Academic literature on the topic 'Organisational capability'
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Journal articles on the topic "Organisational capability"
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Saha, Nibedita. "Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?" New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (January 12, 2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.
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This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.
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Zijl, Charl Van, and Jean-Paul Van Belle. "Organisational Impact of Enterprise Architecture and Business Process Capability in South African Organisations." International Journal of Trade, Economics and Finance 5, no. 5 (October 2014): 405–13. http://dx.doi.org/10.7763/ijtef.2014.v5.407.
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McCosker, Anthony, Xiaofang Yao, Kath Albury, Alexia Maddox, Jane Farmer, and Julia Stoyanovich. "Developing data capability with non-profit organisations using participatory methods." Big Data & Society 9, no. 1 (January 2022): 205395172210998. http://dx.doi.org/10.1177/20539517221099882.
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In this paper, we explore the methodologies underpinning two participatory research collaborations with Australian non-profit organisations that aimed to build data capability and social benefit in data use. We suggest that studying and intervening in data practices in situ, that is, in organisational data settings expands opportunities for improving the social value of data. These situated and collaborative approaches not only address the ‘expertise lag’ for non-profits but also help to realign the potential social value of organisational data use. We explore the relationship between data literacy, data expertise and data capability to test the idea that collaborative work with non-profit organisations can be a practical step towards addressing data equity and generating data-driven social outcomes. Rather than adopting approaches to data literacy that focus on individuals – or ideal ‘data citizens’ – we target the organisation-wide data settings, goals and practices of the non-profit sector. We conclude that participatory methods can embed social value-generating data capability where it can be sustained at an organisational level, aligning with community needs to promote collaborative data action.
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Sharp, Colin A. "An Organisational Evaluation Capability Hierarchy Model for Self-diagnosis1." Evaluation Journal of Australasia 4, no. 1-2 (March 2005): 27–32. http://dx.doi.org/10.1177/1035719x05004001-205.
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The use of Capability Maturity Models in financial management, project management, people management and information systems management in a wide variety of organisations indicates the potential for an Organisational Evaluation Capability Hierarchy to guide the self-diagnosis of organisations in building their evaluation maturity. This paper is about the theory behind this growing trend in organisational governance and organisational diagnosis, and explores its relevance to evaluation theory and practice. This theoretical analysis may have long-term practical benefits for evaluation practitioners, as is being developed in the fields of project management, financial management, and people management in a wide range of organisations.
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Hedayati, Alireza, Mohammad Khalilzadeh, and Arman Bahari. "The Effect of Organisational Learning Capability on Individual Performance through the Use of Enterprise Resource Planning and User Satisfaction." Journal of Information & Knowledge Management 20, no. 02 (April 28, 2021): 2150026. http://dx.doi.org/10.1142/s021964922150026x.
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Given the global competition between organisations to deliver products and services, the need for integrated information is felt. Enterprise Resource Planning (ERP) system is one of the important technology tools which play an important role in the integration of information in the organisation and is a prerequisite for joining the global market. This study aims to experimentally test a framework for identifying the relationship between organisational learning capability, using an organisational resource planning system, end-user satisfaction and individual performance. The results can be used to adopt human resource policies in the organisation. Smart PLS 2 software is also used for data analysis as well as the structural equation modelling. The results show that organisational learning ability through user satisfaction and the use of organisational resource planning system affects the individual performance.
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Tay Lee Chin, Tan Fee Yean, and Hon-Wei Leow. "Organisational Learning Capability: Measurement, Validation, and Application in Malaysia." International Journal of Business and Society 23, no. 1 (March 31, 2022): 106–17. http://dx.doi.org/10.33736/ijbs.4601.2022.
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This study aimed to validate the measurement of organisational learning capability originally developed by Chiva et al. (2007) in the Malaysian context. This organisational learning capability scale comprises 14 items grouped into five dimensions, namely experimentation, risk-taking, interaction with the external environment, dialogue, and participative decision-making. An analysis of the scale’s content validity, convergent validity, and discriminant validity was conducted using a total of 251 valid survey responses obtained from Grade 7 construction companies in Malaysia. The findings showed that the five dimensions of organisational learning capability are highly suited for measuring organisational learning capability in the Malaysian context. The validation of the organisational learning capability measurement provides useful insights to organisations wishing to develop a learning culture or enhance their learning capability. This study also enriches the literature by proving that the organisational learning capability measurement is a valid and consistent scale that can be applied at the organisational level and across different cultures and sectors.
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Garnett, Jonathan, Selva Abraham, and Param Abraham. "Using work-based and work-applied learning to enhance the intellectual capital of organisations." Journal of Work-Applied Management 8, no. 1 (March 1, 2016): 56–64. http://dx.doi.org/10.1108/jwam-08-2016-0013.
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Purpose The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations. Design/methodology/approach The paper draws organisational learning- and work-based learning literature and case study illustrations. Findings To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation. Research limitations/implications There is a need for further longitudinal studies of organisations that have used the work-based and WAL approaches. Practical implications The conclusions reached have implications for higher education and non-award bearing executive education. Social implications The alignment of individual learning with organisational objectives positions learning as a co-operative part of working life rather than just individual preparation for employment. Originality/value The paper positions work-based learning and WAL as appropriate responses to the learning needs of organisations as well as individuals.
