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Journal articles on the topic 'Organisational reality'
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1
Percy, William, and Kevin Dow. "The Coaching Black Box: Risk Mitigation during Change Management." Journal of Risk and Financial Management 14, no. 8 (July 27, 2021): 344. http://dx.doi.org/10.3390/jrfm14080344.
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A case study of strategic renewal in the Chinese education market, this paper explores a non-directive coaching model and its impact on risk mitigation, knowledge exchange and innovation in strategic renewal through the application of multi-tiered coaching and manager coaches. Through an ethnographic action research methodology, we ask “Can coaching mitigate organisational risk and increase the likelihood of positive outcomes in change management?” and “Can managers, acting as internal coaches, increase knowledge socialisation and mitigate risk in the change management process?” The paper finds that there is no inherent failure rate in the change management process and that a strategic management approach can mitigate risk liberating managers and organisations to seek to create the collaborative environments that support organisational learning and strategic renewal, thus moving beyond a narrative of failure to one of strategic empowerment and a strategic management approach to risk mitigation. We conclude that a data-driven approach to organisational learning and Professional Learning Communities helps teams to ask the right questions and to mitigate risk through better aligning the organisation to its strategic reality, exploiting organisational learning to achieve competitive advantage and ensuring that systems and processes continue to match the emerging strategic reality.
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Ogbonna, Emmanuel. "Managing Organisational Culture: Fantasy Or Reality?" Human Resource Management Journal 3, no. 2 (December 1992): 42–54. http://dx.doi.org/10.1111/j.1748-8583.1992.tb00309.x.
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Dawson, Patrick, David Preece, and Ian McLoughlin. "From Essex to Cyberspace: Virtual Organisational Reality and Real Organisational Virtuality." Labour & Industry: a journal of the social and economic relations of work 14, no. 1 (August 2003): 73–89. http://dx.doi.org/10.1080/10301763.2003.10669281.
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McGeough, Francis. "Performance reporting in Ireland: the ongoing gap between rhetoric and reality." International Journal of Public Sector Management 28, no. 1 (January 12, 2015): 2–10. http://dx.doi.org/10.1108/ijpsm-08-2014-0108.
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Purpose – The annual report is an important means of organisational accountability. In recent years, public sector organisations (PSOs) influenced by New Public Management have been expected to publish performance information which will enable the readers of the annual report to assess how the organisation is doing. The purpose of this paper is to examine the level of performance information published by a range of PSOs in Ireland to verify if the increased emphasis on performance reporting was having an impact on actual reporting by PSOs. Design/methodology/approach – The research involved a detailed study of a number of annual reports published by Irish PSOs over two time periods. These organisations had an operational focus and were standalone. Findings – The research finds that Irish PSOs publish a reasonable level of performance indicators but most of these indicators are not compared to a target; the majority of organisations do not publish any targets in their annual report. This makes it very difficult for the reader to assess how the organisation is doing. The level of reporting has not improved since the OECD report of 2008. Originality/value – The research finds that there is a substantial gap between the rhetoric of reform as set out in official government documentation and the reality of reporting by Irish PSOs. This reduces the level of accountability and raises doubts about the performance and effectiveness of Irish PSOs.
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Gasparin, Marta, and Daniel Neyland. "We have always been modern(ist): Temporality and the organisational management of ‘timeless’ iconic chairs." Organization 25, no. 3 (November 16, 2017): 354–73. http://dx.doi.org/10.1177/1350508417740642.
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In organisation studies, objects have been analysed as actors that enable sense to be made of organisational reality. We expand on this literature by exploring the times of the modernist design firm through its iconic chairs, using archival and contemporary ethnography to study timeless design. We suggest that studies of organisational times that focus on selectivity in organisational memory or history can be augmented through a detailed study of the folding of pasts, presents and futures into objects. Furthermore, we advocate for the treatment of objects as material semiotic actors that participate in the construction of organisational times, with iconic chairs acting as disruptors of otherwise linear organisational times. As material semiotic actors, these objects do not enable a single organisational time, but instead participate in disrupting time, deny any possibility of a pure and linear form of time, continuing to provoke the organisation and its members.
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Yadav, Bhagwan Dutta, Hugh R. Bigsby, and Ian MacDonald. "Elitism: normative ethics of local organisation in community-based natural resources management." International Journal of Organizational Analysis 24, no. 5 (November 7, 2016): 932–55. http://dx.doi.org/10.1108/ijoa-06-2015-0873.
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Purpose Local organisations have been established on participatory approach whose central purpose is to establish development activities bringing about positive change as four pillars of developments: to establish decentralised robust local organisation for sustainable forest management to enhance livelihood of rural people, to meet the forest products basic needs of local people, targeted interventions for poverty alleviation and social mobilisation initiatives and biodiversity conservation climate change mitigation and adaptation. Design/methodology/approach Local organisational elites designed/conceptualised the concept, where it can be operated organisationally and in local organisational context that provides new ways and methods to develop conceptual framework (Table I), which sheds light on involvement of poor and underprivileged members in decision-making process and distribution of benefit on equity basis. Findings The findings will lead to a positive change through the organisational elite model through both reorganising organisations and restructuring of power with change in the society and reduce the impact of rational choices, vested interests of elites (leaders of local organisation) and political factors, which are otherwise playing a game or tragedy of commons. Research limitations/implications Because of the limited resources and time, the authors are unable to verify it on the other development line agencies such as drinking water scheme, livestock, health and cooperative. Practical implications It considerably appears that the impacts are very sound to conclude from the review of above models of elites that provide a very clear understanding and useful conceiving lens to formulate how participation occurs in the executive committee of the community forestry user groups (CFUG) and community-based organisations based on three key elements. First are the caste and the caste structure of the community. Second is the wealth status of the individual, and third is power created both from wealth and caste. This should be determined from the local organisational elite model (Table I) about the nature of interactions on the executive of the CFUGs and other vehicles of local community-based development organisations. Social implications Local organisations will provide an opportunity in reality to both elites and non-elites to considerably change, make aware and create a realistic situation to determine the dialectical opportunity to develop relationship, interaction and configuration between elite and non-elite members both outside and inside of the local organisations. Originality/value It has not been found in literatures yet such sort of concept developed in development field particularly in the development activities performed by participation of local users. Hence, it is certainly original conceptual framework.
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Juchnowicz, Marta. "Self‑Engaging Organisation in Polish Reality." Kwartalnik Ekonomistów i Menedżerów 45, no. 3 (July 19, 2017): 11–22. http://dx.doi.org/10.5604/01.3001.0010.6277.
