improvement of both organisational effectiveness and organisational reputation. Increased organisational reputation delivers a competitive edge in fast-growing marketplaces. B2B businesses need to look for proactive ways to achieve continuous improvement.
... It is also important to note that traditional project management (PM) methods that emphasize the success criteria of projects to meet technical requirements based on (time, cost, and quality, only) have become outdated and ineffective [33], [34]. In the late 1990s, researchers shifted the paradigm of project management towards a people-focused perspective from 'the iron triangle'. ...
In the current century, organizations face ever increasing dynamic ecosystems and are constantly devising strategies to meet their challenges. These include the implementation of the right organizational structure and avoid project schedule delays to achieve projects’ success. Unfortunately, the classification of significant project success dimensions in the R&D public sector environment is still an elusive concept. This study adopts a multi-dimensional qualitative and quantitative approach to explore the critical dimensions of organizational structure and schedule management that enhance or hinder the project success in R&D of public sector organizations. In Phase 1, a Delphi Study is conducted, and results of reliability and other tests are the input of Phase 2. On the basis of these tests, variables have been selected for the next phase or final questionnaire. In Phase 2, through a survey of 285 responses in a public sector R&D environment, the proposed framework is validated by conducting face, content and construct validity. The results indicated that formalization, specialization, differentiation, coordination mechanism, decentralization and authority of managers have a significant effect on the schedule management and successful execution of R&D projects; whereas, centralization and departmentalization do not correlate strongly. The results also imply that decentralized organizational structures (organic) are more preferable than centralized structures (mechanistic) for the execution of R&D projects when proposed timelines are to be met timely. The proposed framework will act as a supporting mechanism for engineering managers to deal with organizational structure and schedule management factors in a highly uncertain R&D environment where projects deviate frequently from their anticipated timeline.
... The certification was measured by 3 number of items, Project performance was measured by the help of 7 number of items having two aspects (Mir & Pinnington, 2014;Keegan et al., 2015), strategic performance (Meredith and Mantel Jr, 2011), and operational performance (Walton and Dawson, 2001). A Likert-type scale was used to capture the level of strategic and operational performance, including "less than 20%", "21-40%", "41-60%", "61-80%" and "N80" and "100%". ...
In general, certified project management professionals are perceived to enhance project performance. However, this narrative has quite often been challenged in previous literature. We investigate this controversy by including professionalism and psychological capital as intervening variables. The research is based on an empirical survey of certified project managers in the region of Rawalpindi/Islamabad. 373 data samples were collected and further analyzed on the basis of critical success factor theory. The impact of project management certification along with intervening variables were hypothesized and validated to have direct and indirect relationships with project performance. Responses from certified project management professionals in the region of Rawalpindi/Islamabad support the perception but reflect that professionalism plays a supporting role between certification and performance. However, the study dismisses the role of psychological capital between professionalism and performance. We conclude that project management institutes and associations should ensure professionalism in the certification process to actually enhance project performance. The findings contribute to the body of knowledge in predicting improved project management performance by employing certified project managers with strong professional skills. Consequently, the research will help professional institutes to review the conformity of the required professional skills rather than just focusing on just passing an exam.
... Investigating the social aspect of sustainability requires examining the social values of the organization by considering social equity, social acceptability and social function. Therefore, social equity, social acceptability and social function have been identified as key factors for determining the social dimension of organizational sustainability aligned with performance (Mezias and Starbuck, 2003;Walton and Dawson, 2001 ...
Purpose
In developed and developing countries, organizations need to do sustainability reporting. The purpose of this paper is to identify the vital linkages of sustainability, which helps to capture the existing waste management practice in sustainable organizations.
Design/methodology/approach
This paper reports a mixed-method approach for sustainable organization. Initially, the waste management and sustainability factors have been linked together for finding the relation between them through the situation, actor, process, learning, action, performance (SAP-LAP) linkages framework; it has been used as qualitative design details to achieve sustainability in the organization. The waste management and sustainability factors linkages have been used as a reference to guide the cause and effect relationship through decision-making trial and evaluation laboratory (DEMATEL) to upgrade knowledge for a sustainable organization.
Findings
The proposed method has been used to meet the functional requirements of sustainability in the organization. Waste management has been analyzed as the most significant benchmarks to achieve sustainability in the organization. The causal relationship reveals that the social image of an organization as a sustainable organization is the effect of its governmental directives, followed by the organization. The governmental directives is the most influencing dimension, and waste management efficiency and energy consumption are the most related, whereas wastivity is the most flexible dimension of sustainability in the organization. To increase its customer satisfaction, profit share and market value, these factors must be considered as vital factors of organization's sustainable performance.
Research limitations/implications
The scope of the present research has been limited to benchmark sustainability by analyzing eight waste management factors and ten critical sustainability factors that have been grouped into four dimensions in the service sector, which could be generalized. The expert's view has been captured for DEMATEL based on “ratings provided by experts,” which may be biased.
Practical implications
Benchmarked sustainability factors have been proposed to increase the value and performance of the organization. The cause and effect relationship is useful to present the capability of waste management to act as a strong foundation for establishing a sustainable organization, where governmental directives, wastivity, waste management efficiency, and energy consumption act as the benchmarking factors to compare sustainable organization performance in developing the county's viewpoint. The present study considered the fourth dimension of sustainability “government and customer” as the dynamic dimension of sustainability, which can absorb and diffuse the changes in sustainable organization with time and can improvise social acceptance.