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Kianto, Aino. "Assessing organisational renewal capability." International Journal of Innovation and Regional Development 1, no. 2 (2008): 115. http://dx.doi.org/10.1504/ijird.2008.020843.
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Oxtoby, Barrie, Tony McGuiness, and Robert Morgan. "Developing Organisational Change Capability." European Management Journal 20, no. 3 (June 2002): 310–20. http://dx.doi.org/10.1016/s0263-2373(02)00047-6.
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Furnival, Joy, Ruth Boaden, and Kieran Walshe. "A dynamic capabilities view of improvement capability." Journal of Health Organization and Management 33, no. 7/8 (November 7, 2019): 821–34. http://dx.doi.org/10.1108/jhom-11-2018-0342.
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Purpose Organisations within healthcare increasingly operate in rapidly changing environments and present wide variation in performance. It can be argued that this variation is influenced by the capability of an organisation to improve: its improvement capability. However, there is little theoretical research on improvement capability. The purpose of this paper is to set out the current diverse body of research on improvement capability and develop a theoretically informed conceptual framework. Design/methodology/approach This paper conceptualises improvement capability as a dynamic capability. This suggests that improvement capability is comprised of organisational routines that are bundled together, and adapt and react to organisational circumstances. Existing research conceptualises these bundles as three elements (microfoundations): sensing, seizing and reconfiguring. This conceptualisation is used to explore how improvement capability can be understood, by inductively categorising eight dimensions of improvement capability to develop a theoretically informed conceptual framework. Findings This paper shows that the three microfoundations which make up a dynamic capability are present in the identified improvement capability dimensions. This theoretically based conceptual framework provides a rich explanation of how improvement capability can be configured. Originality/value Identifying the component parts of improvement capability helps to explain why some organisations are less successful in improvement than others. This theoretically informed framework can support managers and policy makers to identify improvement capability dimensions in need of development. Further empirical research, particularly in non-market settings, such as publicly funded healthcare is required to enhance understanding of improvement capability and its configuration.
Dissertations / Theses on the topic "Organisational capability"
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Gill, Leanne Margaret. "Building organisational capability." Thesis, Queensland University of Technology, 2006. https://eprints.qut.edu.au/16234/1/Leanne_Gill_Thesis.pdf.
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Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC).
This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability.
Three research questions emerge from the literature and the Model:
*How do organisations define their Strategic Intent Domain?
*How can organisations define their Core OCs?
*How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers?
These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.
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Gill, Leanne Margaret. "Building organisational capability." Queensland University of Technology, 2006. http://eprints.qut.edu.au/16234/.
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Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC). This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability. Three research questions emerge from the literature and the Model: *How do organisations define their Strategic Intent Domain? *How can organisations define their Core OCs? *How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers? These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.
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Rottier, Johannes. "Conceptual design of an organisational capability." Pretoria : [s.n.], 2006. http://upetd.up.ac.za/thesis/available/etd-11092006-121921/.
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Egger, Philipp G. "Building technical process innovation capability : an intra-organisational perspective." Thesis, University of Cambridge, 2016. https://www.repository.cam.ac.uk/handle/1810/263029.
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This dissertation is concerned with the strategic management of process innovations. It explores and describes in what way the technical process innovation capability is built and maintained by R&D and production departments at a world leading motor vehicle manufacturer. It is widely accepted that new or significantly improved production methods are a main driver of competitive advantage for innovative manufacturers and enable both effectiveness and efficiency gains. However, the strategic management of process innovations has been subjected to little research and remains not well understood. This research set out to develop a descriptive model—outlining the used activities, mechanisms and controls to undertake technical process innovation projects as well as the applied strategies, practices or tactics to institutionalise the knowledge and skills—which illustrates the strategic management of process innovations. An IDEF0 (Integration DEFinition language 0) function model was ’constructed’ from 15 examples of current or recent technical process innovations within the Bayerische Motoren Werke Aktiengesellschaft (BMW AG). This single-company multiple-case design utilised data sources such as semi-structured interviews, written documents and direct observations and made use of an inductive thematic (coding) analysis. Emerging from the evidence, this research reveals that cumulative learning through a closed-loop control and an appropriate interplay of co-ordination and learning mechanisms is essential for building and maintaining a technical process innovation capability. Furthermore, there is evidence to indicate that a formal system of reflection and contextspecific co-ordination mechanisms facilitate the incorporation of lessons learned and project related experiences into organisational process assets. The main outcome of this research has been the synthesis of elements contributing to the formation of a firm’s technical process innovation capability by means of a graphical concept map. However, due to the breadth of the investigated innovation stage-gate model which starts with a stimulus for innovation and proceeds through various stages of design and industrialisation to an innovation introduced into practice, some areas would benefit from further work. A possible direction to strengthen the empirical evidence is not only to replicate this research within and outside the automotive industry but also to focus on elements of the graphical concept map and to explain and understand their interaction in greater detail.
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Ramukumba, Ndivhuwo. "Building an organisational self-disruption capability for a competitive advantage: an investigation of the organisational antecedents." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64916.
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Organisations need to be able to self-disrupt in order to sustain their competitive advantage in todayÕs rapidly changing environment characterised as being highly Volatility, Uncertainty, Complexity and Ambiguity (VUCA) and resulting in discontinuous change. Organisational innovation practices determine their ability to respond to an environment in a state of flux. Many organisations fail to respond to disruptive discontinuous change and are unable to sustain a competitive advantage because they are unable to make the necessary adjustments in their strategies, structures, business models and culture. They are often unwilling to cannibalise their current investments.
