The tools and techniques of effective change management

2015 ◽  
Vol 23 (1) ◽  
pp. 35-37 ◽  
Author(s):  
M.S. Rao
Keyword(s):  
Resistance To Change ◽  
Business Environment ◽  
Change Leadership ◽  
Global Business ◽  
Effect Change ◽  
Content Type ◽  
Modern Business ◽  
Tool Set ◽  
Mind Set ◽  
Tools And Techniques

Purpose – Equips leaders with tools and techniques to lead change effectively. Design/methodology/approach – Explains various aspects of change leadership, including the characteristics of change leaders, and outlines a blueprint to effect change successfully. Findings – Argues that change requires a new mind-set, tool-set and skill-set. Lists some of the reasons for resistance to change. Practical implications – Highlights the differences between change and growth and considers the implications of these. Social implications – Seeks to justify the need to change in the current global business environment. Originality/value – Concludes that change is imperative for an organization to succeed in the modern business environment.

Embrace change effectively to achieve organizational excellence and effectiveness

2015 ◽  
Vol 47 (3) ◽  
pp. 145-150 ◽  
Author(s):  
M.S. Rao
Keyword(s):  
Organizational Change ◽  
Organizational Development ◽  
Business Environment ◽  
Social Implications ◽  
Global Business ◽  
Effect Change ◽  
Content Type ◽  
Organizational Excellence ◽  
Changing Times ◽  
Tool Set

Purpose – The purpose of this paper is to embrace change effectively to achieve organizational development. Design/methodology/approach – The paper outlines the case studies on two turnaround leaders – Alan Mulally and Lou Gerstner. It explains various aspects of organizational change and development. It unveils a blueprint to embrace change effectively. Findings – It underscores that the only thing constant in the current global business environment is change and competition. It enlightens that change requires a new mindset, tool set and skill set. The only successful leaders are the ones who accept and mould themselves as per the changing times and technologies. Practical implications – The methodologies adopted by turnaround leaders can be applied to any type of organizational change, in any industry and any size of organization. Social implications – The social implications of this research suggests that turnaround leaders can do much better by communicating clearly to overcome resistance to lead change effectively. Originality/value – It differentiates between change and growth. It justifies the need to effect change swiftly in the present dynamic business environment. It concludes that change is inevitable to achieve organizational excellence and effectiveness.

Tools and techniques to ensure innovative management education in India

2016 ◽  
Vol 48 (5) ◽  
pp. 265-268 ◽  
Author(s):  
M.S. Rao
Keyword(s):  
Management Education ◽  
Business Environment ◽  
International Standards ◽  
Social Implications ◽  
Global Business ◽  
Content Type ◽  
Global Standards ◽  
Innovative Management ◽  
Education In India ◽  
Tools And Techniques

Purpose – The purpose of this paper is to outline tools and techniques to ensure innovative management education in India. Design/methodology/approach – The paper addresses the challenges in the present Indian management education and outlines a blueprint with innovative solutions. Findings – It calls for support from all stakeholders including industry, educators, students, educational institutions, government and thought leaders to innovate Indian management education as per the global standards to create world class managers and leaders. Practical implications – These tools and techniques can be customized in other countries to ensure quality management education. Social implications – The social implications of this research suggests that stakeholders must strive to ensure innovative management education to create effective managers and leaders globally. Originality/value – It overhauls Indian management education as per international standards. It explains management education from the perspective of Henry Mintzberg. It reinvents management education as per the dynamic global business environment.

Cross-cultural communication imperatives

2018 ◽  
Vol 14 (2/3) ◽  
pp. 170-187 ◽  
Author(s):  
James Baba Abugre
Keyword(s):  
Business Environment ◽  
Cross Cultural ◽  
Sub Saharan Africa ◽  
Work Outcomes ◽  
Cultural Communication ◽  
Global Business ◽  
Content Type ◽  
Local Staff ◽  
Cross Cultural Communication ◽  
Sub Saharan

Purpose Given the rising expansion of Western multinational companies (MNCs) to the African contexts, the development of expatriates and local employees has become increasingly important to the human resource management of these MNCs. This paper aims to provide critical lessons on cross-cultural communication competences for Western expatriates working in the sub-Saharan Africa business environment. Design/methodology/approach This paper is a qualitative phenomenology that makes use of lived experiences of senior expatriate staff working in Ghana in the form of direct interviews. Findings Results showed that cross-cultural communication competence is very important for Western expatriates’ functioning in sub-Saharan Africa. The findings also established a plethora of cross-cultural communication skills that are essential for Western expatriates’ successful adaptation and work outcomes in Africa. Practical implications This research argues that there is the need for the appreciations of the differing cultural patterns of expatriates and local staff, and this provides the underlying assumptions of intercultural and cross-cultural communication in global business. Originality/value A critical perspective of international business that has scarcely been studied offers lessons for Western expatriates working in sub-Saharan Africa.