Originality/value
The research improves the existing method of measuring the performance of the sustainable organization by using well-established methods.
... La percepción guía de manera importante la elección estratégica llevada a cabo por los gerentes en la búsqueda del ajuste, o fit, entre la organización y su entorno, en general, en todas aquellas decisiones consideradas más adecuadas para su dirección y funcionamiento. Las mismas, se producen por medio de la aplicación de filtros cognitivos durante la percepción (Milliken, 1987;Child, 1997;Walton y Dawson, 2001;Tadashi, 2012;Zabkar et al., 2013;Qian y Jung, 2017). ...
El estudio de la percepción del entorno ha sido un tema central en la literatura de la teoría de la organización, debido a la importancia que tiene para definir sus procesos, formas de gestión y estructuras organizativas que adoptan. Este trabajo tiene como objetivo diseñar y proponer una escala de medición para valorar la percepción gerencial y directiva del entorno en medianas empresas. Se consideraron un conjunto de contribuciones teóricas, empíricas y metodológicas que permitieron identificar el dominio del constructo objeto de estudio y sus indicadores. Presentando los resultados de una de las variables estudiadas en las medianas empresas del estado Lara, Venezuela, con metodología de naturaleza cuantitativa. Se examinaron las propiedades psicométricas de la escala de medición, apoyado con diferentes pruebas estadísticas. Los resultados demuestran que las propiedades psicométricas de la escala son adecuadas según los parámetros de la literatura, por lo que es una referencia útil para futuras investigaciones. Como conclusión, se plantea la necesidad de que los investigadores empleen métodos estadísticos multivariantes, que permitan evaluar la pertinencia y eficacia de los instrumentos de levantamiento de datos, a fin de garantizar tanto la rigurosidad metodológica, como la calidad de los análisis e interpretación de resultados.
... Dalcher 2009) or lack of stakeholder alignment (Ollus et al. 2011), which can be potential factors causing tensions between the project manager and stakeholders on a project. The high number of stakeholders involved in projects, each with individual potentially diametrically opposed and competing values, requirements, expectations and concerns, can also be the reason for challenging situations between the project and individual stakeholders (Walton and Dawson 2001;Eskerod, Huemann, and Savage 2015). In addition, stakeholders often have different objectives, cultures, knowledge, expertise and roles, which can create further complications to project managers (Baiden, Price, and Dainty 2006). ...
Project managers are an occupational group who is exposed to high levels of stress caused by various aspects such as resources and communication or working relationships. One particularly challenging area is the interaction with stakeholders, who are often perceived to ‘be difficult’. With this study, we investigate how project managers cope with challenging situations involving stakeholders in projects. We do this through a qualitative study involving interviews and focus groups to explore the lived experiences of the project managers in specific situations. Our findings suggest that a project manager perspective on stakeholder management is particularly valuable to account for contextual factors such as sources of challenging situations. We propose a project coping model which transfers Lazarus and Folkman’s stress and coping model into the project context and adds the layer of project coping to emphasise the project managers’ perception of accountability and commitment to the project.
... This relative lack of consistency and a common thread could have three different explanations. First of all, organisational performance has been analysed by different schools of thought (Walton and Dawson, 2001), each having its preferences and criteria for comprehension and measurement; that in turn has led to various approaches. ...
... This relative lack of consistency and a common thread could have three different explanations. First of all, organisational performance has been analysed by different schools of thought (Walton and Dawson, 2001), each having its preferences and criteria for comprehension and measurement; that in turn has led to various approaches. ...
... Dessa forma, o critério para medir o sucesso pode variar de projeto para projeto (Müller & Turner, 2007 Conforme Westerveld (2003), é improvável que haja um consenso em relação a um conjunto de critérios universal sobre a definição de sucesso em projetos. Sistemas tradicionais de gerenciamento de projetos, os quais levam apenas em consideração fatores como custo, tempo, qualidade e necessidades técnicas, têm sido considerados ineficientes (Bourne, Mills, Wilcox, Neely, & Platts, 2000;Walton & Dawson, 2001). Nesse sentido, nota-se que o sucesso em projetos é um fator multidimensional e que há diferentes visões em diferentes fases de um projeto (Bryde, 2003;Shenhar, Levy & Dvir, 1997). ...
Esse estudo analisa os Escritórios de Gestão de Projetos (PMOs) em organizações públicas e o paradigma da New Public Management (NPM). Trata-se de uma pesquisa qualitativa, um estudo multicaso, analisando as percepções dos gestores de dois PMOs. Os resultados indicam uma forte associação dessas iniciativas com os pressupostos da NPM, presente tanto na implantação das unidades analisadas como em práticas e métodos gerenciais por elas realizados ou disseminados. Espera-se que este estudo possa auxiliar gestores públicos no planejamento e na implementação de práticas de gestão de projetos, assim como pesquisadores interessados na temática.
... Recently, [27] also carried out an extensive research and explored many factors related to product development and R&D. To meet the technical requirements and success criteria of projects on the basis of time, cost and quality only, the traditional methods of project management have become ineffective and outdated [28][29]. However, the paradigm of project management was shifted by some other researchers towards the perspective of people-focused from the traditional iron-triangle in late 1990s. ...