Dynamic capabilities enable organisations to reconfigure, renew, integrate and refresh their resources, competencies and capabilities in response to a rapidly changing world. This research proposed a conceptual model for enabling Organisational Self-Disruption as a dynamic capability that will empower a willingness to cannibalise in order to sustain competitive advantage. The model proposed that a strategic innovation management system and the dynamic capabilities of organisational ambidexterity, strategic flexibility and strategic renewal can be used in an organisation to enable them to successfully self-disrupt if necessary.
A qualitative exploratory study evaluated organisational self-disruption and the elements of the proposed conceptual model. Findings suggest that managers recognise the importance of organisational self-disruption and that elements of the model may be useful in developing the dynamic capability of self-disruption.Mini Dissertation (MBA)--University of Pretoria, 2017.
km2018
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Cathcart, Malcolm. "Organisational learning strategies for developing strategic capability within Australian Franchised Business Units." University of Southern Queensland, Faculty of Business, 2008. http://eprints.usq.edu.au/archive/00006185/.
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[Abstract]Within the Australian marketplace there is often considerable similarity between competing products and services. The need for all firms to develop a competitive advantage in this market is pressing. Franchises are a growing competitive business sector in Australia, with an annual growth rate in excess of 12%. Franchised business units are no different from other firms in that they need to develop a competitive advantage. Within this current fast changing business environment there has not been any research published on how owners and operators within franchised business units in Australia use organisational learning strategies to develop their strategic capability with a view to gaining a competitive advantage. Many firms have adopted traditional training approaches in organisational learning to develop their firm’s strategic capability believing this strategy to be in line with best practice. This narrow training view of organisational learning involves key employees within a firm identifying skill gaps between where the firm needs to be and the current competencies of their staff. The gap is then bridged by traditional training methods that extend staff competencies to meet the firm’s requirements. These traditional training approaches separate learning from the work context and have been identified by many researchers over the years as an inefficient practice. This study was undertaken using a case study approach based on semi-structured interviews to gain an understanding on how franchised business units in Australia used a range of organisational learning strategies to develop their strategic capability. People were interviewed from various organisational levels at five major franchises. The study found that strategic capability is enhanced by developing a learning environment that integrated both operational and strategic learning strategies. Based on the research findings, a franchised business unit’s strategic capability will, in many cases, determine the difference between the franchise’s performance in the marketplace and that of its competitors, hence, developing organisational learning strategies to gain and apply these capabilities are of a critical importance in a franchised business unit gaining a competitive advantage. The study found a number of key ingredients in organisational learning strategy that built a firm’s capability. These key ingredients include adopting a work-based learning strategy which incorporates learning activities such as listening and observing others in the workplace; regular internal training; access to external courses; controlled on-the-job training and supporting individuals and groups within their normal work; developing and implementing accredited in-house learning which would include opportunities for staff to develop both operational and strategic levels of learning; formal and informal mentoring for developing the skills of individuals and groups; participation in higher education; and the use of internal state and national franchise conferences as a tool in developing staff and to provide a work environment where empowerment of staff at all levels is encouraged, accepted and supported by the required learning strategies to make it successful. For franchised businesses within Australia aspiring to gain or build on competitive advantage, it is envisaged that the findings of this research will foster the implementation of a combination of organisational learning strategies that encompass both operational and strategic learning, and include learning for both the individual and collective groups.
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Taha, Azni. "Organisational receptivity for change : combining context and capability to explain competitive advantage." Thesis, Aston University, 2014. http://publications.aston.ac.uk/21408/.
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This thesis explores efforts to conjoin organisational contexts and capabilities in explaining sustainable competitive advantage. Oliver (1997) argued organisations need to balance the need to conform to industry's requirements to attain legitimization (e.g. DiMaggio & Powell, 1983), and the need for resource optimization (e.g. Barney, 1991). The author hypothesized that such balance can be viewed as movements along the homogeneity-heterogeneity continuum. An organisation in a homogenous industry possesses similar characteristics as its competitors, as opposed to a heterogeneous industry in which organisations within are differentiated and competitively positioned (Oliver, 1997). The movement is influenced by the dynamic environmental conditions that an organisation is experiencing. The author extended Oliver's (1997) propositions of combining RBV's focus on capabilities with institutional theory's focus on organisational context, as well as redefining organisational receptivity towards change (ORC) factors from Butler and Allen's (2008) findings. The authors contributed to the theoretical development of ORC theory to explain the attainment of sustainable competitive advantage. ORC adopts the assumptions from both institutional and RBV theories, where the receptivity factors include both organisational contexts and capabilities. The thesis employed a mixed method approach in which sequential qualitativequantitative studies were deployed to establish a robust, reliable, and valid ORC scale. The adoption of Hinkin's (1995) three-phase scale development process was updated, thus items generated from interviews and literature reviews went through numerous exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) to achieve convergent, discriminant, and nomological validities. Samples in the first phase (semi structured interviews) were hotel owners and managers. In the second phase, samples were MBA students, and employees of private and public sectors. In the third phase, samples were hotel managers. The final ORC scale is a parsimonious second higher-order latent construct. The first-order constructs comprises four latent receptivity factors which are ideological vision (4 items), leading change (4 items), implementation capacity (4 items), and change orientation (7 items). Hypotheses testing revealed that high levels of perceived environmental uncertainty leads to high levels of receptivity factor. Furthermore, the study found a strong positive correlation between receptivity factors and competitive advantage, and between receptivity factors and organisation performance. Mediation analyses revealed that receptivity factors partially mediate the relationship between perceived environmental uncertainty, competitive advantage and organisation performance.