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The concept of self‑engaging organisation should be the basis of a contemporary personnel function. Its assumptions determine the human capital management of an organisation which is based on a positive organisational culture and atmosphere. The concept requires the application of a specific system and tools. Employee empowerment and relevant interpersonal relationships within the organisation are essential requirements for its implementation. The purpose of empirical research was to assess these conditions in Polish companies, considering the diversity of human capital, i.e. age, education level, seniority and professional rank. The analysis was based on the results of a survey conducted on a sample of 1.002 executive employees participating in the implementation of separate manufacturing processes. The results of the research indicate numerous limitations to the broad applicability of the concept of a self‑engaging organisation in Polish reality. It is situationally determined by the diversity of human capital, especially in terms of age and employment form. The assumptions of a self‑engaging organisation, however, are the necessary objective in the perspective of increasing innovation of Polish companies, i.e. the need to unleash creativity and continuous staff development. Thus, they set the direction of changes in the psychological contract and human capital management tools.
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Clifton, Jonathan. "Leaders as ventriloquists. Leader identity and influencing the communicative construction of the organisation." Leadership 13, no. 3 (May 21, 2015): 301–19. http://dx.doi.org/10.1177/1742715015584695.
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Traditionally leadership studies have focussed on psychological and quantitative approaches that have offered limited insights into the achievement of leader identity as an interactional accomplishment. Taking a discursive approach to leadership in which leaders emerge as those who have most influence in communicatively constructing the organisation, and using transcripts of naturally occurring decision-making talk, the purpose of this paper is to make visible the seen but unnoticed discursive resources by which leader identity emerges in talk. More specifically, using actor network theory as a methodology, this paper focusses on how the director of an organisation ventriloquises (i.e. makes another actor speak through the production of a given utterance) other entities to do leadership. Findings indicate that leadership is achieved by making relevant to the interaction hybrid presences of actants that allow certain organisational players to influence the communicative construction of the organisation and so manage the meaning of organisational reality. In this way, social actors talk into being a ‘leader identity’, which is not necessarily a purely human physical presence, but can also be a hybrid presence of human and nonhuman actants, which are dislocated across time and space. The hybrid production of presence(s) also allows leaders to enact authority as a way of influencing others to accept their version of organisational reality.
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Nissi, Riikka, and Pekka Pälli. "Textual artefacts at the centre of sensemaking: The use of discursive-material resources in constructing joint understanding in organisational workshops." Discourse Studies 22, no. 2 (December 19, 2019): 123–45. http://dx.doi.org/10.1177/1461445619893794.
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The article examines the role of discourse in organisational sensemaking. By building links between the theorising undertaken within organisational studies and the empirical analysis of multimodal social interaction, it argues for a relational view of sensemaking and investigates how sense is made in and through social interaction in real organisational situations where language use intertwines with embodied actions and the manipulation of artefacts. In particular, the article studies the use of discourse technologies of textual artefacts in sensemaking processes. The data come from training workshops of a Finnish workplace organisation, conducted in order for the employees to delineate the history and future of their organisation with the help of writable papers. The results show how the papers exert agency in the situation by facilitating three specific discursive practices and by enabling and restricting the actions employed in constructing a shared understanding of the organisational reality.
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Reynolds, Rysia, and Anne Ablett. "Transforming the rhetoric of organisational learning to the reality of the learning organisation." Learning Organization 5, no. 1 (March 1998): 24–35. http://dx.doi.org/10.1108/09696479810200838.
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Brigham, Martin, and J. Martin Corbett. "E-mail, Power and the Constitution of Organisational Reality." New Technology, Work and Employment 12, no. 1 (March 1997): 25–35. http://dx.doi.org/10.1111/1468-005x.00020.
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Pickin, Christine, Jennie Popay, Kristina Staley, Nigel Bruce, Christopher Jones, and Natasha Gowman. "Developing a model to enhance the capacity of statutory organisations to engage with lay communities." Journal of Health Services Research & Policy 7, no. 1 (January 1, 2002): 34–42. http://dx.doi.org/10.1258/1355819021927656.
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Objective: To understand the processes that constrain the capacity of statutory organisations to work effectively with lay communities and to develop a model to enhance their capacity to do so. Methods: The research consisted of three elements: a review of relevant literature; in-depth interviews with a purposive sample of people who had recently been involved in community-statutory sector partnership; and a deliberative workshop involving ten expert witnesses, selected to reflect a range of sectors and levels within organisations. Results: Many factors contribute to a lack of effective strategic partnerships between lay communities and statutory organisations. These factors fall into five domains: the community's capacity to engage; the skills and competencies of organisational staff; the dominant professional service culture; the overall organisational ethos and culture; and the dynamics of the local and national political systems. A model of the relationships and/or interaction between these domains is postulated. There is potential for testing this model with statutory organisations to see whether it concurs with their reality and whether it is enhancing their organisational capacity. Conclusions: Commonly occurring constraints to effective partnerships between statutory organisations and lay communities need to be identified and addressed by applying a dynamic model of the type presented here.
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Heinzelmann, Rafael. "Occupational identities of management accountants: the role of the IT system." Journal of Applied Accounting Research 19, no. 4 (November 12, 2018): 465–82. http://dx.doi.org/10.1108/jaar-05-2017-0059.
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Purpose The purpose of this paper is to investigate the impact of IT systems on occupational identities of management accountants. The author highlights the pivotal role of the IT system as a central reference point for organisational identity regulation and identity work. Design/methodology/approach The paper is based on a qualitative case study approach. Findings The IT system presents the central means of establishing appropriate behaviour in case organisation (“identity regulation”). At the same time, the IT system acts as a sense-giving device (“identity work”) – the central reference point for management accountants to make sense of their work. In addition, the system creates more dirty and unclean work (Morales and Lambert, 2013), producing dissonance between the business partner role and the organisational reality, which is resolved by relating dirty and unclean work through use of the SAP Enterprise Resource Planning (ERP) system. Research limitations/implications The paper suggests to understand IT systems as an important driver of the management accounting work shaping the occupational identity of management accountants. Practical implications The author aims to sensitise practitioners and organisations to the potential risks of relying too strongly on IT systems – a behaviour which can limit the professional judgement and business insight of management accountants. Originality/value The author contributes to the discussion on how technological disruptions, e.g. ERP implementation, Big Data, business analytics, digitalisation, change management accountants’ identity and management accounting work. The author shows how organisations establish appropriate behaviour and how management accountants make sense upon dissonances between the professional ideals exemplified by business partner role and the organisational realities.
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Söderberg, H., and H. Åberg. "Assessing socio-cultural aspects of sustainable urban water systems - the case of Hammarby Sjöstad." Water Supply 2, no. 4 (September 1, 2002): 203–10. http://dx.doi.org/10.2166/ws.2002.0139.
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The Swedish national research programme “Sustainable Urban Water Management” aims to analyse and assess the sustainability of urban water systems (UWS) covering a range of perspectives. This paper will concentrate on development of tools to assess organisational and household related aspects, being an area with a particular need of development. Incorporated in our definition of UWS, is the condition that the functioning within the system is critical for sustainability as such and three sub-systems are distinguished: households, organisation and technical structure. A point of departure is that functional fit between the sub-systems needs to be high in order to create sustainable UWS. Organisational capacity, adaptability, motivation, opportunity and ability are used as criteria for comparison of two different technical structures. We can conclude that no straight answer to the question which system to prefer emerge - which is most often the case in reality. The two systems are high on some sub-criteria and low on others. With a combination of internal systems analysis, like this, and impact assessments, it is possible to both increase the quality of the impact assessments and manage to make analysis of organisations and households within their own frames of logic.
