Shared services: configurations, dynamics and performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Philipp Richter
Keyword(s):  
Performance Outcomes ◽  
Shared Services ◽  
Senior Executives ◽  
Content Type ◽  
Configurational Approach ◽  
Operational Capabilities ◽  
Shared Service ◽  
And Performance ◽  
Corporate Support ◽  
Practical Implications

PurposeThe purpose of this paper is to explore the configurations of shared service center (SSC) characteristics, their performance implications and the dynamics of SSC configurations during their implementation.Design/methodology/approachThis study uses the capability-based view and configurational approach to suggest a model that explains performance outcomes of shared service configurations. Survey data are analyzed with a cluster analysis to examine shared service configurations in distinct stages of implementation. Moreover, a lifecycle framework of shared service configurations is conceptualized.FindingsThis study considers shared service configurations as operational capabilities to run corporate support activities. The purpose is to examine the configurations of those capabilities, their performance implications and their dynamics during the shared service implementation.Practical implicationsThe findings help senior executives to effectively implement and transform shared services when deciding to renew corporates' support activities.Originality/valueThis study is one of the first that conceptually and empirically explores shared service configurations, performance and configurational dynamics.

The organizational slack and performance relationship: a configurational approach

2015 ◽  
Vol 53 (10) ◽  
pp. 2339-2355 ◽  
Author(s):  
Dan Marlin ◽  
Scott W Geiger
Keyword(s):  
Design Methodology ◽  
Positive Relationship ◽  
Performance Outcomes ◽  
Organizational Slack ◽  
Content Type ◽  
Configurational Approach ◽  
Managerial Attention ◽  
And Performance ◽  
Practical Implications ◽  
Organizational Literature

Purpose – The purpose of this paper is to contribute to the organizational literature and improve the understanding of the slack and performance link by: examining the slack and performance relationship using a configurational approach and by considering equifinality and its possible effects on this relationship. Design/methodology/approach – Using cluster analysis, ANCOVA, and means comparisons this study identifies different configurations of slack and their associated performance implications. Findings – The results show that configurations with higher levels of slack outperform those with lower levels of slack suggesting a positive relationship between slack and firm performance. The findings also demonstrate that alternative configurations of slack can result in similar levels of performance suggesting the existence of equifinality in this relationship. Research limitations/implications – This study contributes to prior research by moving beyond traditional linear and contingency views of slack and considering a configurational approach. An important contribution of this study is that while level of slack may be important it appears that how the various types of slack are bundled also serves as an important factor in firm outcomes and should be examined by future researchers. Practical implications – The results indicate that managerial attention should be paid to not only identifying appropriate levels and types of slack for the organization but also to appropriate ways to bundle theses resources. Originality/value – This study provides an important contribution to the literature by determining if certain slack bundles result in higher levels of performance and if there are multiple ways of bundling slack resources that result in similar performance outcomes.

scholarly journals TQM and business success

2016 ◽  
Vol 33 (3) ◽  
pp. 361-379 ◽  
Author(s):  
Francisco J. Carmona-Márquez ◽  
Antonio G. Leal-Millán ◽  
Adolfo E. Vázquez-Sánchez ◽  
Antonio L. Leal-Rodríguez ◽  
Stephen Eldridge
Keyword(s):  
Continuous Improvement ◽  
Business Performance ◽  
Performance Outcomes ◽  
Equation Modeling ◽  
Business Success ◽  
Content Type ◽  
Business Results ◽  
And Performance ◽  
Practical Implications