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Sahota, Parminder Singh. "The development and application of cultural archetypes for understanding innovation capability." Thesis, Cranfield University, 2002. http://dspace.lib.cranfield.ac.uk/handle/1826/90.
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This thesis recognizes that organizational culture is a primary determinant of innovation capability and argues the need to better understand this relationship or process as a necessary prerequisite to nurturing it in a more structured and systematic manner. The study explores this relationship within an R&D environment in telecommunications. It draws upon the knowledge management, organisational behaviour and organisational theory literatures to conceptualise organisational culture as a repository of knowledge. Using a soft systems bottom up approach four cultural archetypes with specific knowledge dynamics are identified and developed through a three-phase multi-method research strategy. These provide a clearer understanding of the relationship between organisational culture and innovation capability. The thesis concludes by considering strategies for improving innovation capability through the effective and appropriate movement between these archetypes.
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Carnelley, Jacqueline Antoinette. "The Components of Marketing Capability : a framework and processes of knowledge integration for development." Thesis, University of Pretoria, 2018. http://hdl.handle.net/2263/66037.
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Although organisational capabilities have been recognised as a key source of competitive
advantage, the empirical understanding of marketing capability and its associated
components is still relatively under-developed. There is little consistency in approaching
what constitutes organisational marketing capability, proposed conceptual frameworks have
not been empirically tested and little attention has been paid to how organisational marketing
capabilities are developed over the longer term.
The purpose of this study was to empirically test how proposed conceptual frameworks of
marketing capabilities match real-life organisational marketing capabilities, explore which
marketing resources act as inputs into marketing capability and how these resources are
transformed into marketing capability. The following key questions were answered: what are
components of marketing capability in real-life organisational contexts, what resources
inputs does it incorporate and how are these resources transformed into capabilities?
This study employed an innovative (in this theoretical context) multiple embedded case
study design using multiple data sources to provide a rich and detailed understanding of
marketing capability. The target population for the cases was any South African organisation
marketing products and services to domestic consumers/ customers. Based on this
definition, four company cases were identified, representing the two target groups (business
to business and business to customer) as well as products and services. Data was derived
from 22 in-depth interviews with multiple interviews conducted for each case, as well as
documentation and archival records.
This study contributes at the theoretical level by developing a framework of marketing
capability and sub-capabilities, providing an enhanced understanding of the nature of
marketing knowledge resources underpinning marketing capability and outlining the
mechanisms that integrate marketing knowledge resources in the development of marketing
capability and sub-capabilities. At practitioner level, the findings can contribute to enhancing
effective marketing within organisations by providing a route to building stronger underlying
marketing capabilities, which in turn will improve competitiveness.Thesis (DBA)--University of Pretoria, 2018.
Gordon Institute of Business Science (GIBS)
DBA
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Stoyanova, Veselina Petrova. "The development of 'sustainability-banking' capability in the changing institutional environment : the case of RBS." Thesis, University of Edinburgh, 2015. http://hdl.handle.net/1842/17932.
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The recent financial crisis of 2008 has caused significant turbulence in the financial sector and the strategic direction of a number of banking organizations. To survive situations characterised by adversity and changing institutions, various organisations in the sector needed to renew their legitimacy with diverse groups of stakeholders and to refocus their business models into more sustainable ones requiring change and development in the company’s operational capabilities. Recent scholarly interest in the study of organisational and more specifically dynamic capabilities has focused on exploring the development processes through such capabilities emerge. However, the recent literature has been focused much more on the conceptual nature of capabilities rather than on offering empirically grounded accounts on how a specific type of an organisational capability is developed and transforms in line with the changing institutional contexts, and fluctuating levels of environmental uncertainty. Scant attention has been paid to the relationship between institutional change and the capability development process. In order to shed light on the development of such capabilities, this study specifies the micro-foundations of the capability development process and illustrates the relationships between the development process and the changing institutional context through a multilevel of analysis. Explicitly, it aims to find out how and what micro-foundations participate in the development of a sustainability-banking capability and how the changing institutional and market contexts and its dynamics influence the development process. This work is a phenomenon-driven study, which centres its empirical and theoretical contributions in the exploration of the case of the Royal Bank of Scotland – a particularly interesting case of an organisation, which has survived a near-death experience during times of immense institutional turbulence. The selected company case is special for the richness of organisational changes that assisted in tracing the main events and processes in which dynamic capabilities emerge. Inductively, this research study found ‘sustainability-banking’ capability to be conductive for the explored case company’s adaptation in the rapidly changing context of the financial crisis of 2008. To respond to the research questions and meet the research objectives, the work follows a process research methodology, involving the triangulation of multiple sources of primary and secondary qualitative data, collected both in real-time and retrospectively of the observed