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Unzueta, Gorka, Aritz Esnaola, and Jose Alberto Eguren. "Continuous improvement framework to develop cultural change: case study, capital goods company." TQM Journal 32, no. 6 (May 7, 2020): 1327–48. http://dx.doi.org/10.1108/tqm-02-2019-0051.
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PurposeIn this study, a frame of reference was developed to adapt and execute a continuous improvement process (CIP) for reinforcing a continuous improvement (CI) culture in an organisation. The study was undertaken in a mature capital goods company that did not succeed in institutionalising CI despite deploying many CI tools over the years. The organisation thus needed a model that was adapted to its reality and strengthened the aspects of CI through cultural changes at the organisational level.Design/methodology/approachAction research was used to implement the CIP, and this research method was reinforced using a hermeneutic phenomenological approach to analyse the results.FindingsThe CIP was validated in four units of analysis within the organisation. For the validation, aspects relevant to organisational cultural change and their metrics were identified. The results showed that the main barriers to the development of CI in the case organisation were lack of teamwork and poor assimilation of new CI routines.Research limitations/implicationsThe study was applied only in one organisation. Therefore, results cannot be generalized although the process and methodology followed to adapt and implement the CIP could be applied within other organisations.Originality/valueThe paper presents a CI frame of reference and describes how a CIP applied to a small- and medium-sized industrial enterprise generated cultural changes and promoted organisational excellence in the pursuit of CI, by using a hermeneutic phenomenological methodology approach.
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Mohan, John, Yeosun Yoon, Jeremy Kendall, and Nadia Brookes. "The financial position of English voluntary organisations: relationships between subjective perceptions and financial realities." Voluntary Sector Review 9, no. 3 (December 17, 2018): 233–53. http://dx.doi.org/10.1332/204080518x15428929809816.
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The financial position of English social policy charities has received much attention, with a particular focus on the difficulties that small- and medium-sized organisations are experiencing. However, in this article we show that the evidence base has a number of limitations. We then demonstrate, analysing data from a survey of more than 1,000 charities, that organisational size, per se, is only one dimension of the problem: perceptions that the operating and financial environment is challenging are related to other organisational characteristics. We then add to the survey data indicators of financial vulnerability to investigate whether there is a relationship between perception (responses to questions about the resources available to charities) and financial reality (the recent financial history of these charities). Somewhat reassuringly, however, we demonstrate that there is a degree of consistency between the perceptions that organisations report and we discuss the implications of the findings.
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Sidhu, Ann Marie, and Jane Gibbon. "Institutionalisation of weak conceptions of sustainability in the United Nations Clean Development Mechanism: empirical evidence from Malaysian organisations." Accounting, Auditing & Accountability Journal 34, no. 5 (March 9, 2021): 1220–45. http://dx.doi.org/10.1108/aaaj-07-2019-4108.
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PurposeThe purpose of this study is to examine how accounting for sustainable development (SD) in Malaysian organisations decouples economic growth from ecological consequences. The research analyses the empirical evidence of organisational responses and actions that purport to support SD in a developing country.Design/methodology/approachThis study uses a discursive model of institutional theory to examine the relationship between texts, discourse and action within Clean Development Mechanism (CDM) organisations. This study uses both qualitative content and interpretive textual analysis of Malaysian organisations project design documents (PDDs) and interview transcripts to interpret and determine the “conceptions” of SD.FindingsDocumentation and interviews with Malaysian CDM organisations show that SD conceptions range from “business as usual” to weak ecological modernisation. The key narratives are both economic and technocratic but have little to do with SD concerns about ecological limitations and social equity.Originality/valueThe empirical evidence provides insights into the motivations and challenges of a developing country's commitment to SD. We perform the study in an accountability space other than corporate financial reporting. Unlike external corporate reports, PDDs are closer to the underlying organisational reality as they are internal project documents made publicly accessible through the United Nations Framework Convention on Climate Change, allowing for a more transparent evaluation. The evidence shows how the organisational approach to SD is institutionalised through the mediating role of discourse and texts used by the actors within the CDM.
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Snopko, Joanna. "Analysis of changes in the organizational structure of municipal offices." Management 16, no. 2 (December 1, 2012): 373–87. http://dx.doi.org/10.2478/v10286-012-0071-z.
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Abstract Organisational Structure of Municipal Offices - Key Determinats The multitude of tasks and problem issued faced by local governments necessitates their evolution towards improvement of the existing organisational structures. Comparison of the existing organisational structures of various municipal offices could create a misleading that their organizational structures do not undergo any transformations. In reality, the type of an organisational structure remains unchanged while its elements change very frequently. These changes are activated when, according to the office management, they do not ensure proper performance of tasks faced by local government administration and appropriate customer service. Also note that, in the applied solutions, there is a strive for perfection which can be noticed, in a sense. It expresses the concept that this is not a structure which can effectively play its role today and is prepared for challenges of tomorrow. However, the process of transformations has not developed any new solutions. To this end, the local government must develop organisational structures appropriate for identifying and reaching its objectives. For this reason, it’s worthwhile to consider solutions which combine elements of the existing and modern solutions or address new opportunities created by process-oriented structures. However, these transformations must, first and foremost, cause a transformation of bureaucratic-style municipal offices into modern organisations which apply modern methods of management. These are organisations which introduce deep-reaching organisational changes, i.e. transform their hierarchic interorganisational relations into more partner relations and transform their structural solutions into more flexible solutions as well as change their employees’ way of thinking. Without such transformations in local government, municipal offices will be still referred to as bureaucracy and civil servants as bureaucrats.
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Forster, D. P. "Are there really new clothes in the NHS wardrobe?" Psychiatric Bulletin 18, no. 12 (December 1994): 751–52. http://dx.doi.org/10.1192/pb.18.12.751.
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Much of psychiatric practice involves understanding a patient's perception of reality and the influences that may affect this perception, including those of the environment. In organisations, such as the National Health Service, the need for consensus and approval within the organisational culture and environment may influence the publicly expressed views of employees, a process encouraged by short-term contracts and performance related pay. This article briefly describes some diverse experiences relevant to interpreting the real and the apparent.
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Daly, Mary, and Frederic Adam. "Understanding Organisational Decision Support Maturity." International Journal of Decision Support System Technology 3, no. 2 (April 2011): 57–78. http://dx.doi.org/10.4018/jdsst.2011040105.
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Forty years after Gorry and Scott Morton’s seminal paper on DSS, supporting decisions in organisation is still a critical objective. Given the elapsed time since DSSs were first introduced, it is important to gauge the scope and quality of decision support provided to managers. Using Executive MBA students as informants about decision making in their organisations, the authors carried out 10 case studies of Irish organisations to assess their maturity in terms of decision support usage. The findings indicate that, in the vast majority of firms, decision support is still not available to help manage in situations involving high levels of abstraction. As was the case at the beginning of the history of DSS, the operational level is still where DSSs are used most consistently across firms. Furthermore, this study illustrates that engaging with managers on the topic of decision making is difficult, given the possibility of bias and misrepresentation inherent in the reality of decision making.