Adapting the scrum methodology for establishing the dynamic inter-organizational collaboration

2018 ◽  
Vol 31 (4) ◽  
pp. 852-866 ◽  
Author(s):  
Mohammad Reza Mollahoseini Ardakani ◽  
Seyyed Mohsen Hashemi ◽  
Mohammadreza Razzazi
Keyword(s):  
Value Added ◽  
Business Environment ◽  
Professional Organizations ◽  
Business Practices ◽  
Content Type ◽  
Incremental Method ◽  
Business Environments ◽  
Project Life Cycle ◽  
Modern Business ◽  
Project Life

Purpose The purpose of this paper is to propose an applicable method for establishing the dynamic inter-organizational collaborations (DIOCs) based on the scrum methodology. Design/methodology/approach The scrum methodology embedded within the context of the DIOC project life cycle was used and adapted to being usable with specific characteristics of the project. Findings In order to succeed in the highly competitive, dynamic and changing business environments, the organizations need to change their view of business practices. The transition from the traditional status of manufacturing to the inter-organizational collaborations can be one of the fundamental changes in the modern business management. The proposed method has the capability to establish DIOCs effectively and efficiently whilst guaranteeing agility, competitiveness, and risk timely management. Originality/value Establishing collaborative alliances via association of various experienced and professional organizations and producing the value-added market’s need services is an effective and efficient solution for survival of SMEs in the current competitive, dynamic and changing business environment. So far, different frameworks, reference models/architectures, and many theoretical discussions have been presented for DIOCs context, but these representations are conceptual, empirical and generic. This paper aims to propose an applicable iterative and incremental method for establishing the DIOC which guarantees the agility and risk timely management of the establishment process and promotes competitiveness of partners.

A bibliometric review of International Marketing Review (IMR): past, present, and future

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Naveen Donthu ◽  
Satish Kumar ◽  
Debidutta Pattnaik ◽  
Neeraj Pandey
Keyword(s):  
Export Performance ◽  
Objective Assessment ◽  
International Marketing ◽  
Business Environment ◽  
Primary Objective ◽  
Global Business ◽  
Content Type ◽  
Bibliographic Data ◽  
Bibliometric Review

PurposeThe primary objective of this endeavour is to form a retrospective overview of the International Marketing Review (IMR) and map its way forward.Design/methodology/approachA range of bibliometric techniques has been employed to analyse the performance of IMR and its stakeholders, map the evolution of its thematic and intellectual structures and analyse the factors driving IMR's academic influence and impactFindingsIMR's academic contributions, influence and impact have grown progressively. The thematic structure of the journal has evolved into six clusters. Simultaneously, its research fronts have submerged to six bibliographic clusters, noted as marketing channels, cross-cultural impact on emerging markets, export performance, country of origin (COO), online consumers and global business environment. Among these, the first four are still evolving, suggesting scope for future submissions.Research limitations/implicationsThe limitation of this endeavour largely arises from its selection of bibliographic data being confined to Scopus.Originality/valueTo the best of the authors’ knowledge, this is the first objective assessment of the journal, useful to its authors, readers, reviewers and editorial board.

Conceptualizing trust with cultural perspective in international business operations

2017 ◽  
Vol 24 (4) ◽  
pp. 1099-1118 ◽  
Author(s):  
Mian Ajmal ◽  
Petri Helo ◽  
Rassel Kassem
Keyword(s):  
International Business ◽  
Business Environment ◽  
Trust Building ◽  
Systematic Research ◽  
Cultural Issues ◽  
Cultural Perspective ◽  
Global Business ◽  
Content Type ◽  
Business Environments ◽  
Building Process

Purpose The growing international landscape of business has underlined the significance of multiculturalism and the novel challenges it brings to business implementation. The purpose of this paper is to draw attention of the readers toward how trust can be conceptualized and how trust-building process is affected in global business environments where more and more projects and businesses come into operation. Design/methodology/approach This research employs intensive literature review to conceptualize trust and develop a model of culture effects for trust building in global business environment. However, this study is presently explanatory in nature because no empirical evidence is provided. Findings Culture is a significant factor in building trust among global project stakeholders for the reason that trust is vital for developing a well-functioning long-term business relationship. The study highlighted that cultural differences among project teams can cause conflict, misunderstanding, and poor project performance. Research limitations/implications Future empirical research should investigate various scenarios, types of projects, cultures, and countries. Cultural issues are pretty sensitive, which have immediate association with trust-building process among international project stakeholders. Diminutive systematic research has been done on the cultural effects for trust building in international business context. The probe of how culture affects trust building efforts in global business environments remains unrequited. Originality/value This study adds value by creating awareness in the research community for undertaking a detailed and comprehensive research on this topic, and because of its originality, it serves as a foundation for future studies.

