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.

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.

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.

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.

Organizational effectiveness, people and performance: new challenges, new research agendas

2014 ◽  
Vol 1 (1) ◽  
pp. 2-13 ◽  
Author(s):  
Paul Sparrow ◽  
Cary Cooper
Keyword(s):  
Human Resource ◽  
Organizational Effectiveness ◽  
Organization Design ◽  
Performance Outcomes ◽  
Senior Managers ◽  
Content Type ◽  
The Past ◽  
Research Agendas ◽  
And Performance ◽  
Strategic Outcomes

Purpose – As founding editors of the Journal of Organizational Effectiveness: People and Performance, this paper welcomes the beginnings of a new academic community. The purpose of this paper is to outline why both academic researchers and organizational practitioners need to enter into and be guided by a new debate and new set of expertise. It signals the sorts of research agendas that need to be addressed in this field. Design/methodology/approach – The paper establishes the future research agenda for organizational effectiveness. It reviews historic literature and traces the development of the field of organizational effectiveness from: early analysis of political judgements about effectiveness; systemic analysis of the intersection of profitability, employee satisfaction and societal value; debates over stakeholder, power, social justice and organizational fitness, resilience and evolution; the importance of mental models of senior managers; how organizations use changes in work system design and business process to modify employee's mental, emotional and attitudinal states; and the use of an architectural metaphor to highlight the locus of value creation perspectives. Findings – There are many echoes of the debates and concerns today in the past. The paper shows how current concerns over strategic and business model change, organization design, talent management, agile and resilient organization, balanced scorecard, employee engagement, advocacy and reputation can be informed, and better contextualized, by drawing upon frameworks that have previously arisen. Research limitations/implications – The paper argues that the authors must adopt a broad definition of performance, and examine how the achievement of important strategic outcomes, such as innovation, customer centricity, operational excellence, globalization, become dependent on people and organization issues. It signals the need to focus on the intermediate performance outcomes that are necessary to achieve these strategic outcomes, and to examine these performance issues across several levels of analysis such as the individual, team, function, organization and societal (policy) level. Practical implications – The audience for this paper and the journal as a whole is academics who work on cross-disciplinary research problems, the leading human resource (HR), strategy or performance research centres, and finally senior managers and specialists (not just HR) from the internal centres of expertise inside organizations who wish to keep abreast of leading thinking. Originality/value – The paper argues the need to combine human resource management perspectives with those from decision sciences, supply chain management, operations management, consumer behaviour, innovation, management cognition, strategic management and its attention to the resource-based view of the firm, dynamic capabilities, business models and strategy as practice. It argues for a broadening of analysis beyond human capital into related interests in social capital, intellectual capital and political/reputational capital, and for linkage of the analysis across time, to place the novelties and contexts of today into the structures of the past.

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 influence of conflict and intuition on explorative new products and performance in SMEs

2017 ◽  
Vol 24 (4) ◽  
pp. 950-970 ◽  
Author(s):  
Robert Zacca ◽  
Mumin Dayan ◽  
Said Elbanna
Keyword(s):  
Decision Making ◽  
United Arab Emirates ◽  
New Products ◽  
Decision Making Process ◽  
Strategic Decisions ◽  
Senior Managers ◽  
Content Type ◽  
Explanatory Variables ◽  
And Performance ◽  
Practical Implications

Purpose The purpose of this paper is to investigate the influence of conflict and intuition on explorative new products and performance in small- and medium-sized enterprises (SMEs). Design/methodology/approach The study proposes a theoretical model that was tested using two survey instruments: one instrument was administered to the owners of 150 SMEs within the United Arab Emirates (UAE) and the second was administered to senior managers within the same SMEs. Findings The results show that within the decision-making process both objective and personal conflicts drive decision makers to the use of intuition, with high levels of market turbulence strengthening the effect of objective conflict on the use of intuition. Furthermore, the use of intuition was found to have an adverse effect on explorative new products, negating the positive effectiveness of explorative new products on SME performance. Research limitations/implications The study’s conceptual model may not completely represent the perspective it aims to elucidate. An alternative model with equally well-conceived explanatory variables could provide further interesting results. Practical implications Drawing on the perspective of the decision-making process, an interpretation of the model results and some practical implications are discussed. Originality/value The primary contribution of this study is the introduction of a model investigating the influence of conflict on the use of intuition in strategic decisions. Furthermore, the study collected empirical evidence from SMEs operating in the dynamic economy of the UAE, which is a less studied setting.