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Chariri, Anis. "Ethical Culture and Financial Reporting: Understanding Financial Reporting Practice within Javanese Perspective." Issues In Social And Environmental Accounting 3, no. 1 (June 30, 2009): 45. http://dx.doi.org/10.22164/isea.v3i1.37.
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This study is a case study conducted in an Indonesian insurance company. The aim of the study is to understand the dynamics of financial reporting in the company. Ontologically, this study is built on a belief that financial reporting practice is a socially constructed reality. As a socially constructed reality, such a practice involves an interaction among social actors, and between organisational actors and the institutional and cultural environment in which the company operates. The main research question of this study is how organisational culture shapes the company on the construction of its financial reporting practice. This study reveals that the company is committed to quality financial reporting because such reporting can be used to gain legitimacy and to maintain social harmony. The company conducts itself in this way is because it reflects Javanese culture, a dominant culture in Indonesia. Furthermore, this study concludes that the way the actors in the company construct financial reporting practice is influenced by its organisational culture. The organisational culture of the company, which reflects Javanese culture, is able to shape the behaviour of its actors from the top level to lower levels to conduct ethical and transparent business practice. Thus, as Hines (1988) claims, this paper concludes that financial reporting practice is a socially constucted reality.<br /><br />
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Bizjak, Davide. "The Role of Discourse and Text in the Construction of Organizational Identity." puntOorg International Journal 5, no. 2 (2020): 85–98. http://dx.doi.org/10.19245/25.05.pij.5.2.1.
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Functional approaches and practices can be seen as loci of knowledge production and preservation. The present paper provides a comprehensive reflection on the former by discussing in detail the concept of discourse and discourse analysis applied to organisational contexts. Indeed, language and discourse are the principal means by which institutions and organisations create their own social reality. With the aim to clarifying how the social world is constructed and construed through actions of intersubjective meaning-making processes and to avoid the emphasis placed only on micro-linguistic elements, Critical Discourse Analysis (CDA) was introduced to raise the attention on the macro-social aspects of discourse within organisations.
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GAUDÊNCIO, PEDRO, ARNALDO COELHO, and NEUZA RIBEIRO. "ORGANISATIONAL CSR PRACTICES: EMPLOYEES' PERCEPTIONS AND IMPACT ON INDIVIDUAL PERFORMANCE." International Journal of Innovation Management 18, no. 04 (July 9, 2014): 1450025. http://dx.doi.org/10.1142/s136391961450025x.
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The study aims to show how organisation's corporate ethics and social responsibility have influence on satisfaction with management and workers' attitudes and behaviours, especially in terms of organisational commitment (OC), innovative behaviour (IB) and performance. To systematise this reality, was used a self-reported sample of 223 Portuguese individuals. Structural equation modelling (SEM) was used to test the hypotheses. On the influence on satisfaction with management, the results showed that employees value the ethical component and also workforce social responsibility practices. Concerning OC, statistical evidence was found on the influence of satisfaction with management, ethical values and also workforce practices. It was also found that OC influences IB, and that this attitude had strong positive relationships with in-role performance. The empirical evidence suggests that organisation's corporate ethics and social responsibility are important to workers, so should be taken in account by managers and be subject of research by academics.
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Hunter, James D., and Ray W. Cooksey. "The Decision to Outsource: A Case Study of the Complex Interplay Between Strategic Wisdom and Behavioural Reality." Journal of Management & Organization 10, no. 2 (January 2004): 26–40. http://dx.doi.org/10.1017/s1833367200004491.
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ABSTRACTThe last two decades have seen an unprecedented growth in the use of outsourcing interventions in diverse organisational contexts. This phenomenon can be viewed as a means of unbundling the vertically integrated activities of organisations in response to existing strategic wisdoms that focus upon value-creating activities as a means of enhancing an organisation's sustainable competitive advantage. This paper explores the delicate balance between these more conventional strategic motives and the more complex, emergent and interconnected behavioural impacts and considerations in the context of a decision to outsource the meter reading activities of a well-established, publicly listed Australian energy company. By drawing upon the idiosyncratic experiences reported by particular groups of individuals involved in, or affected by, an outsourcing decision, the authors note some important lessons that may inform the pursuit of such decisions in the future.In recent years the outsourcing phenomenon has fundamentally altered the processing and delivery of a wide range of goods and services by organisations in public, private and not-for-profit sectors (Auguste et al. 2002; Osterman 1998: Industry Commission 1996; Domberger & Hall 1995). Despite the stellar rise of outsourcing as a mainstream management tool, outsourcing's proponents seem unable to successfully distance themselves from ongoing questioning of the rationale for, and fallout resulting from, its adoption (Jennings 2002; Doig et al. 2001; Humphry 2000; Hunter & Gates 1998: Commonwealth Ombudsman 1996; Rees & Rodley 1995).Much of the debate and research relating to outsourcing has been informed by the principles of transaction cost economics (Williamson 1979; Williamson 1975; Coase 1937) whereby the make-or-buy decision is crystallised by simply comparing the costs of managing transactions (using the market) with production costs (producing internally). In short, the transaction cost approach suggests that markets are most efficient for all transactions, except those that involve assets of a highly specialised nature used frequently as these represent a set of circumstances open to opportunistic behaviour by the market.However, the hard lessons learned with the passage of time have shown (the informed observer) that managers who limit their sourcing decisions to cost comparisons alone are likely to run the risk of seeing their organisation wither and die: rigorous cost analysis is a part, albeit an important part, of a plethora of other strategic considerations that combine to move an organisation toward its long-term goals and objectives (Fill & Viser 2000: Rule 1999; Meredith 1998; Domberger 1998; Hunter & Gates 1998: Hodge 1996; Koehan et al. 1994). Indeed, this strategic context forms the cornerstone from which this paper proceeds to explore the appropriateness and meaningfulness of the strategic literature's conception of outsourcing decisions for the realities of a complex and dynamic operating environment.
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Hunter, James D., and Ray W. Cooksey. "The Decision to Outsource: A Case Study of the Complex Interplay Between Strategic Wisdom and Behavioural Reality." Journal of the Australian and New Zealand Academy of Management 10, no. 2 (January 2004): 26–40. http://dx.doi.org/10.5172/jmo.2004.10.2.26.