To attain project success in R&D (Research & Development) public sector environment, the aspects of an OS (Organizational Structure) play a vital role in the successful implementation of R&D projects. Nevertheless, not meeting proposed timelines and inadequatem management of schedules of R&D projects is the intrinsic hurdle in R&D projects. However, the study gauging the impact of OS on the SM (Schedule Management) of R&D projects has never been discussed before. Therefore, this study aims to gauge the effectiveness of OS and SM dimensions upon each other by employing predictive modeling technique i.e. ANN (Artificial Neural Network). This study is based on a quantitative approach and the model followed is non-linear regression. A simple random sampling technique is used to collect data from 285 respondents (in two rounds) from various R&D public sector setups. The robustness and homogeneity of data is checked by carrying out F and T-tests. Subsequently, data is pre-processed; ANN model is trained and validated by choosing appropriate tuning parameters and quantitative performance measures like RMSE (Root Mean Square Error) and MAPE (Mean Absolute Percentage Error) are analyzed. The results clearly indicated that formalization, decentralization and authority of managers are strongly correlated; differentiation, specialization, coordination mechanism, departmentalization are positively but weakly correlated with some sub-constructs and centralization also constitutes positive but weakly correlated among all. The results also imply that decentralized OS are more preferable than centralized structures for the execution of R&D projects when proposed timelines are to be met timely.
... Over the last 50 years, cost, time and quality (the "Iron Triangle") have been the trio at the core of project performance measurement (Atkinson, 1999); a fourth musketeer is "meeting technical requirements". However, the effectiveness of PMS that rely exclusively on these four measures has gradually come into question (Bourne, Mills, Wilcox, Neely, & Platts, 2000;Walton & Dawson, 2001). Various additional indicators have been developed in the literature and applied in practice. ...
... The measurement of OE is significant as it will help the management in directing its human assets towards the attainment of the organizational goals. However, as pointed out by Walton and Dawson (2001) that a search of the valid and reliable measurement criteria and the underlying supported theoretical framework to access OE is an irresistible exigent task for the researchers. Cameron (1986) stated that the main problem in measuring OE is faced in identifying the dimensions representing the construct, dependence on only one dimension of the OE and neglecting the relationship among the other dimensions and overgeneralization of the scale. ...
The purpose of this article is to conceptualize, develop and validate a scale for measuring organizational effectiveness (OE). The methodology comprises of the extant literature review of studies conducted on scale construction of OE. In the exploratory phase, 11 baseline dimensions of OE were established which was followed by the qualitative study in order to determine the items contributing to these factors. The confirmatory factor analysis (CFA) was used to validate the scale by using the data generated from 353 bank employees. Additionally, OE has been specified as a second-order factor, measured by its 11 first-order factors. CFA model fit indicators for the proposed scale were found good according to the recommended values. The scale exhibited inclusive psychometric properties as per the results from the varied reliability and validity checks. Also, the second-order measurement model suggested OE to be most affected by ‘organization innovation’. Factors considered for OE while designing the research instrument are the guidelines for the management which cater the organization at the individual level.
... The ideology of agile is a good fit with the business reality of the 21st century [14]. TPM approach, which exclusively pursue the success criteria of costs, time, quality and meeting technical requirements, have become considered ineffective [20], [21]. Organizations today must increasingly view their competency development challenges through one unified lens: the need to be agile [22]. ...
—Since the inception of Agile Manifesto and in the 15
years since agile project management (APM) has been in use, it has
become a cutting-edge approach practiced, primarily although not
exclusively, in the software industry. APM is slowly breaking through
into other domains as well. Therefore, the objective of this study is to
summarize and critically examine contributions of past research and
existing knowledge concerning APM applicability beyond software
industry and its co-existence with traditional project management
(TPM) practice, and to identify the potential challenges and benefits
of APM in innovation and new product development processes.
Systematic literature review (SLR) protocol was developed to
systematically locate, assess and aggregate the outcomes from all
relevant studies in a transparent way. Gaps identified in this SLR will
be used to suggest areas for further investigation and to provide a
framework for appropriate position of future research activities.
... The standard and basic measures for project success are the three dimensions of the "golden triangle" (cost, time, and performance): meeting the project budget (compared to the planned budget), meeting the completion date (compared to the originally designated date), and meeting the project's performance (compared to the planned performance) (Atkinson, 1999;Globerson et al., 2009;Walton & Dawson, 2001). This approach for evaluating the success of a project is based on relatively simple parameters for measurement and therefore is simple and easy to perform, but nevertheless has been criticized in more recent studies as insufficient (Davis, 2014;Mir & Pinnington, 2014). ...
This chapter focuses on the process of evaluating the project success: first, briefly, in the broad context of the business and industrial literature and afterwards with reference to the unique aspects of educational projects executed in schools. It is important to note that a considerable portion of project management literature deals with strategies to increase the project success; however, we will not discuss this subject here, but rather focus on evaluation of project success. Next, we will present a specific aspect of the process of monitoring and control—managing the risks in projects—while emphasizing the unique characteristics of project management in the educational field, which in certain contexts requires a specific approach to this subject.