Purpose – Prior studies by Salaheldin (2009) and Talib et al. (2011) have assessed the relationships between TQM critical success factors (CSF) and business results. The purpose of this paper is to build upon this research by considering the relationships between these CSFs and their sequencing during the implementation of TQM. Furthermore, the influence exerted by the maturity of TQM implementation on the link between instrumental drivers and performance is explored. Design/methodology/approach – The TQM drivers are clustered by means of three constructs: strategic enablers, tactical drivers and instrumental drivers and a model employed in which the strategic and tactical factors are treated as antecedents of the instrumental drivers. The direct effect of each cluster on business results and the indirect relationship of strategic and tactical factors via the mediating role of the instrumental drivers are assessed. These assessments use the partial least squares (PLS) approach which is a variance-based structural equation modeling technique using a sample of 113 Spanish organizations with experience of implementing a TQM program. Findings – The findings confirm the existing relationships among the CSFs and business performance identified by studies Salaheldin (2009) and Talib et al. (2011). However, the results reveal that instrumental drivers possess the highest variance explanation power over business performance outcomes and it is possible to identify a CSF implementation sequence that generates the greatest impact on business performance. Furthermore, the study was inconclusive with regard to the influence exerted by the number of years of TQM implementation on the link between the instrumental drivers and performance. Research limitations/implications – The first is related to organizational bias. It seems likely that those firms which are not satisfied with their TQM system performance would be less likely to be motivated to contribute to the development of this study. Therefore, the authors have included in the sample a higher proportion of “good” systems than is the case in the population at large. Second, although the authors provide evidence of causality, causality itself has not been proven. Third, this research relies mainly on perceptions and the authors only used a single method to elicit these perceptions. Finally, this research was carried out in a specific geographical setting (Spanish companies) and the authors must be cautious about generalizing these results in other contexts. Practical implications – This study offers a substantial number of practical implications. First firms’ managers should emphasize that continuous improvement, benchmarking and zero-defects mentality is a never-ending process. Especially, they should understand that reliable product/service design is critical to exceed the customers’ expectations, leading to improved business success. The results of this study should also lead managers to seeing a “return on investment” in their efforts to implement a TQM program by first, paying more attention on how to implement the instrumental factors, and second, avoiding the belief that the passage of time and experience-based learning will bring business performance enhancement and success on their own. Social implications – Although, the literature agrees that strategic factors are valuable assets and have a crucial role in the deployment of TQM systems, the study empirically validates this assertion. However, at the same time it shows that this impact on performance is stronger and much more significant by reconfiguring instrumental factors. This implies that strategic and tactical factors do have an effect on business success, but they do so indirectly, by reconfiguring and reinforcing instrumental factors that better fit the stakeholders’ needs and expectations. Originality/value – The results suggest the need to consider whether all the CSFs are equally relevant on the basis of their contribution to business success. For example, strategic enablers are generally considered to be of primary importance with tactical and instrumental drivers assuming a secondary position. The study challenges this view and highlights the role of instrumental drivers over strategic and tactical factors with the clear implication that managers should focus strongly on daily implementation tasks such as benchmarking, zero-defects mentality and continuous improvement processes in order to achieve good business performance outcomes.

Capability antecedents and performance outcomes of servitization

2017 ◽  
Vol 37 (4) ◽  
pp. 444-467 ◽  
Author(s):  
Rui Sousa ◽  
Giovani J.C. da Silveira
Keyword(s):  
Performance Outcomes ◽  
Cross Sectional ◽  
Content Type ◽  
Business Units ◽  
Naturally Occurring ◽  
Gradual Development ◽  
Basic Services ◽  
And Performance ◽  
Large Survey ◽  
Practical Implications

Purpose The purpose of this paper is to theoretically articulate and empirically test an integrated model of capability antecedents and performance outcomes of servitization strategies. The authors characterize servitization strategies based on the offering of two types of services: basic services (BAS) and advanced services (ADS). Design/methodology/approach Hypotheses are tested based on statistical analyses of a large survey of manufacturers from different countries and sectors. Findings The authors find that manufacturing capabilities associate with the provision of BAS, while service capabilities associate with both BAS and ADS; BAS do not impact financial performance, but support the offering of ADS; there seem to be naturally occurring servitization trajectories involving the gradual development of balanced levels of BAS and ADS and adequate levels of manufacturing and service capabilities. Research limitations/implications The findings on servitization trajectories are based on the observation of manufacturing business units at different stages of servitization (cross-sectional data). Practical implications Manufacturers wishing to servitize should distinguish between BAS and ADS and deploy a balanced adoption of BAS and ADS, using BAS as a platform. This should be accompanied with the building of appropriate capabilities. Originality/value This is one of the first studies to show an explicit link between different servitization strategies, capabilities, and servitization maturity. It provides new insights into the servitization paradox and servitization trajectories.