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ABSTRACTThe last two decades have seen an unprecedented growth in the use of outsourcing interventions in diverse organisational contexts. This phenomenon can be viewed as a means of unbundling the vertically integrated activities of organisations in response to existing strategic wisdoms that focus upon value-creating activities as a means of enhancing an organisation's sustainable competitive advantage. This paper explores the delicate balance between these more conventional strategic motives and the more complex, emergent and interconnected behavioural impacts and considerations in the context of a decision to outsource the meter reading activities of a well-established, publicly listed Australian energy company. By drawing upon the idiosyncratic experiences reported by particular groups of individuals involved in, or affected by, an outsourcing decision, the authors note some important lessons that may inform the pursuit of such decisions in the future.In recent years the outsourcing phenomenon has fundamentally altered the processing and delivery of a wide range of goods and services by organisations in public, private and not-for-profit sectors (Auguste et al. 2002; Osterman 1998: Industry Commission 1996; Domberger & Hall 1995). Despite the stellar rise of outsourcing as a mainstream management tool, outsourcing's proponents seem unable to successfully distance themselves from ongoing questioning of the rationale for, and fallout resulting from, its adoption (Jennings 2002; Doig et al. 2001; Humphry 2000; Hunter & Gates 1998: Commonwealth Ombudsman 1996; Rees & Rodley 1995).Much of the debate and research relating to outsourcing has been informed by the principles of transaction cost economics (Williamson 1979; Williamson 1975; Coase 1937) whereby the make-or-buy decision is crystallised by simply comparing the costs of managing transactions (using the market) with production costs (producing internally). In short, the transaction cost approach suggests that markets are most efficient for all transactions, except those that involve assets of a highly specialised nature used frequently as these represent a set of circumstances open to opportunistic behaviour by the market.However, the hard lessons learned with the passage of time have shown (the informed observer) that managers who limit their sourcing decisions to cost comparisons alone are likely to run the risk of seeing their organisation wither and die: rigorous cost analysis is a part, albeit an important part, of a plethora of other strategic considerations that combine to move an organisation toward its long-term goals and objectives (Fill & Viser 2000: Rule 1999; Meredith 1998; Domberger 1998; Hunter & Gates 1998: Hodge 1996; Koehan et al. 1994). Indeed, this strategic context forms the cornerstone from which this paper proceeds to explore the appropriateness and meaningfulness of the strategic literature's conception of outsourcing decisions for the realities of a complex and dynamic operating environment.
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Bowman, Brett, Fatima Bhamjee, Gillian Eagle, and Anne Crafford. "A Qualitative Study of the Multiple Impacts of External Workplace Violence in Two Western Cape Communities." South African Journal of Psychology 39, no. 3 (September 2009): 300–313. http://dx.doi.org/10.1177/008124630903900305.
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We explore the individual, organisational, familial, and community impacts of external workplace violence in a South African telecommunications company, as perceived and experienced by victims of such violence and the members of management mandated to manage and prevent it. Exposure to violence while working dramatically and directly affected the lives of the individual victims. Moreover, its impacts were felt across and within the organisational, familial, and community settings in which these individuals are located daily. The use of conventional crisis management strategies that are traditionally directed at addressing the individual impacts of trauma through specialised psychological interventions were perceived to be ineffective by all of the research participants. Our findings therefore call into question current understandings of the psychologist's role in managing violence in the workplace. Accordingly, ways of re-conceptualising the role and requisite skill set of psychologists working with or in organisations, where violence while working is an everyday reality, are suggested.
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Tuurnas, Sanna, Jari Stenvall, Petri Juhani Virtanen, Elias Pekkola, and Kaisa Kurkela. "Towards collaborative development culture in local government organisations." International Journal of Public Sector Management 32, no. 6 (August 2, 2019): 582–99. http://dx.doi.org/10.1108/ijpsm-05-2018-0119.
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Purpose This paper approaches collaborative governance reform as an empirical phenomenon. The purpose of this paper is to gain insights about the systemic and grassroots level conditions for collaboration, observed from the viewpoint of organisational culture. In this paper, the authors ask what constitutes collaborative development culture in local government organisations? Design/methodology/approach The research design is founded on secondary use of quantitative data; a survey targeted to Finnish local government organisations (n=172). The authors analyse what factors the different groups, managers, professionals and politicians consider important for collaborative development culture and how they assess their local government organisations in this regard. Findings According to the results, enabling and supporting management, local government personnel’s input and ability to seek external partners are essential for creating a collaborative development culture. Interestingly, despite the recognition of deterring factors by the respondents the results highlight that the supporting and driving factors are more important for creation of collaborative culture, giving an optimistic message to actors trying to enhance collaborative development culture in local government organisations. Originality/value The authors examine the collaborative governance reform in a critical way, from the viewpoint of organisational culture. Through the study, it is possible to better understand the reality and readiness for collaboration of local governments in this respect. This is a valuable aspect for increasing both theoretical and practical understanding of the so-called collaborative governance.
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Aliyasak, Mohd Zul Izwan, Mohd Yahya Mohd Hussin, Fidlizan Muhammad, and Azila Abdul Razak. "Mosquepreneur in Perak: Reality or Fantasy?" Research in World Economy 10, no. 5 (December 24, 2019): 53. http://dx.doi.org/10.5430/rwe.v10n5p53.
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Social activities at the mosque are still something new in Malaysia and it has not received a lot of attention. However, there are still a few mosque institutions which have focused on social entrepreneurship activities for increasing the mosque’s income source. The questionnaires were distributed to 52 mosque chairmen and observation was done to see the potential of local social entrepreneurship activities based on factors such as the organisational profile, the mosque demographics, assets, income acceptance, social and finance business activities. The data was analysed quantitatively using descriptive analysis. The findings showed that most mosque institutions were able to raise income from entrepreneurial activities. The social activities conducted can increase the mosque income and bring benefit to the local community especially the Muslim community in general. As such, the study findings can provide inspiration and indication for other mosques to take part in social entrepreneurial activities in order to intensify the mosquepreneur efforts.
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Mazaira, Andrés, E. González, and Ruth Avendaño. "The role of market orientation on company performance through the development of sustainable competitive advantage: the Inditex‐Zara case." Marketing Intelligence & Planning 21, no. 4 (July 1, 2003): 220–29. http://dx.doi.org/10.1108/02634500310480103.
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This paper has been developed as a part of research seeking to verify the effects of organisational culture in general, and market orientation in particular, on the behaviour and results of managerial organisations. The difference with other existing work on the same subject is that this work uses the case method to bring managerial reality into closer contact with the university environment. This report contains the first of the case studies carried out in the context of this research, and examines Zara, a strategic unit in the Inditex group, which is shown to be a paradigmatic example of the development of market orientation in a company, as a basis for the company’s performance and competitive advantages.
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Keshavarz Mohammadi, Nastaran, Fereshteh Taheri, Masoud Motallebi, Ali Yazdanpanah, Yahya Khosravi, Maryam Borhani Jebeli, Hope J. Corbin, and Ali Asghar Farshad. "Development of a national conceptual framework and measuring tool for Organisational Social Responsibility and Accountability for Health (OSRAH)." Global Health Promotion 27, no. 2 (April 3, 2019): 17–25. http://dx.doi.org/10.1177/1757975918789346.