... Mahoney (1967) has described OE from the standpoint of managers. More recently, Walton and Dawson (2001) have described OE using a manager's perspective. Their results suggest that similar values help describe the effectiveness criteria in a cohesionbased solution for managers and academics. ...
Non-governmental organizations have been around for more than 150 years. Over the last decade, however, their number has increased exponentially and the nature of their involvement has broadened in the Indian society in terms of their enhanced role in socio-economic development of the country. The enhanced role of non-governmental organizations in the public and private sectors has created a need to study what goes into making these organizations effective.
Transformational leadership and organizational culture are crucial components for non-governmental organizations’ effectiveness. The leader-member exchange and employees’ commitment are also essential for effectiveness of NGOs that can further non-governmental organizations’ efficiency vis-a-vis effective service delivery to the beneficiaries. Critically examining the literature, the present study explores the interplay among these constructs and sets the agenda for future research.
... La percepción guía de manera importante la elección estratégica llevada a cabo por los gerentes en la búsqueda del ajuste, o fit, entre la organización y su entorno, en general, en todas aquellas decisiones consideradas más adecuadas para su dirección y funcionamiento. Las mismas, se producen por medio de la aplicación de filtros cognitivos durante la percepción (Milliken, 1987;Child, 1997;Walton y Dawson, 2001;Tadashi, 2012;Zabkar et al., 2013;Qian y Jung, 2017). ...
The study of the perception of the environment has been a central theme in the literature of organization theory, due to the importance it has to define its processes, forms of management and organizational structures that they adopt. This work aims to design and propose a measurement scale to assess management and managerial perception of the environment in medium-sized companies. We considered a set of theoretical, empirical and methodological contributions that allowed to identify the domain of the construct object of study and its indicators. Presenting the results of one of the variables studied in the mediumsized companies of the Lara state, Venezuela, with methodology of a quantitative nature. We examined the psychometric properties of the measurement scale, supported by different statistical tests. The results show that the psychometric properties of the scale are adequate according to the parameters of the literature, so it is a useful reference for future research. In conclusion, there is a need for researchers to use multivariate statistical methods to assess the relevance and effectiveness of data collection instruments in order to ensure both methodological rigor and the quality of analysis and interpretation of results.
... Herman & Renz (1997) stated that there are as many effectiveness models as there are models of organizations. Different models with their relating criteria reflect different values and preferences of schools of thought concerning effectiveness (Walton & Dawson, 2001). The best known models are the goal models (Etzioni. ...
The research objectives were as follow: (1) to examine structures affecting the sports organizational effectiveness in Thai sports associations by using the Competing Value Approach (CVA) model consisted of eight structures - flexibility; resources; planning; productivity; availability of information; stability; cohesive workforce; and skilled workforce; (2) to validate structures influencing the sports organizational effectiveness in Thai sports associations by employing confirmatory factor analysis; and (3) to explore a relationship between the means and ends in developing sports organizational effectiveness in Thailand. A mix-method research design that integrated quantitative and qualitative data collection and analysis was used.
In quantitative approach, population is seventy-one sports associations of Thailand which reflected operational responsive organizations for fundamental and elite sport strategies of the National Sports Development Plan IV. Organizaional samples were five sports associations that qualified the four criteria. They were volleyball, tennis, Muaythai, soccer, and track & field association. Ten experts developed sixty statements of eight theoretical structures for preliminary scales in the organizational effectiveness questionnaire. Nine hundred ninety-six constituents having affiliated with five sports associations responded the questionnaires for determining the structures of the proposed measurement model. Statistics used to analyze was confirmatory factor analysis (CFA) and structural equation modeling (SEM). In qualitative approach, eight key informants were recruited from the organizational samples based on Theoretical sampling for answered the interview protocol to extract detailed description of relationship of the models. Coding approach developed by Strauss was used for data analysis.
The results were found that: (1) the CVA model for Thai sports association composed of eight structures of sixty scales with poor fit (CFI = .629); (2) the structures of the CVA model with highest loading were availability of information and stability (.98) followed by planning (.96), productivity (.84), flexibility (.75), skilled workforce (.57) and cohesive workforce (.53) and resources (.38); (3) the structural model was good fit (CFI = .949). The relationships of the structural model between means was significantly positive relationship with ends (total effect = .92). Planning and availability of information, which has high correlation (r = .97), have a significantly strongest positive relationship with means (lamda = .77). Skilled workforce has a significantly strongest positive relationship with ends (lamda = .69).
In conclusion, the CVA model for Thai sports association composed of eight structures that highest loading in availability of information and stability. Means has a significantly positive relationship with ends where planning with availability of information was important value for skilled workforce. The recommendation of this research was operationlization the model should based on all constituent groups’ perspective. Thai sports association could adopt the CVA to visually articulate effectiveness results on each eight structures.
... Traditional PM systems (Pinto & Slevin, 1987) which solely consider the success criteria of cost, time, quality and meeting technical requirements are often unsuccessful (Walton and Dawson, 2001) and are considered obsolete by some (Mir & Pinnington, 2013). A better approach is to focus on multiple stakeholders' expectations (Bryde, 2003;Tukel & Rom, 2001). ...