longitudinal period 2004-2012. The adopted process analysis revealed three key phases through which sustainability banking capability which emerged in the context of Royal Bank of Scotland, accordingly Phase One: The Philanthropic route (2004-2007), Phase Two: The Responsive engagement route (2008-2009) and Phase Three: The Stakeholder co-creation route (2010-2012). Each one of the charted phases of development pictures diverse set of micro-foundations constituted the company’s capability diachronically (over time) and synchronically (across levels and layers of learning). The research indicates that the capability development process is a complex process moderated by changing market environment and the presence of a number of institutional and market inhibitors and accelerators which moderate the occurring micro-foundational transformations. By illustrating the transformations in the micro-foundations of the explored capability, the research work casts light on the temporal changes that accompany capability learning, which affect the capability nature and unfold into different forms of capabilities – ordinary, transitional and dynamic. The key finding of this study is that the variability in the alignment of micro-foundational constructs defines the form and the function of the observed organizational capability – sustainability-banking capability. Although drawing on macro-institutional perspective to demonstrate the types of institutional pressures, which trigger changes in individual and organizational behaviours and processes, this research study contributes primarily to the organisational capability literature. First, the main contribution of this thesis is the development of a novel process model perspective of sustainability-banking capability in the context of institutional and market changes. The process model indicates the interactions between individual-based, process-based and structure-based micro-foundations and how this interaction, alignment, between their capability micro-foundations changes in the course of social, political and regulatory disruptions in the sector, which either inhibit or accelerate these transformations. Secondly, the observed processes of interaction suggest how an operational capability can escalate to become a dynamic capability, which has not been mapped in the field of study. Previously, scholars (e.g. Helfat and Winter, 2011) have suggested conceptually the possible existence of dual-purpose or multiple variant capabilities where the complication of drawing a line between operational and dynamic capabilities occurs due to the speed of change they enable in organisations. Within the context and content of study – sustainability-banking capability at the Royal Bank of Scotland, this study demonstrates the existence of what is entitled in the thesis as a “transitional capability”, which responds to the recent call for research work in this domain. Scholars have suggested that sometimes the low pace in which changes occur can disguise one capability as operational but in fact it can have a dynamic variant when it is explored longitudinally. The analysis of the findings in the second stage of capability development proves that the contrary can be also true. Although previously the literature has associated radical changes somehow instantly with dynamic capabilities, the analysis suggest that extremely turbulent exogenous shocks can lead to internal disturbances and misalignment in the relationship between some of the micro-foundations composing them which on the other hand can constrain the level of impact that the capability under study has in the process of organisational adaptation and development. The third contribution of this work is methodological which is accomplished by the adoption of a process methodology and a ‘hybrid’ strategy of processual data analysis, which complements the existing variance research stream in the study of organisational capability, which is predominately positivist in nature. Lastly but not the least important, this phenomenon-driven research contributes to the recent call in the strategic management field for exploring “bigger issues”, such as the global financial crisis which are often a “window of opportunity” and lead to relevant knowledge for managerial practice, citizens and policy makers.
Books on the topic "Organisational capability"
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Massey, Alistair James Wesley. Evaluation of organisational strategic capability, by employing a balanced set of performance measures across a range of organisational perspectives. [s.l: The Author], 1997.
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Cantwell, John. The changing nature of corporate technological diversification and the importance of organisational capability. Reading: University of Reading, 1997.
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1949-, Abe Etsuo, and Fitzgerald Robert 1959-, eds. The origins of Japanese industrial power: Strategy, institutions, and the development of organisational capability. London, England: F. Cass, 1995.
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Rieser, Marcel. Dynamic Capability und organisationale Kompetenz. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-06819-6.
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Beyond skill: Institutions, organisations and human capability. New York: Palgrave Macmillan, 2010.
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Enabling a simulation capability in the organisation. London: Springer, 2008.
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Botha, Deonie Francesca. Creating a competitive intelligence capability: Developing the intelligent organisation. Oxford: Chandos, 2007.
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Norris, Geoff. The organisation of the central policy capability in multi-functional public authorities. Newcastleupon Tyne: Local Authority Management Unit, 1989.
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utviklingshjelp, Norway Direktoratet for. Building research capability in Africa: A review of NORAD's assistance to regional research organisations. Oslo: Research Council of Norway, 1998.
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1942-, Walden David, Graham Alan, Petrolini John, and Center for Quality Management (Cambridge, Mass.), eds. Four practical revolutions in management: Systems for creating unique organizational capability. Portland, Or: Productivity Press, 2001.
Find full textBook chapters on the topic "Organisational capability"
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Wikström, Ewa, Karin Allard, Rebecka Arman, Roy Liff, Daniel Seldén, and Roland Kadefors. "Organisational Capability for Delayed Retirement." In International Perspectives on Aging, 221–32. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-78063-0_16.