The top ten reasons that key managers leave

2014 ◽  
Vol 22 (2) ◽  
pp. 36-38 ◽  
Author(s):  
Clinton Longenecker ◽  
Lawrence S. Fink
Keyword(s):  
Performance Outcomes ◽  
Business Leaders ◽  
Senior Managers ◽  
Management Turnover ◽  
Content Type ◽  
Managerial Talent ◽  
Frequent Failure ◽  
And Performance ◽  
Practical Implications ◽  
Powerful Incentive

Purpose – Presents the top ten reasons that senior managers identified for business leaders voluntarily leaving their current employers. Offers recommendations to prevent organizations from unnecessarily losing their managerial talent. Design/methodology/approach – Presents the top ten reasons that senior managers identified for business leaders voluntarily leaving their current employers. Offers recommendations to prevent organizations from unnecessarily losing their managerial talent. Findings – Reveals that: bad bosses drive out good leaders; toxic and dysfunctional work cultures drive up management turnover; unethical or illegal business dealings tell managers it is time to go; when managers are consistently disrespected and disempowered it leads to them having a sense of being disenfranchised; professional stagnation creates a powerful incentive to leave; when business leaders find themselves consistently working in an environment where they are asked to pursue overly aggressive goals and performance outcomes without the requisite tools, staff, information, budget, authority, planning or access, they experience high frustration and frequent failure; less-than-competitive compensation causes managers to look for new employment; being on a sinking ship will cause managers to exit when hope is lost; and when managers are not challenged or feel bored they look for greener pastures. Practical implications – Challenges organizations to review the key lessons derived from the study and to use this knowledge to reduce the loss of critical managerial talent. Social implications – Highlights how organizations can gain competitive advantage by holding on to their key personnel. Originality/value – Unlike most previous studies, which concentrate on lower-level employees, looks at the factors that cause managers to resign.

Forming and transforming shared services: the performativity of management devices

2018 ◽  
Vol 14 (2) ◽  
pp. 216-233 ◽  
Author(s):  
Daniel Harritz
Keyword(s):  
Joint Venture ◽  
Shared Services ◽  
Content Type ◽  
Service Centre ◽  
Static Object ◽  
Internal Joint ◽  
Shared Service ◽  
Transformation Processes ◽  
Practical Implications

Purpose This study aims to investigate the role of management devices in transformation processes. This was done by analysing how devices persuaded people into actions, resulting in drifts that both led to the creation of a Shared Service Centre (SSC) and transformed it into a cost centre, something resembling an internal joint venture, followed by a profit centre and, finally, a centre of expertise. Design/methodology/approach A longitudinal case-based approach inspired by Latour’s (2005) ideas on attachments. The aim was to show how links between humans and non-humans in the form of management devices brought about drifts leading to the formation and transformation of a SSC. Findings Attachments between devices and humans fuelled the formation and transformation of the SSC. Such innovations were revealed to be a series of drifts, which demonstrates that an SSC is not a static object but rather an ever-evolving innovation. Research limitations/implications On the basis of Latour (2005), the study reveals how socio–technical constellations are involved in organisational transformation, resulting in a SSC taking on new and unanticipated roles. Practical implications The findings facilitate a deeper understanding of the factors that initiate organisational development and transformation in SSCs. In addition, the study identifies the role different devices play in such transformation processes. Originality/value This paper contributes to the literature by analysing how a SSC is created and then transformed over time.

Understanding aviation operators’ variability in advanced systems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maria Papanikou ◽  
Utku Kale ◽  
András Nagy ◽  
Konstantinos Stamoulis
Keyword(s):  
Human Performance ◽  
Situational Awareness ◽  
Air Traffic ◽  
Content Type ◽  
Homogeneous Groups ◽  
Professional Groups ◽  
Performance Shaping Factors ◽  
Generational Changes ◽  
And Performance ◽  
Practical Implications