... Empirical research over the last few decades, across a variety of fields and tasks, have found that higher levels of self-efficacy are positively and strongly related to higher work-related performance (Stajkovic and Luthans, 1998;Sitzmann and Yeo, 2013). Traditionally, project performance focused on achieving criteria of cost, time and delivering technical requirement (Walton and Dawson, 2001). Most recently Mir and Pinnington (2014) add to a long literature proposing a more holistic approach that goes beyond operational performance (see Jugdev and Müller, 2005 for a review, Belout and Gauvreau, 2004) by incorporating fulfilling stakeholders' expectations (Bourne and Walker, 2008), assisting the organization to achieve their strategic objectives (Kerzner, 2003) and delivering business benefit through systematic planning, execution and control in all activities of the organization (Meredith and Mantel, 2011). ...
Measures of self-efficacy beliefs have been shown to be the best predictor of individual performance in many disciplines over 30 years. This makes measures of perceived self-efficacy a good indicator for those interested in hiring for, or improving specific skill sets. In project management, measuring the skill level of project managers is an important practical and academic question. Practically, hiring managers and program managers, needs an indicator of performance to help select the most appropriate project managers for each project. Academically, a common, established scale to measure project management self-efficacy would provide a tool for improving project management training and education, and increasing the comparability of research results across samples, industries and project results. This paper presents the construction and validation of a set of domain-specific, project management self-efficacy scales and provides evidence of its ability to predict project performance.
... Profitability (i.e., return on investment, cash flow, and market-share change) is the most conventional measure of current business performance (Hambrick 1983). The ultimate goal of a company is profitability (i.e., degree of return on assets) (Shetty 1979;Nash 1983;Walton & Dawson 2001). ...
The purpose of this article is to show that three basic concepts in the fields of organization research, corporate governance, management and leadership research come together theoretically. The concepts of goal, activity and goal-attainment constitute a commonality between them. The theoretical bounds are, however, not evident in all writings. The field of organizational research contains as basic concepts owners and goal, while corporate governance deals with the relationship between owners (shareholders), executives and stakeholders. Additionally, the management discipline pertains to an organization to be managed on behalf of the owners. Numerous leadership theories address the behaviors and activities of managers related to goal-attainment. Highlighting these common grounds could help progress in research in one field to be beneficial in the other research areas. They all come together: the fields of organization, corporate governance, management, and theories of leadership. It all starts with the goal of the owners, and it ends with goal-attainment.
... Depending on a wide range of factors, performance has different meanings for different organizations. From distinct stakeholder perceptions of how organizational performance should be measured (Connolly, Conlon, & Deutsch, 1980) to different theoretical foundations of performance models (Walton & Dawson, 2001), there is no single solution for defining organizational performance. Winand, Vos, Claessens, Thibaut, and Scheerder (2014) capture a multitude of relevant nonprofit sports organizations' performance indicators by integrating prior research into a unified performance model (see also Bayle & Madella, 2002). ...
Research question: This study conceptualizes and tests the impact of a coopetition-based open innovation approach on organizational performance of nonprofit sports clubs. In particular, it examines the effect of collaborations with competitors (i.e. coopetition) on the organizational performance of clubs via both use of outside knowledge and the adoption of new services, processes, and business models (i.e. organizational-level innovations).
Research methods: A statewide online survey with 292 members of the board of directors of nonprofit sports clubs was conducted in Germany (Saarland). The survey used valid and reliable scales and considered self-reported financial stability and membership development as organizational performance indicators. Structural equation modeling was applied to test the mediation model.
Results and findings: The proposed coopetition-based open innovation model has a good model fit. Engagement in coopetition has a positive effect on organizational performance via two sequential mediators: use of outside knowledge and innovation implementation. In addition, use of outside knowledge has a direct positive effect on organizational performance.
Implications: Nonprofit sports clubs should take advantage of collaborations with competitors and exploit external knowledge to the best of their abilities. The adoption of new services, processes, and business models on the organizational level helps nonprofit sports clubs stay competitive in an increasingly contested sports services market. The study provides both theoretical and managerial implications that help sports clubs innovate and increase organizational performance.
... Ahora bien, determinar el grado de incertidumbre proveniente del entorno implica su evaluación previa. La misma puede producirse en las mentes de la coalición dominante -gerentes y directivos-, mediante la aplicación de filtros cognitivos durante el proceso de percepción del entorno (Miles y Snow, 1978;Milliken, 1987;Child, 1972Child, , 1997Walton y Dawson, 2001;Zhang et al., 2012;Ogunsiji y Akanbi, 2013;Zabkar et al., 2013). De este modo, una opción es que la disponibilidad de recursos y capacidades, tanto internas como externas, es producto, en parte, de una acción subjetiva percibida e interpretada por quienes administran y dirigen a la organización. ...
En el marco de los estudios sobre organización, existen diferentes enfoques que explican el origen de sus recursos y ventajas competitivas. En el presente artículo de carácter teórico, se abordan dos: recursos y capacidades y dependencia de recursos. Así, se lleva a cabo una revisión bibliográfica con el propósito de plantear un modelo teórico integrado combina ambos enfoques y enfatiza su complementariedad y una serie de proposiciones. Estas últimas vinculan el proceso de toma de decisiones para adquirir los recursos necesarios y los factores asociados con la visión directiva y la racionalidad limitada del individuo. Como conclusión más relevante se plantea que la toma de decisiones sobre la adquisición de recursos para la organización no solo depende de procesos racionales orientados por principios administrativos y limitados por la capacidad de aprendizaje y análisis del individuo, sino que también están guiados por la visión del gerente, la cual se expresa a través de su acción voluntaria, subjetiva y discrecional en cuanto a la manera como debe ser organizada y dirigida la empresa.