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Organisations can have a significant impact (positive or negative) on society through their actions and decisions. Given this reality, it is important that they are held responsible and accountable for the consequences of their actions. This concept is often referred to as ‘social responsibility’. However, ‘social responsibility’, as currently conceived in the literature, neglects a specific focus on health as a social goal. Additionally, there are no practical tools to capture this concept in a holistic way to facilitate implementation and monitoring of organisational improvement. This paper reports on the process of developing a more holistic conceptual framework and tool for assessing organisational social responsibility and accountability for health (OSRAH). We conducted a review of the published and grey literature and engaged in expert consultation and focus group discussions. The initial OSRAH framework and the self-assessment tool were finalised for implementation and used by 95 organisations at a national event in Iran in February 2017. The results of the assessment data collected at the event showed organisations scored lowest in the domain of community health and highest in the domain of employee health. The OSRAH framework and assessment tool represents a new understanding of health and its determinants in organisations outside the health sector. It integrates health within the existing Corporate Social Responsibility (CSR) culture of organisations. The process of creating the tool and implementing it at the national festival of OSRAH in Iran created momentum for intersectoral action. This experience can inspire researchers and practitioners in other countries, especially in developing countries, to develop their own local definition and practical assessment framework for responsibility and accountability.
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Aubry, Monique. "The social reality of organisational project management at the interface between networks and hierarchy." International Journal of Managing Projects in Business 4, no. 3 (June 21, 2011): 436–57. http://dx.doi.org/10.1108/17538371111144166.
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Edquist, Samuel. "Demarcating Popular Education with Government Subsidies: Sweden 1911–1991." Nordic Journal of Educational History 2, no. 1 (April 30, 2015): 73–96. http://dx.doi.org/10.36368/njedh.v2i1.45.
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By analysing the regulating mechanisms of state subsidies to Swedish institutions generally considered mediating “popular education” during the twentieth century, it is argued that a tension has been developed between two parallel notions of popular education. A narrower ideal popular education—emphasising non-formality and independence—has been discursively nurtured along with a broader organisational popular education, denoting the de facto institutions that have received government funding, primarily the folk high schools and study associations. It is argued that the organisational popular education is a reality in itself, spanning over border zones between, for example, non-formal and formal education. Furthermore, an argument against using “popular education” as an analytical concept is put forth, since it is overly contested. Rather, it is promoted as a discursive construct that has formed real organisational structures with their own logic, which cannot be denoted by words such as non-formal adult education.
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Minkiewicz, Joanna, Kerrie Bridson, and Jody Evans. "Co-production of service experiences: insights from the cultural sector." Journal of Services Marketing 30, no. 7 (October 10, 2016): 749–61. http://dx.doi.org/10.1108/jsm-04-2015-0156.
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Purpose The increased involvement of customers in their experience is a reality for all service organisations. The purpose of this paper is to explore the way organisations collaborate with customers to facilitate consumption of cultural experiences through the lens of co-production. Although organisations are typically an integral part of the co-production process, co-production is typically considered from a consumer angle. Aligned with the service ecosystem perspective and value-in-cultural context, this research aims to provide greater insight into the processes and resources that institutions apply to co-produce experiences with consumers and the drivers and inhibitors of such processes. Design/methodology/approach Case study research with three exemplar organisations, using in-depth interviews with key informants was used to investigate the processes organisations follow in co-producing the service experience with customers, as well as the drivers and inhibitors of organisational co-production of the service experience in the cultural sector. Findings The findings illuminate that cultural organisations are co-producing the service experience with their customers, as revealed through a number of key processes: inviting customers to actively participate in the experience, engaging customers and supporting customers in the co-production of the experience. Increasingly demanding consumers and a changing competitive landscape are strong external drivers of co-production. Visionary leadership and consumer-focussed employees are internal factors impelling organisations to co-produce experiences with consumers. A strong curatorial orientation, complex organisational structure, employee attitude and capability gaps and funding constraints are impediments towards organisations co-producing experiences with consumers. Originality/value This paper addresses a gap in Service-Dominant logic theory, arts/cultural marketing and broader services marketing literature by proposing a broadened conceptualisation of co-production of the service experience. This conceptualisation can be used as a platform to derive strategic imperatives for managers of service organisations. The findings highlight the key practices and resources that are central to organisations co-producing experience with customers. In this way, greater understanding of institutional logics and practices that underpin experience co-production emerges.
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HOLZWEISSIG, KAI, and JONAS RUNDQUIST. "FACTORS AFFECTING ORGANISATIONAL ACCEPTANCE OF FORMAL NPD PROCESSES." International Journal of Innovation Management 21, no. 02 (February 2017): 1750011. http://dx.doi.org/10.1142/s1363919617500116.
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Formal new product development (NPD) processes have become an important tool in NPD management. However, our understanding of what makes formal NPD process implementation successful in terms of acceptance and performance is still limited. This paper contributes to an improved understanding of factors affecting the acceptance and use of formal NPD processes. Our results show that acceptance of formal NPD processes is determined by several factors, such as ease of use, transparency of discourse, continuous improvement, involvement of NPD actors, and the ability to bridge differences in thinking. Furthermore, that acceptance of formal NPD processes affects NPD performance positively. These results draw on data from a survey posted to employees working for nine large manufacturers of commercial vehicles worldwide. The results should encourage managers to consider and enhance the factors affecting acceptance. This could be done through using new media for publication to increase transparency and perceived ease of use of the NPD process. Further acceptance of the formal NPD process is increased if it mirrors an operative reality and if organisational structures for improvement of the process are implemented and inclusive to employees involved in NPD.
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Braendle, Udo C., and Juergen Noll. "The Societas Europaea – a step towards convergence of corporate governance systems?" Corporate Ownership and Control 4, no. 4 (2007): 10–18. http://dx.doi.org/10.22495/cocv4i4p1.
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Since October 2004 the idea of a European Company, the Societas Europaea, has become reality and companies are allowed to incorporate in this legal form. Concerning corporate governance the Statute allows the companies to choose between a two-tier organisational structure typical for Civil Law countries and a one-tier organisational structure which is predominant in Anglo-Saxon Common Law countries. By analysing the regulations of Austria and the United Kingdom for the two board systems to elaborate the respective advantages and pitfalls, we find a strong evolution of the systems towards each other. As the board system is an integral component of a corporate governance system, the Societas Europaea highlights a major step towards convergence of these systems
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Jastrząbek, Julia. "Economic cooperation between public and private sectors – a comparative analysis of the Olympic Games in Athens 2004 and London 2012." Studies in Sport Humanities 22 (December 29, 2017): 49–58. http://dx.doi.org/10.5604/01.3001.0012.6523.
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The Olympic Games are considered to be the most important sports event in the world. In spite of the sports’ dimension of the Olympics, there are many other aspects which should be taken into consideration when thinking about the Olympics. These refer to economic, political, organisational and social fields. An appropriate budget, organisational structure, sports and non-sports infrastructure are just a few of the necessary issues. The major aim of this article is to present the spectrum of cooperation between the public and private sector during the Athens 2004 and London 2012 Olympic Games, the economic effectiveness of the Olympics in both cities and the realisation of the Olympic Legacy focused on post-game infrastructure and other facilities and areas of a socio-economic reality. The results of this study reveal that only a host city where an appropriate organisational structure, net of stakeholders, budget and strategy for Olympic infrastructure are established, is capable of drawing potential benefits from The Olympic Legacy.