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AbstractThroughout the industrialised world, societies are ageing. These demographic changes have created a political and societal focus on an extended working life. Unfortunately, there is a lack of systematic knowledge about how such changes can be successfully implemented within organisations. In this chapter, we discuss this lacuna and specifically focus on organisational capability. We highlight workplace conditions and practices that may inhibit or promote the retention of workers beyond the previous norm for retirement.The novelty of an organisational capability approach is that it highlights workplace conditions that enable older people to use their abilities to perform acts of value and to achieve a better quality of life and greater participation in society. Workplace resources, capabilities and functions form a dynamic pattern. Factors that influence the work abilities of older workers are related in complex interactions and not merely in the format of simple cause and effect.When looking at retirement from the perspective of older workers, we have focused on aspects such as the individual’s ability to control the retirement process. Central to Sen’s idea is that individuals have different conversion factors, which means that, even though two individuals may have access to the same resources, they do not necessarily have the capability to enjoy the same functions. For example, the probability that an older person will remain employed will partially depend on his or her health, human capital and type of job. But two seemingly similar individuals can nevertheless have very different chances of remaining employed because their employer has implemented very different age management policies, or simply because they have different attitudes towards older workers. Since organisational capability makes it possible to focus on the interaction between the individual’s resources and preferences and the opportunity structure existing at the workplace (meso level) and embodied in the retirement system (macro level), much of the discussion and many of the policies and practices concerning older people can be related to the concept of capabilities.
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Dainty, Paul H., and Moreen Anderson. "The Organisational Capability – Change: Managing Organisational and Personal Change." In The Capable Executive, 262–89. London: Palgrave Macmillan UK, 1996. http://dx.doi.org/10.1007/978-1-349-13663-6_9.
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Dyson, Tom. "The British Army’s knowledge transformation capability." In Organisational Learning and the Modern Army, 127–66. Abingdon, Oxon ; New York, NY : Routledge, 2019. | Series: Cass military studies: Routledge, 2019. http://dx.doi.org/10.4324/9780429284014-6.
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Farmer, Jane, Anthony McCosker, Kath Albury, and Amir Aryani. "Data Capability Through Collaborative Data Action." In Data for Social Good, 63–88. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-5554-9_3.
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AbstractThis chapter explains how data capability for non-profit organisations involves having the right skills, technologies and data management practices that match different organisations’ size, mission and contexts. Data capability is a holistic concept, and capability of organisations will flex over time and with changes in organisational goals, work and wider context. The chapter also presents a collaborative data action methodology to help non-profits build towards the data capability that suits their work and context. The collaborative methodology emphasises ‘learning by doing’ involving multi-disciplinary teams and diverse perspectives and addressing actual challenges of non-profits—at least in part—through re-using internal data. The collaborative data action methodology was developed and refined over time based on the authors’ learning from multiple data projects. It features cycles of analysing, visualising and interacting with data. Since collaboration is recommended, the authors provide suggestions about where and how to find data collaborators. The last section explains the significance of responsible data governance, with two key concepts that underpin being able to re-use data optimally—data consent and ethics—particularly explored. While ethics and consent are relevant for all data projects, they are particularly salient when considering advanced projects, such as those involving data collaboratives.
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Dainty, Paul H., and Moreen Anderson. "The Organisational Capability – Design: Designing Corporate Systems and Structures." In The Capable Executive, 229–61. London: Palgrave Macmillan UK, 1996. http://dx.doi.org/10.1007/978-1-349-13663-6_8.
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Peck, Edward, and Perri Six. "Money and the Organisational Process: Organisational Capability and the Relationship between Structure and Agency." In Beyond Delivery, 102–32. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230287112_5.
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Ng, Irene, Sai Nudurupati, and Jason Williams. "Redefining Organisational Capability for Value Co-creation in Complex Engineering Service Systems." In Complex Engineering Service Systems, 109–28. London: Springer London, 2011. http://dx.doi.org/10.1007/978-0-85729-189-9_6.
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Slogar, Andreas. "Geschäftsfähigkeiten entwickeln – Business Capability." In Die agile Organisation, 276–326. München: Carl Hanser Verlag GmbH & Co. KG, 2018. http://dx.doi.org/10.3139/9783446456150.014.
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Slogar, Andreas. "Geschäftsfähigkeiten entwickeln – Business Capability." In Die agile Organisation, 280–330. München: Carl Hanser Verlag GmbH & Co. KG, 2020. http://dx.doi.org/10.3139/9783446463967.014.
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Rieser, Marcel. "Einleitung." In Dynamic Capability und organisationale Kompetenz, 1–7. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-06819-6_1.
Full textConference papers on the topic "Organisational capability"
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Sharp, J. V., J. E. Strutt, J. Busby, and E. Terry. "Measurement of Organisational Maturity in Designing Safe Offshore Installations." In ASME 2002 21st International Conference on Offshore Mechanics and Arctic Engineering. ASMEDC, 2002. http://dx.doi.org/10.1115/omae2002-28421.
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The measurement of health and safety performance is an important requirement but most performance metrics are lagging indicators, measuring lost time incidents, dangerous occurrences etc. The challenge is to develop metrics that can be applied at the design stage. It is widely recognised that most accidents are influenced by the design stage, and many can be directly attributable to deficiencies in design. This paper is concerned with a design capability maturity model’, which is complementary to the design safety performance indicator model developed to apply to the design process itself. It has been developed to measure the capability of an organisation to design a safe installation, and is based on five maturity levels, ranging from level 1 (initial or learner approach) to optimised or best practice at level 5. This maturity model was originally developed for the software industry and has now been applied to offshore safety. A similar maturity model for quality assurance is now incorporated in the latest version of ISO 9004. Eleven characteristics associated with safety have been identified, in three main groups representing formal safety demonstration, safety implementation and longer term investment in safety. A maturity level is assigned to each of these characteristics and the profile produced reflects the organisation’s overall maturity in design for safety. An important aspect of the model is that it enables an organisation to establish its current level of maturity for each of the characteristics and to identify what steps are necessary to enable the organisation to progress to a higher level. The model can be used as a self assessment tool or applied through an external independent body to the different organisations involved in design (contractor’s design team, duty holder’s team etc).