... Ahora bien, determinar el grado de incertidumbre proveniente del entorno implica su evaluación previa. La misma puede producirse en las mentes de la coalición dominante -gerentes y directivos-, mediante la aplicación de filtros cognitivos durante el proceso de percepción del entorno (Miles y Snow, 1978;Milliken, 1987;Child, 1972Child, , 1997Walton y Dawson, 2001;Zhang et al., 2012;Ogunsiji y Akanbi, 2013;Zabkar et al., 2013). De este modo, una opción es que la disponibilidad de recursos y capacidades, tanto internas como externas, es producto, en parte, de una acción subjetiva percibida e interpretada por quienes administran y dirigen a la organización. ...
Within the framework of organizational theory, there are different theoretical approaches that explain the origin of their resources and competitive advantages. Two of these theoretical reflections are addressed in this paper: the theory of resources and capacities and the resource dependence theory. A review of literature was carried out in order to present an integrated theoretical model that combines both approaches and emphasizes their complementarity and a series of propositions. These propositions link the decision-making process to acquiring the required resources and the factors associated with directive vision and the individual's limited rationality. The most relevant conclusion proposes that decision making about resource acquisition for the organization depends on two principal factors: a) rational processes guided by administrative principles and limited by the individual's capacity for learning and analysis, and b) the manager's vision, expressed through his voluntary, subjective and discretionary actions about how the company should be organized and led.
... In terms of performance measurement, managers answered about its firm competitive position, using 12 variables and a Likert 5 scale, where 1 = poor performance level shown during the last two years and 5 = high performance level shown during the last two years. Literature presents various studies using these variables to measure SMEs performance (Quinn & Rohrbaugh, 1983;Walton & Dawson, 2001;Frankel et al., 2001;Brockman & Morgan, 2003;Miron et al., 2004;van Auken et al., 2008). ...
The twenty first century is recognized for its high economy globalization, competitiveness and uncertainty in the business environment, where essentially Small and Medium-Sized Enterprises (SMEs) have to constantly adapt strategies to remain in market. Innovation is considered in the literature as a strategy that allows firms to keep them in market position and to enhance its performance level. However, SMEs have a number of barriers that prevent innovation activities, basically because these enterprises generally make few investments on research and development. This paper presents an analysis of innovation in SMEs performance, operating in Aguascalientes state, México, using a sample of 400 companies. The results obtained show how barriers to innovation significantly affect SMEs performance levels.
... Profitability (that is, return on investment, cash flow, and market-share change) is the most conventional measure of current business performance (Hambrick 1983). The ultimate goal of a company is profitability (that is, degree of return on assets) (Shetty 1979;Nash 1983;Walton and Dawson 2001). Jacques (1990, p. 5) has written: 'The managerial role has three critical features. ...
Leadership scholars tend to conflate managerial leadership with leadership of political, humanitarian or religious movements. Thus, definitions of formal leadership (management) versus political leadership are called for. For theoretical development and empirical research, it is imperative to distinguish managerial leadership from political leadership. What properties must exist for leadership to exist and to be what it is? The argument here is that leader, subordinates and tasks are the properties that must exist for managerial leadership to exist. Political leadership, however, contains the properties of leader, leader's goals and followers. The political leadership concept does not specify any tasks assigned to the followers. Additionally, some leadership researchers argue that we need to rethink leadership by making or changing leadership into a question of the science of philosophy, as though questions of ontology and epistemology were especially imperative or crucial for leadership research. Some argue that leadership scholars should be philosophers and supreme experts on scientific methods. Finally, an answer is given to those few researchers who have questioned the very existence of leadership.
Contemporary management accounting practices (CMAPs) are critical to business performance worldwide. This study examines the association between management decisions (MDs) and organizational efficacy (OE), specifically the mediating role of CMAPs. The study utilizes survey data collected from 387 Nepalese manufacturing companies (NMCs). Using structural equation modeling (SEM) and path analysis (PA), this study investigated the mediating role of CMAPs in the relationship between MDs and OE within NMCs. Surprisingly, results revealed that CMAPs did not serve as significant mediators (β = 0.001, p > .05) in this association. Although the study focused on NMCs and used a single survey approach, the findings point to possible improvements in OE when MDs are effectively integrated into a more comprehensive organizational strategy. The study provides new insights for Nepalese businesses, emphasizing the significance of seamlessly integrating MDs, CMAPs, and OE into holistic strategy planning. This study provides the groundwork for future research into management practices, adding to our understanding of strategic decision-making in emerging economies.