Purpose This study aims to identify variability in aviation operators in order to gain greater understanding of the changes in aviation professional groups. Research has commonly addressed human factors and automation in broad categories according to a group’s function (e.g., pilots, air traffic controllers [ATCOs], engineers). Accordingly, pilots and Air Traffic Controls (ATCOs) have been treated as homogeneous groups with a set of characteristics. Currently, critical themes of human performance in light of systems’ developments place the emphasis on quality training for improved situational awareness (SA), decision-making and cognitive load. Design/methodology/approach As key solutions centre on the increased understanding and preparedness of operators through quality training, the authors deploy an iterative mixed methodology to reveal generational changes of pilots and ATCOs. In total, 46 participants were included in the qualitative instrument and 70 in the quantitative one. Preceding their triangulation, the qualitative data were analysed using NVivo and the quantitative analysis was aided through descriptive statistics. Findings The results show that there is a generational gap between old and new generations of operators. Although positive views on advanced systems are being expressed, concerns about cognitive capabilities in the new systems, training and skills gaps, workload and role implications are presented. Practical implications The practical implications of this study extend to different profiles of operators that collaborate either directly or indirectly and that are critical to aviation safety. Specific implications are targeted on automation complacency, bias and managing information load, and training aspects where quality training can be aided by better understanding the occupational transitions under advanced systems. Originality/value In this paper, the authors aimed to understand the changing nature of the operators’ profession within the advanced technological context, and the perceptions and performance-shaping factors of pilots and ATCOs to define the generational changes.

Corporate governance practices and firm performance: a configurational analysis across corporate life cycles

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hala M. Amin ◽  
Ehab K.A. Mohamed ◽  
Mostaq M. Hussain
Keyword(s):  
Corporate Governance ◽  
Firm Performance ◽  
Analytical Approach ◽  
Research Study ◽  
Performance Outcomes ◽  
Life Cycles ◽  
Related Activity ◽  
Content Type ◽  
And Performance ◽  
Country Specific

Purpose This study aims to explore corporate governance (CG) practices that can lead to firms’ better performance in different organizational life cycles. The authors propose a configurational approach to explore how a set of CG practices combine in bundles to achieve high performance outcomes for firms across their corporate life cycles. Design/methodology/approach Fuzzy-set qualitative comparative analysis was used to analyze a sample of data of 21 countries and 9 industries. Data referred to the period of 9 years extending from the year 2005 to the year 2013. Findings This study reveals that there are multiple CG practices that exist through firms that can achieve high firm performance. Moreover, CG practices combine in different ways for firms in their growth, maturity and declining stages. Research limitations/implications This study demonstrates the value of using a configurational analytical approach to explore both the firm and country-specific CG practices (together) that engage firms to achieve the desired level of performance across the corporate life cycles. Practical implications The current study draws attention to the policymakers’ need to assess the current level of regulatory and competitive development of their countries and form policy accordingly. The approach used in the current research study not only offers the linkages between CG and performance to managers as incentives to comply with regulation but also to view CG-related activity as a strategic move. Social implications The approach used in the current research study not only offers the linkages between CG and performance to managers as incentives to comply with regulation but also to view CG-related activity as a strategic move. Originality/value This study broadening the focus of CG studies to include a rigorous explanation of the global CG phenomena and to provide effective solutions for the practitioners. Contribution to Impact This study demonstrates the value of using a configurational analytical approach to explore both the firm and country-specific CG practices (together) that engage firms to achieve the desired level of performance across the corporate life cycles.

scholarly journals Realizing your strategy’s potential: a seven-step model for its effective execution

2018 ◽  
Vol 46 (6) ◽  
pp. 35-43 ◽  
Author(s):  
Timothy J. Galpin
Keyword(s):  
Middle Managers ◽  
Full Potential ◽  
Senior Executives ◽  
Strategy Execution ◽  
Step Method ◽  
Content Type ◽  
Step Model ◽  
Managing Strategy ◽  
Execution Model ◽  
Practical Implications

Purpose A seven-step Strategy Execution Model provides a tested guide to agile implementation. Design/methodology/approach Pragmatic actions, key deliverables and a case example for each of the seven steps in the model are presented. Findings Firms that focus more on strategic planning than implementation are often plagued with execution issues. Whereas, organizations that are able to execute their strategies as a well managed, integrated process have a much better chance of realizing the full potential of their plans. Practical implications Supporting the experience of numerous management teams, research indicates that poor execution often squanders the value companies anticipate from innovative, advantageous strategic initiatives. To minimize the likelihood of mismanagement, companies need a repeatable process that provides an integrated and actionable approach to effective strategy execution. Originality/value Senior executives and middle managers need a structured, coordinated system for managing strategy implementation. The author’s seven-step method has been tested in practice and refined. It emphasizes communication and agile adaptability.