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Wickham, James. "Squaring the circle? Participation, innovation and employment- some results from the EPOC survey." Transfer: European Review of Labour and Research 4, no. 2 (May 1998): 231–45. http://dx.doi.org/10.1177/102425899800400206.
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Europe needs to create more jobs but, at the same time, it strives to preserve its social values and its commitment to social protection. This paper explores the thinking behind the European Commission's strategy, as set out in the Green Paper on Partnership for a New Organisation of Work, to protect and develop this social model while, at the same time, promoting workplace flexibility. It uses the EPOC survey results to examine the connections, if any, between organisational flexibility, innovation and employment. To establish the extent of innovation in European workplaces the paper draws on the survey to evaluate the link between participation and innovation and, finally, the relationship between participation, innovation and growth in employment. This analysis of the EPOC data shows that these relationships are, in reality, very complicated and an attempt is made to explain these complexities.
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O'Donnell, Victoria Louise. "Organisational change and development towards inclusive higher education." Journal of Applied Research in Higher Education 8, no. 1 (February 1, 2016): 101–18. http://dx.doi.org/10.1108/jarhe-04-2014-0051.
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Purpose – The purpose of this paper is to develop an understanding of the impact of organisational policies around inclusion on individual academic practices, and to develop an understanding of the factors which enable or prevent shifts towards inclusion in higher education learning and teaching. Design/methodology/approach – The paper presents data from the document analysis phase of a larger research project. To achieve an understanding of the complex process of development towards an inclusive higher education culture within one focal university, the research took a qualitative approach, underpinned by a critical realist perspective which acknowledges and demands the investigation of multiple levels of reality. The documentary analysis presented here used a constant comparative technique. Documents were analysed inductively by the project team, leading to the identification of key emergent themes. Findings – Three themes related to the development of an inclusive higher education culture emerged from the analysis of the data. These were: learner empowerment; changing practice through challenging practice; inclusive practice as good practice. The focal university’s vision for an inclusive culture was expressed inconsistently across data sources, and did not provide clear indications of concrete shifts in practice which would be required in order to enact that vision. Originality/value – The data are analysed and discussed through the lens of socio-cultural theory, allowing for a complex understanding to emerge of the ways in which participation in the valued practices of a university community is affected by the influence of policy and strategy.
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Fuller, Alison, and Lorna Unwin. "Fostering Workplace Learning: Looking through the Lens of Apprenticeship." European Educational Research Journal 2, no. 1 (March 2003): 41–55. http://dx.doi.org/10.2304/eerj.2003.2.1.9.
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This article argues that researching the lived reality of apprenticeship in contemporary workplaces provides a useful lens through which workplace learning more generally can be examined. Drawing on data from a 3-year study of the social and pedagogical relationships between apprentices and older workers in the English steel industry, the article proposes that, building on Engeström's work, an ‘expansive’ as opposed to a ‘restrictive’ approach to apprenticeship will not only deliver the broader goals being set for apprenticeship programmes around the world, but will also foster workplace learning. The article offers a critique of Lave and Wenger's novice to expert conceptualisation of apprenticeship and, using data from employee learning logs, argues that pedagogical relationships between apprentices and older workers need to be better understood. A conceptual framework for analysing the relationship between organisational culture and history, work organisation, and workplace learning is provided.
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Svalgaard, Lotte. "From real life to real life: bringing ‘double awareness’ from Action Learning programmes into organisational reality." Action Learning: Research and Practice 14, no. 1 (April 6, 2016): 29–49. http://dx.doi.org/10.1080/14767333.2015.1136923.
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Dalal, Farhad. "Skirts, sarees and sarongs: the rhetoric and reality behind the celebration of diversity in organisational life." International Journal of Learning and Change 3, no. 3 (2009): 308. http://dx.doi.org/10.1504/ijlc.2009.024695.
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Zeng, Tao. "Accounting in a changing organisational reality: the case of China Packaging Import and Export Liaoning Company." International Journal of Critical Accounting 7, no. 3 (2015): 247. http://dx.doi.org/10.1504/ijca.2015.070467.
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Southgate, Erica, Shamus P. Smith, Chris Cividino, Shane Saxby, Jivvel Kilham, Graham Eather, Jill Scevak, David Summerville, Rachel Buchanan, and Candece Bergin. "Embedding immersive virtual reality in classrooms: Ethical, organisational and educational lessons in bridging research and practice." International Journal of Child-Computer Interaction 19 (March 2019): 19–29. http://dx.doi.org/10.1016/j.ijcci.2018.10.002.
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Hennelly, Niamh, and Eamon O’Shea. "Personhood, dementia policy and the Irish National Dementia Strategy." Dementia 18, no. 5 (September 14, 2017): 1810–25. http://dx.doi.org/10.1177/1471301217729232.
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Personhood and its realisation in person-centred care is part of the narrative, if not always the reality, of care for people with dementia. This paper examines how personhood is conceptualised and actualised in Ireland through a content analysis of organisational and individual submissions from stakeholders in the development of the Irish National Dementia Strategy, followed by an examination of the Strategy itself. The organisational submissions are further categorised into dementia care models. A structural analysis of the Strategy examines its principles, actions and outcomes in relation to personhood. Of the 72 organisational and individual submissions received in the formulation of the Strategy, 61% contained references to personhood and its synonyms. Of the 35 organisational submissions, 40% fit a biomedical model, 31% a social model and 29% a biopsychosocial model. The Strategy contains one direct reference to personhood and 33 to personhood synonyms. Half of these references were contained within its key principles and objectives; none were associated with priority actions or outcomes. While stakeholders value personhood and the Strategy identifies personhood as an overarching principle, clearer direction on how personhood and person-centred care can be supported in practice and through regulation is necessary in Ireland. The challenge, therefore, is to provide the information, knowledge, incentives and resources for personhood to take hold in dementia care in Ireland.
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Arnaboldi, Michela, Giovanni Azzone, and Yulia Sidorova. "Governing social media: the emergence of hybridised boundary objects." Accounting, Auditing & Accountability Journal 30, no. 4 (May 15, 2017): 821–49. http://dx.doi.org/10.1108/aaaj-07-2015-2132.