How can we measure performance in sport organisations? The usual framework for organisational performance in sport federations is two-stage: measuring and managing performance. A new framework is proposed by adding two intermediate stages for analysing and reporting performance. The four-stage framework is applied to the French Federation of Hiking, a leisure-oriented federation with an aging and primarily female membership. Data comes from administrative membership records over a nine-year period (2011-2019), corresponding to 2 million multivariate observations, i.e. over 20 million available data. The analysing stage combines marketing and advanced sociodemographic statistics.A discrete-time logistic binomial model of the probability of leaving the federation demonstrates the importance of considering membership duration, age (albeit in a nonlinear way) and interesting interactions with members’ sex. Value for money is demonstrated for several stakeholders (e.g. 1 euro of public subsidies corresponds to 485 euros of volunteer work). The new framework proposes a cycle of measuring, analysing, reporting and managing performance. It can be entered at any stage and used to create or cocreate a specific performance system depending on the goals and means of the sport federation considered.
Comment mesurer la performance dans les organisations sportives ? Le cadre d’analyse habituel de la performance organisationnelle dans les fédérations sportives se déroule en deux étapes : mesurer puis gérer la performance. Nous proposons ici un nouveau cadre en y ajoutant deux étapes intermédiaires pour analyser et rendre compte de la performance de ces organisations sportives.Ce cadre en quatre étapes est appliqué à la Fédération Française de la Randonnée Pédestre, une fédération orientée vers les loisirs, dont les licenciés sont âgés et principalement des femmes. Les données proviennent des inscriptions administratives des licenciés sur une période de neuf ans (2011-2019), ce qui correspond à 2 millions d’observations multivariées, soit plus de 20 millions de données disponibles. L’étape d’analyse combine marketing et statistiques sociodémographiques avancées.En particulier, un modèle binomial logistique en temps discret de la probabilité de quitter la fédération démontre l’importance de prendre en compte la durée d’adhésion, l’âge (bien que de manière non linéaire) et des interactions intéressantes avec le sexe des licenciés. L’optimisation des ressources est démontrée pour plusieurs parties prenantes (par exemple, 1€ de subventions publiques correspond à 485€ de travail bénévole).Ce nouveau cadre propose un cycle de mesure, d’analyse, de compte-rendu et de management de la performance. Il peut être utilisé pour créer ou cocréer un système de performance spécifique en fonction des objectifs et des moyens de la fédération sportive considérée.
Le concept de performance en tant que notion fondamentale en sciences de gestion, a fait l’objet d’une littérature intense depuis plusieurs décennies. Tout un corpus théorique fondé sur la finance, le rendement des actifs, des passifs et des ratios de rentabilité, avait été élaboré pour évaluer la performance du secteur privé. Plus récemment, la notion de performance a suscité un regain d’intérêt en lien avec la mondialisation de la concurrence. L’objet de cet article est de faire une synthèse de la littérature sur les différentes approches de mesure de la performance. Le but est de contribuer à rendre intelligible les facteurs de compréhension de ce qui détermine qu’une organisation à but non lucratif est efficace et performante.
Regardless of the sector, companies need to be effective in their organizational structures and support the innovative behavior of their employees in order to ensure their sustainability in a constantly changing and developing competitive environment. The success of companies in innovative activities depends on the innovative behavior of the employees. For this reason, employees should be psychologically strong and at the same time share their thoughts and ideas in a participatory environment. Therefore, companies within the organizational structure should be able to use their human resources well because one of the criteria of being successful in competition depends on the ability to offer innovative products/services different from their competitors in the market where they are located. The human resources department is one of the most important factors in differentiating organizations. In order to benefit from human resources in the most efficient way and to ensure their motivation, it is necessary to psychologically strengthen the employees and ensure their participation within an organization. The aim of the study is to analyze the reactions of white-collar employees who work in food companies that have to make continuous production in order to meet the food needs of people, all while working against the leadership's attitude in the busy pace of work. Within the scope of the research, surveys were collected from 365 personnel working in food companies in Istanbul operating in the production sector in 2019. Analyzes were made by using IBM SPSS 25 and AMOS. Correlation analysis, regression analysis, Sobel test, and Hayes process were performed respectively in order to examine variables and test hypotheses in the research model. As a result of the research, it was concluded that both psychological empowerment and participative leadership positively affect innovative behavior and organizational effectiveness.
Although agile-related topics are primarily discussed in IT and software related literature, ability to manage changing priorities, team productivity, customer satisfaction, effectiveness in resolving unexpected risks, as building blocks of Agile Project Management (APM), are for sure something that is desirable beyond software industry but still there is a lack of understanding and well defined instructions how to apply particular Agile in other domain. Therefore, the objective of this study is to summarize and critically examine contributions of past research and existing knowledge concerning APM applicability beyond software industry Systematic literature review (SLR) was conducted in order to obtain multiple prospective. Gaps identified in this SLR will be used to suggest areas for further investigation and to provide a framework for appropriate position of future research activities.
The present has been aim to assessment of organizational effectiveness among the banks of public and private, which are located in the area of Chennai, India. The data collected by using primary data with structured questionnaire among the employees of scale I, and scale-II officers) in selected banks. The convenience sampling was adopted collected 100 samples from each bank put together 400 samples were cumulated from the selected Banks namely State Bank of India, Punjab National Bank, public sector and another two from private sector banks i.e ICICI Bank and HDFC Bank. After analyzing of the collected data, the results indicate that the organizational effectiveness significantly differs in public and private sector banks. The study also reveals that there is no important disparity among public and private sector banks concerning the organizational effectiveness in the study region. Both the sectors of banks are properly managing the employee engagement and performance.