The development of innovations in organizations: the role of creative energy fields

Kybernetes ◽  
2015 ◽  
Vol 44 (1) ◽  
pp. 89-106 ◽  
Author(s):  
Jon-Arild Johannessen ◽  
Hugo Skaalsvik
Keyword(s):  
Global Economy ◽  
Content Type ◽  
Energy Field ◽  
Innovation Research ◽  
Individual Enterprise ◽  
New Ideas ◽  
Enterprise Level ◽  
And Performance ◽  
The Individual ◽  
Practical Implications

Purpose – One problem that many organisations face today in the global economy is that too few ideas are turned into innovations. The purpose of this paper is to show how innovations in organisations may be obtained by means of creative energy fields. Design/methodology/approach – The design employed in the research represents a holistic, change oriented approach to innovation, and the methodology is conceptual where an analytical model is used. Findings – The paper provides arguments that organisations need to develop creative energy fields in order to enhance their innovative capacity and performance. In the paper the construct creative energy field is conceptualised as “a spot in an organisation where a Group of creative individuals collaborate and work together in order to bring to surface new ideas which may fuel innovation processes and Development in organisations”. The paper shows that creative energy fields are influenced by five distinct components; those of making a clear purpose, planning after the results have become apparant, an organisation’s rule breakers, drawing a map that changes the landscape, and igniting the flame of innovation. Furthermore, the findings encompass three conditions which need to be present in an organisation in order to make creative energy fields work. Research limitations/implications – The carried out focuses on the individual organisation which aims to enhance innovation performance. Practical implications – In relation to practical implications, the paper shows, in particular, how an organisation may move into areas of innovation by means of a Lego system of organising. Originality/value – To the authors’ knowledge, the creation and use of a novel construct, that of creative energy fields, represents newness and originality in innovation research at the level of the individual enterprise. Furthermore, the paper contributes to the extant management knowledge of innovation by showing how a Lego system of organising may foster innovation at the enterprise level.

scholarly journals Exploring competitive strategic performance consistency in service organizations

2018 ◽  
Vol 22 (2) ◽  
pp. 165-182 ◽  
Author(s):  
Carlos F. Gomes ◽  
Mohammad Najjar ◽  
Mahmoud M. Yasin
Keyword(s):  
Performance Measures ◽  
Open System ◽  
Customer Orientation ◽  
Dynamic Environment ◽  
Service Organizations ◽  
Future Research ◽  
Content Type ◽  
Strategic Orientations ◽  
And Performance ◽  
Practical Implications

PurposeAs service organizations move toward the open system strategic customer orientation, they need to ensure consistency among competitive methods, performance measures and strategies utilized. This paper aims to examine the relationships among these important facets of today’s service organizations. The study at hand examines the relationship among competitive methods, implicit strategy and performance measures used by Portuguese service organizations.Design/methodology/approachThis research uses a survey-based methodology. Factor analysis, cluster analysis and regression analysis procedures are used to analyze the collected data from Portuguese service organizations.FindingsBased on the results of this study, it appears that some of the studied service organizations are steadily moving toward the open system mode of strategy, competitive methods and performance measurement. However, the majority of the service organizations examined appeared to be in a state of strategic confusion, as they appear to lack the consistency among competitive methods, performance measures and desired strategic orientations.Research limitations/implicationsThe sample used in this study is specific in nature, as it includes only Portuguese service organizations. Therefore, the results of this study should be interpreted with caution. Future research in other cultural service settings is recommended. Such research should emphasize the exploration of theoretical frameworks, which tend to practically integrate competitive methods, performance measures and strategic orientation.Practical implicationsThis study has direct practical implications for service managers, as they attempt to integrate their organizational systems. As such, the research in this study paves the way toward the practical integration and consistency among competitive methods, performance measures and strategic orientations needed to enhance the customer orientation. In this context, such integration and consistency are essential to enhance the strategic competitiveness of today’s service organizations operating in a dynamic marketplace.Originality/valueThis research combines bodies of knowledge dealing with competitive methods, performance measures and their impact on strategic orientations. The conceptual framework offered in this research attempts to facilitate the understanding for consistent practice pertaining to the competitiveness of the open system service organization in a dynamic environment. Such consistency is essential to the competitiveness of the organization in a dynamic environment.

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