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Purpose The purpose of this paper is to explore the processes whereby organisational actors can seize the opportunities opened up through social media, and the way in which the relative information is managed. This allows these actors to move their occupational boundaries, exploiting the information for performance measurement purposes. The investigation was carried out within an organisational setting, where most occupational dynamics take place. The focus was on the role of artefacts within these occupational dynamics and the analysis drew upon the notion of boundary objects. Design/methodology/approach The research was based on case studies involving two organisations that make use of social media within and across several departments. The authors conducted semi-structured interviews with social media managers, department managers, analysts and financial controllers and senior executives. The results of the qualitative analysis of the interviews were completed with secondary sources of information, company reports, communications, public policies, codes of conduct and social media platform analyses. Findings This paper has implications for accounting studies, showing how marketing and communications managers entering the field of performance management can take the lead in social media management by collecting information from social media, constructing indicators and gaining ground in several decision-making centres. The findings highlight the role of new artefacts and organisational roles, whose purpose is to build a digital community. This process involves crossing the boundaries between internal functions and the inside and outside environment, with a driving phenomenon becoming visible: hybridisation. Faced with this change, reluctant accountants with a traditional mindset are more likely to observe the process at a distance, focusing more on their routine operations based on conventional data. Originality/value This paper shows that information derived from social media is already a reality that has gained significance through the construction of boundary objects. The paper highlights a driving phenomenon that is emerging in the surge to occupy the organisational terrain for controlling social media: that of hybridisation. The concept of hybridisation is not new in management accounting studies, but in this study can be applied to carrying out a joint analysis on both the boundary objects and their organisational trajectory. In the context of social media accounting, hybridisation is of central importance if both actors and objects are to be effectively positioned at its boundary.
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Bleasdale, Lydia, and Andrew Francis. "Great expectations: millennial lawyers and the structures of contemporary legal practice." Legal Studies 40, no. 3 (May 4, 2020): 376–96. http://dx.doi.org/10.1017/lst.2020.6.
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AbstractThis paper presents the findings of the first empirical study of the experiences of young lawyers who have entered an increasingly uncertain profession following a highly competitive education and recruitment process. These ‘millennial lawyers’ are framed by a narrative of ‘difference’. This ‘difference’ is commonly articulated negatively and as a challenge to organisational and professional norms. However, our findings suggest a more complex reality. In its synthesis of work on structure and agency, with the temporal focus required by generational sociology, this paper advances an original approach to the analysis of organisational and professional change within contemporary legal practice. Drawing on new empirical research, it demonstrates that although our sample shares many field-level expectations, there is also considerable stress, unhappiness and discomfort. This is generated by a complex interaction between the lawyers’ expectations of practice, and the structuring properties of the field. Thus, the capacity for organisational and professional change is more comprehensively understood within a temporal frame. This paper challenges academic and professional paradigms of generational change within the legal field. It concludes with recommendations for legal educators and the profession which foreground the complexity of millennial lawyers’ expectations of practice.
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Mcgrath, G. M., C. N. G. Dampney, and E. More. "Planning for information systems integration: some key challenges." Journal of Information Science 20, no. 3 (June 1994): 149–60. http://dx.doi.org/10.1177/016555159402000301.
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Over the last few decades, technological advances in computer and telecommunications technologies have promised much to organisations. Yet it is clear that, in practice, the reality generally seems to have fallen well short of the ideal. Organisations seeking strategic advantage from their information systems frequently undertake a Strategic Information Systems Planning (SISP) exercise as an initial step. However, despite the substantial increase in SISP activity over the last decade, it would appear that most strategies have not been successfully implemented. In this paper, some important recent research in support of this contention is summarised, and key problems in SISP implementation are identified. It is argued that: (i) the objective of data and systems integration is a distinguishing characteristic of SISP work; (ii) such integration may cause major changes to the balance of organisational power; (iii) SISP implementation is unlikely to be successful unless political turbulence caused by potential power losses is adequately addressed; and (iv) political turbulence may well be the single most important issue facing SISP implementors. Strategy implementation problems are illustrated through reference to a recent, major (three-year) case study of a SISP implementation in one of Australia's largest organisations. We conclude by presenting some suggestions aimed at offering a way forward out of the current malaise.
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Lloyd, Anthony. "Efficiency, Productivity and Targets: The Gap between Ideology and Reality in the Call Centre." Critical Sociology 46, no. 1 (September 14, 2018): 83–96. http://dx.doi.org/10.1177/0896920518794251.
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This article draws upon data from an ethnographic study of a UK call centre to investigate the claims of efficiency and productivity that underpin service occupations. Neoliberal ideology valorises competition, profitability and the free market, imperatives which filter down to organisational level and manifest as the pursuit of efficiency. The evidence in this paper highlights how the call centre’s quest for efficiency is undermined by inefficiencies that are inherent in management implementation of work routines designed to maximise efficiency. While management practice and automated work routines may not be efficient, they do generate specific outcomes; the oppression, abuse and domination of employees both in relation to conditions of employment and working conditions.
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Michell, Kathy, Paul Bowen, and Keith Cattell. "Modeling the Design Team as a Temporary Management Structure: Reality versus Theory." Construction Economics and Building 7, no. 1 (November 22, 2012): 19–28. http://dx.doi.org/10.5130/ajceb.v7i1.2974.
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The focus of the cost management literature is almost exclusively on technical issues, with scant attention to its social, political and organisational dimensions. In this paper the authors document research examining the design team as a temporary management structure, with emphasis on the efficacy of the cost management system as a vehicle for attaining client objectives with respect to time, cost and quality. Soft systems methodology is used to explore the perceptions of stakeholders to the cost management system, thus developing conceptual models of the theory and practice of cost management. Significant differences were found to exist between the perceptions of individual stakeholders concerning design team participants, participants’ roles, and the very purpose of the cost management system. Recommendations are made for structural, attitudinal and procedural changes to the cost management system in order to facilitate its effective functioning in the achievement of the client’s needs and objectives.
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Mpherwane, Maijang, Kurt April, and Claire Barnardo. "The South African Broadcasting Corporation (SABC): powerless but accountable leadership for former GCEO." Emerald Emerging Markets Case Studies 9, no. 2 (November 4, 2019): 1–20. http://dx.doi.org/10.1108/eemcs-06-2019-0161.
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Learning outcomes The learning outcomes are as follows: identify the key challenges of leading a large organisation that is self-serving as compared to one that has people of integrity in its employ; understand how resilient leaders need to be to remain focussed on the task at hand while faced with resistance and controversy at every turn; demonstrate how to cultivate a culture of trust and integrity in an organisation bereft of both, and rebuild an organisation’s reputation; navigate the dynamics of having an unruly subordinate [chief operating officer (COO)] who in reality is more powerful; and develop key skills in practicing self-care in an environment where one is constantly undermined and devalued. Case overview/synopsis This case looks at the leadership of former GCEO Lulama Mokhobo at the South African Broadcasting Corporation SABC from 2012 to 2014 and her lived experience within the theme of empowered powerlessness. With an unsupportive board, destructive COO, and minister of communications at government level, Lulama is disempowered in her position and battles to make changes. Colleagues attest to the unusually complex dynamics that she had to navigate on a daily basis. The case details how this eroded Lulama’s self-confidence as well as her ability to lead the organisation and pushed her to resign. The SABC managed to undo the strides she made during her tenure and now finds itself in financial quagmire due to poor and questionable decisions made after her resignation as the GCEO of the organisation. Complexity academic level The target audience for this case comprises students enrolled in tertiary business education programmes who have already had some sort of work experience and hands-on exposure to real-world business. MBA and EMBA students, as well as executive education programmes. Including disciplines such as leadership, organisational behaviour and people management and strategy. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.