El presente artículo tiene como objetivo llevar a cabo una revisión de la literatura sobre uno de los constructos más relevantes en el estudio del comportamiento de las organizaciones que surge inicialmente a partir del trabajo de Cohen & Levinthal (1990). El mismo se refiere a la capacidad de absorción que ha tenido una amplia aplicación en distintos campos de estudios de la organización, tales como: aprendizaje y gestión del conocimiento, procesos de innovación y desarrollo tecnológico, administración estratégica, dirección de recursos humanos, diseño organizativo, entre otros. La investigación, abordada bajo un enfoque metodológico de tipo descriptivo y con diseño documental, pretende avanzar en la integración y comprensión de este constructo a través de la identificación y discusión de diferentes aspectos referidos a su origen, componentes, determinantes, su relación con la cognición del individuo y la importancia que tiene para el desarrollo, el desempeño y el logro de ventajas competitivas, proporcionando así una visión general para su gestión y aplicación. Como resultado de la investigación se ofrece un modelo de los factores que definen la capacidad de absorción de la organización, alrededor de tres niveles principales: organizacional, del entorno y cognitivo, destacándose este último como un factor diferenciador de los modelos que tradicionalmente han sido desarrollados por la literatura.
Educational organisations are being influenced by several aspects such as political environment, deteriorating financial aid from the government, rising aspirations of first generation learners in higher education and so on. Along with this, the society is investing huge amount of human, financial and material resources in establishing and running institutions of higher learningmaking it imperative to study the effectiveness of educational institutions. The present study therefore attempts to ascertain the factors influencing organisational effectiveness in the educational sector with students' academic performance asan indicator. The researcher has identified four variables that are expected to influence organisational effectiveness measured in terms of academic performance. These factors include organisational health, psychological well-being of students, satisfaction with quality of campus life and student engagement. The study has adopted the descriptive method of the correlational type. The sample comprised of 273 post graduate students of University of Mumbai selected randomly through stratified random sampling techniques. When analysed using multiple regression techniques, it was found that 8.48%, 15.29%, 22.70% and 26.08% of the variance in academic performance is contributed by organisational health, psychological well-being of students, satisfaction with quality of campus life and student engagement respectively. In all, 72.55% of the variance in academic performance is explained by the variables included in the study.
The level of service co-production offered to customers through self-service technologies (SSTs) is an important marketing decision. The extant literature reports numerous benefits of SSTs for firms, such as increasing efficiency, reducing costs, boosting loyalty, and reaching new customer segments. However, industry evidence suggests that firms vary in their adoption of SSTs. This article utilizes a managerial cognition perspective to relate the level of SST-based co-production to configurations of beliefs about desired organizational outcomes, customers, and knowledge. The resulting belief model illuminates why firms vary in their utilization of SSTs, and has implications for the judgment of newness of SST-based services, the ethics and politics of customer representation in SST design, and epistemologies of SST-based market exchanges.
Esta investigación de carácter teórico tiene como objetivo estudiar diferentes tipologías de entornos organizacionales y su vinculación con la percepción directiva y el diseño organi-zativo bajo dos perspectivas: control externo y voluntarismo. En la primera, se ubican las teorías contingente y dependencia de recursos, y en la segunda la teoría de la strategic choice. De su análisis, surgen un conjunto de proposiciones que podrán ser contrastadas en estudios posteriores. Como reflexión relevante, se aprecia que los niveles de percepción de las condiciones y características del entorno por quienes dirigen a la organización, contribuye a la formación de su visión sobre la manera como debe ser diseñada y puesta en marcha las estrategias más adecuadas a los requerimientos de ese entorno.
Automated decision conferencing (ADC) is a new approach to organizational decision making. This article introduces ADC by examining its contribution to the improvement of organizational decision making. We first review various perspectives or ways of viewing information processing and construct an integrated framework of criteria for evaluating decision processes. Note, however, that because many factors beyond the control of decision makers influence the outcomes of any particular decision (or series of decisions), one can never assume that the test of a 'good' decision is a 'good' outcome. 'Good' decisions may be followed by disasters, 'bad' decisions by windfalls. We discuss here the assessment of effective decision processes independent of knowledge as to outcomes. After looking at the alternatives for information processing, we establish a framework that clarifies the value differences between the two most general approaches to decision making: the 'hard' management science or operations research view and the 'soft' group process or organization development view. We then show how ADC integrates and unifies the values reflected by these very distinct approaches.
An underlying framework upon which individuals organize criteria of effectiveness is identified. A theory of organizational effectiveness theories is proposed, and a model for analyzing the effectiveness of colleges or universities is outlined.
Contemporary social work administrators Junction in a turbulent environment in which escalating costs of delivering services are coupled with diminished resources. This often requires them to make trade‐offs between efficiency and effectiveness, as well as among different effectiveness criteria. These criteria, however, are often not explicit. Furthermore, the question of effectiveness from whose perspective is seldom explicitly addressed. This paper describes a framework of organizational effectiveness, called the Competing Values Approach, that is useful both in assessing organizational effectiveness and in addressing the multiple constituency issue. An application of this framework to a longitudinal assessment of organizational effectiveness is examined.