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Evans, David. "Exploring organisational understanding and capability through crisis and emergency exercises." In Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 2008. http://dx.doi.org/10.2118/118111-ms.
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Antoni, Darius, and Ferry Jie. "The Relationship betweek IT capability and organisational environment performance: A conceptual framework." In 3rd Annual International Conference on Infocomm Technologies in Competitive Strategies. Global Science Technology Forum, 2012. http://dx.doi.org/10.5176/2251-2136_ict12.20.
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Antoni, Darius, and Ferry Jie. "The relationship between IT capability and organisational environment performance: A conceptual framework." In 3rd Annual International Conference on Infocomm Technologies in Competitive Strategies. Global Science Technology Forum, 2012. http://dx.doi.org/10.5176/2251-2217_sea12.20.
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Ekionea, Jean-Pierre Booto, Prosper Bernard, and Michel Plaisent. "Towards a maturity model of knowledge management competences as an organisational capability." In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5881443.
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Slavinski, Teodora, and Marija Todorović. "The impact of digitalisation on the organisational capability changes – Evidence from Serbia." In Proceedings of the 5th IPMA SENET Project Management Conference (SENET 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/senet-19.2019.41.
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Nanayakkara, S. M., V. Wickramasinghe, and G. D. Samarasinghe. "Role of Strategic Emotional Intelligence on Technological Capability, Technological Knowledge Management and Organisational Learning & Growth." In 2018 Moratuwa Engineering Research Conference (MERCon). IEEE, 2018. http://dx.doi.org/10.1109/mercon.2018.8421992.
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Fernandes, Alexandra, Kine Reegård, Asgeir Drøivoldsmo, John E. Simensen, and Grete Rindahl. "Development of Telemedicine in Oil & Gas through the Capabilities Approach." In Applied Human Factors and Ergonomics Conference. AHFE International, 2021. http://dx.doi.org/10.54941/ahfe100515.
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The oil & gas companies operating in the Norwegian Continental Shelf have commonly used the capabilities approach within the context of Integrated Operations. This approach focuses on understanding organisations as dynamic systems and provides concepts and a language for developing resources. Recent efforts are focusing on extending Integrated Operations and the capabilities approach to medical services offshore, specifically on the use of telemedicine. Telemedicine in this context involves the connection between offshore and onshore medical staff through the use of communication systems, as well the distribution of medical data obtained offshore (for instance HD images or vital signs readings). In this work we describe the elaboration of a new tool: the Capability Development Resource Matrix, based on the People - Capability Maturity Model (P-CMM) proposed by Curtis, Hefley, and Miller in 2009. This tool is designed to guide organisational development and is generated directly from the work with industry partners, being continuously tested and improved. We discuss the tool’s value for planning, development, and implementation of telemedicine in Oil & Gas and other contexts. We wrap-up with considerations about future steps in the methodology conception and evaluation.
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Sukhoo, Aneerav, Andries Barnard, Mariki Eloff, and John Andrew van der Poll. "An Evolutionary Software Project Management Maturity Model for Mauritius." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3158.
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Software project management is a relatively recent discipline that emerged during the second half of the 20th century (Kwak, 2003). Many of the software project management methodologies available today were developed in Western/European countries and research showed that there was a need to formalise a software project management framework for developing countries, in particular Africa (Muriithi & Crawford, 2003). Based on surveys and discussions with software professionals, a methodology for software project management is being proposed. The methodology is based on a maturity model as Mauritius is faced with a shortage in skilled professionals. So far, few organisations in Mauritius have been found to be using software project management methodologies developed in Western/European countries. Most maturity models, for example Capability Maturity Model Integration (CMMI) and Kerzner’s maturity model, have five maturity levels. The trend is towards the development of maturity models that have fewer maturity levels. For example, the Organisational Project Management Maturity Model (OPM3) and Prince 2 Maturity Model have been developed with three maturity levels.
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BAITSCH, CHRISTOF, and RALF WETZEL. "HOW TO MEASURE AND EVALUATE ORGANISATIONAL CAPABILITY TO LEARN: A TOOL SUGGESTION FOR AN APPROPRIATE TREATMENT OF A CRUCIAL COMPANY RESOURCE." In Proceedings of the 2007 International Conference. WORLD SCIENTIFIC, 2007. http://dx.doi.org/10.1142/9789812770592_0030.
Full textReports on the topic "Organisational capability"
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Samji, Salimah, and Mansi Kapoor. Funda Wande through the Lens of PDIA: Showcasing a Flexible and Iterative Learning Approach to Improving Educational Outcomes. Research on Improving Systems of Education (RISE), January 2022. http://dx.doi.org/10.35489/bsg-rise-ri_2022/036.