Building a new resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peter Buell Hirsch
Keyword(s):  
Cyber Security ◽  
Design Methodology ◽  
Business Leaders ◽  
Human Potential ◽  
Global Business ◽  
Content Type ◽  
Business System ◽  
New Business ◽  
Practical Implications

Purpose The purpose of the viewpoint is to examine the various ways in which the pandemic has exposed structural vulnerabilities in global business infrastructures that have long existed and been long ignored. It urges business leaders not to return to a “new normal” but make fundamental changes to ensure that their businesses are truly resilient and can withstand future threats more effectively. Design/methodology/approach The viewpoint looks at the various kinds of vulnerability to which businesses are exposed – such as supply chain, human capital, cyber security and climate change – and proposes ways to ensure that businesses, as well as shareholders and government entities work together to build true resilience. Findings At its core, the viewpoint exposes the various ways in which businesses have turned a blind eye to vulnerabilities that have always lurked just below the surface and suggests. The argument is that to secure the long-term future of our global business system, we can no longer remain oblivious to fundamental weaknesses in our infrastructures. Research limitations/implications The viewpoint looks selectively at the available data and is, therefore, by definition, subjective and non-comprehensive. Practical implications If businesses and shareholders truly take the recommendations of this viewpoint to heart, we can build a more resilient future through long-term investments in risk management infrastructures of all kinds that will secure a more prosperous and stable future. Social implications Developing a more resilient and stable global business infrastructure will help reduce the business volatility deriving from last minute responses to predictable threats. This will, in turn, help provide more stable, fulfilling employment, especially in developing countries that will act as a fly wheel for the secure development of human potential around the world. Originality/value While there has been much speculation of what the “new business normal” will look like once the pandemic has been conquered, this is, the author believes, the first piece to look concretely on how we can not only “build back better” but build back more soundly for the long term.

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 Is “transgenerational response” a hidden cause of failed corporate turnarounds and chronic underperformance?

2017 ◽  
Vol 45 (3) ◽  
pp. 23-29
Author(s):  
John Oliver
Keyword(s):  
Financial Performance ◽  
Case Studies ◽  
Corporate Culture ◽  
Ceo Turnover ◽  
Business Leaders ◽  
Adaptive Responses ◽  
Content Type ◽  
Organizational Policies ◽  
And Performance

Purpose CEO turnover and chronic corporate underperformance are examined through the lens of Transgenerational Response. Design/methodology/approach The criteria for investigating Transgenerational Response in corporations consisted of identifying a Critical Corporate Incident, the number of corporate generations and the resultant corporate financial performance. Findings The evidence presented in the case studies illustrates how a Critical Corporate Incident has produced the consequential effect of chronic financial performance in the years following the incident. Research limitations/implications These case studies have not presented the “actual” adaptive responses, inherited attitudes and behaviours that have subsequently embedded themselves in a new corporate culture, post the Critical Corporate Incident, to the detriment of the long-term health and performance of each firm. Practical implications Examining CEO turnover and chronic corporate underperformance through the lens of Transgenerational Response means that business leaders can identify how a historic event has affected the performance of their firm in subsequent generations. With this knowledge in hand, they will be able to examine the inherited attitudes and behaviours, organizational policies, strategy and adaptive cultural routines that have combined to consolidate the firms chronic under performance. Originality/value This is a highly original, evidence based, idea that has the potential to reshape our current understanding of CEO turnover and underperforming firms. It will help business leaders identify how a historic event has affected the performance of a firm in subsequent generations.

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