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Funda Wande has adopted a ‘learning by doing’ strategy that is similar to the Problem Driven Iterative Adaptation (PDIA) approach to solving complex problems. PDIA is a high-impact process of innovation that helps organisations develop the capability to solve complex problems while they are solving such problems. It is a step-by-step framework that helps break down problems into their root causes, identify entry points, search for possible solutions, take action, reflect upon what is learned, adapt, and then act again. Its dynamic process and tight feedback loops enable teams to find and fit solutions to the local context. This case provides a narrative of the Funda Wande story with boxes illustrating how PDIA principles and tools like problem construction, deconstruction, entry point analysis, iteration, and building authorisation would have been applied in practice. The sources of this case include a literature review of education in South Africa, related research documents, and conversations with staff at Funda Wande.
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Barrera-Osorio, Felipe, Samuel Berlinski, and Matías Busso. Effective Evidence-Informed Policy: A Partnership among Government, Implementers, and Researchers. Research on Improving Systems of Education (RISE), December 2021. http://dx.doi.org/10.35489/bsg-rise-ri_2021/035.
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Evidence matters for the effectiveness of public policies,but important informational frictions—that is, resistanceto obtaining or using information on the subject at hand—sometimes prevent it from shaping policy decisions.Hjort et al. (2021) showed that reducing those frictionscan change not only political leaders’ beliefs but alsothe policies they implement. One-way information, fromresearch to policy, may sometimes be insufficient, though.Policymakers may be agnostic about the effectiveness ofan intervention, or they may not know which of its featuresrequire adjustment. A process of policy experimentationmay be needed (Duflo 2017), in which policies arerigorously evaluated at a small scale, the findings of those evaluations inform the policy design, and a new evaluation determines the effectiveness of a fine-tuned version of the intervention, with the assessment continuing until the program is ready to be scaled up. This process requires very close collaboration among government, implementers, and researchers. The means by which evidence is produced is also important. A frequent criticism of researcher-designed interventions is that results may not be relevant. One reason is that pilot programme’s participants or circumstances may be atypical, with the result that the experimental treatment, even if implemented with fidelity, may not achieve similar outcomes in other settings (Al Ubaydli et al. 2017; Vivalt 2017). A second reason is that governments may lack the capability to implement with fidelity interventions tested in randomized control trials. A partnership between policymakers and researchers can help attenuate these concerns. A recent experience in Colombia provides a good example of such a partnership at work. “Let’s All Learn to Read” is an ambitious programme to improve literacy skills among elementary schoolchildren (Grades K–5). Spearheaded by the Luker Foundation, a local nongovernmental organisation, in collaboration with the Secretary of Education of Manizales (Colombia), the programme began with a systematic data collection effort in the municipality’s public primary schools to understand why students were failing to acquire the most basic academic skills. This led to several interventions over many years during which multidisciplinary teams of researchers working in close collaboration with local stakeholders and policymakers designed and evaluated different features of the programme.
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Sandford, Robert, Vladimir Smakhtin, Colin Mayfield, Hamid Mehmood, John Pomeroy, Chris Debeer, Phani Adapa, et al. Canada in the Global Water World: Analysis of Capabilities. United Nations University Institute for Water, Environment and Health, November 2018. http://dx.doi.org/10.53328/vsgg2030.
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This report critically examines, for the first time, the capacity of Canada’s water sector with respect to meeting and helping other countries meet the water-related targets of the UN’s global sustainable development agenda. Several components of this capacity are examined, including water education and research, investment in water projects that Canada makes internally and externally, and experiences in water technology and governance. Analysis of the water education system suggests that there is a broad capability in institutions of higher learning in Canada to offer training in the diverse subject areas important in water. In most cases, however, this has not led to the establishment of specific water study programmes. Only a few universities provide integrated water education. There is a need for a comprehensive listing of water-related educational activities in universities and colleges — a useful resource for potential students and employers. A review of recent Canadian water research directions and highlights reveals strong and diverse water research capacity and placed the country among global leaders in this field. Canada appears to be within the top 10 countries in terms of water research productivity (publications) and research impact (citations). Research capacity has been traditionally strong in the restoration and protection of the lakes, prediction of changes in climate, water and cryosphere (areas where water is in solid forms such as ice and snow), prediction and management of floods and droughts. There is also a range of other strong water research directions. Canada is not among the top 10 global water aid donors in absolute dollar numbers; the forerunners are, as a rule, the countries with higher GDP per capita. Canadian investments in Africa water development were consistently higher over the years than investments in other regions of the global South. The contributions dropped significantly in recent years overall, also with a decline in aid flow to Africa. Given government support for the right business model and access to resources, there is significant capacity within the Canadian water sector to deliver water technology projects with effective sustainable outcomes for the developing world. The report recommends several potential avenues to elevate Canada’s role on the global water stage, i.e. innovative, diverse and specific approaches such as developing a national inventory of available water professional capacity, and ranking Universities on the strength of their water programmes coordinating national contributions to global sustainability processes around the largest ever university-led water research programme in the world – the 7-year Global Water Futures program targeting specific developmental or regional challenges through overseas development aid to achieve quick wins that may require only modest investments resolving such chronic internal water challenges as water supply and sanitation of First Nations, and illustrating how this can be achieved within a limited period with good will strengthening and expanding links with UN-Water and other UN organisations involved in global water policy work To improve water management at home, and to promote water Canadian competence abroad, the diverse efforts of the country’s water sector need better coordination. There is a significant role for government at all levels, but especially federally, in this process.
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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.
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Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.