The structural impact of supply chain management teams

2019 ◽  
Vol 42 (2) ◽  
pp. 290-310
Author(s):  
Xun Li ◽  
Clyde W. Holsapple ◽  
Thomas J. Goldsby
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Organizational Structure ◽  
Business Environment ◽  
Structural Elements ◽  
Global Business ◽  
Chain Management ◽  
Content Type ◽  
Supply Chain Agility ◽  
Hierarchical Position

Purpose In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the development of supply chain agility. This research aims to investigate what structural elements of an MDF’s SCM team contribute to supply chain agility. Design/methodology/approach A two-sample field study was conducted. Four MDFs with top-performing supply chains (Sample 1) were first studied to identify agility-supporting structural elements. Then, quantitative data from 35 MDFs with contrasting levels of supply chain agility (Sample 2) were collected to test the theoretical propositions advanced from Sample 1 findings. Findings The results reveal four structural elements that exert a positive impact on an MDF’s supply chain agility: hierarchical position of the divisional top supply chain executive, scope of divisional supply chain operations, hierarchical position of the top supply chain executive at the headquarters and scope of SCM coordination by the headquarters. Originality/value First, this study provides a comparatively comprehensive understanding of the SCM organization structure in MDFs. Second, this study is one of the first to provide empirically supported theoretical insights about the linkage between an MDF’s organizational structure for SCM and supply chain agility.

E-business internal audit: the elephant is still in the room!

2014 ◽  
Vol 15 (1) ◽  
pp. 43-63 ◽  
Author(s):  
Amr Kotb ◽  
Alan Sangster ◽  
David Henderson
Keyword(s):  
Resistance To Change ◽  
Internal Audit ◽  
Business Environment ◽  
Content Type ◽  
Internal Auditors ◽  
Internal Audit Function ◽  
The Usa ◽  
The Uk ◽  
It Audit ◽  
The Impact

Purpose – The purpose of this paper is to explore the impact of technological change on the internal audit practices and skills requirements for internal auditors in an e-business environment. Design/methodology/approach – Generalist internal auditors and specialist information technology (IT) internal auditors were surveyed online in ten countries, including the USA and the UK which, together, provided the majority of responses. Findings – The results suggest a need for advanced IT-audit techniques in conducting the internal audit function, thereby increasing IT audit skill demands on generalist internal auditors. However, the results show a low confidence among internal auditors about their IT training and a continuing reliance upon IT audit specialists, rather than their own training/retraining. Research limitations/implications – The responses obtained in this study provide insight into both the status quo of the internal audit function, and to the changes that are needed to prepare generalist internal auditors for work in an e-business environment and, while the scale of the study limits the extent to which the findings may be generalized, they are consistent with the literature concerning the changing business environment and with the literature on resistance to change, suggesting that the issues revealed should be of concern. Practical implications – The results reported in this paper are useful to internal auditing educators and regulators in their consideration of the skills needed by generalist internal auditors in e-business environment. Originality/value – This study sheds light on a significantly growing area which remains relatively unexplored in the auditing-related literature, e-business audit. The study provides empirical evidence on challenges facing internal auditors in an e-business environment, thereby serving as a wake-up call, to both internal auditors and the professional bodies representing them, to defend their jurisdictional space against rival professional groups.

Understanding trust across cultures: an empirical investigation

2019 ◽  
Vol 29 (4) ◽  
pp. 286-314
Author(s):  
Namporn Thanetsunthorn ◽  
Rattaphon Wuthisatian
Keyword(s):  
National Culture ◽  
Management Strategies ◽  
Business Environment ◽  
Business Success ◽  
Learning Material ◽  
Global Business ◽  
Business World ◽  
Content Type ◽  
Starting Point ◽  
Managerial Implications

Purpose In today’s business world, trust is an essential ingredient for business success, as it serves as a foundation for enhancing a network of positive relationships among businesses, clients, employees and stakeholders. This study aims to shed light on a deeper and more substantial understanding of trust by examining the casual association between national culture and trust. Design/methodology/approach The study empirically investigates the extent to which cultural factors promote and constrain the level of trust using a mixed sample of 46 developed and developing countries observed over the period of 1990-2014. Findings The study provides new empirical evidence that trusting behavior is explained systematically by national culture. Countries with high individualistic and high long-term oriented cultures are the most favorable environment that fosters trust among people in society. In contrast, individuals from countries with the expression of high power distance and high uncertainty avoidance cultures appear to exhibit less trust in others. Practical implications The study provides managerial implications, especially for managers and management consultants in a global context, regarding the cultural relevance of trust in the new and foreign environment, and the effective management of trust among culturally diverse workforces and business relationships. In addition, the study should serve as a supplemental learning material in the business and management disciplines to demonstrate the essential role of trust in the global business environment. Originality/value The study adds to the existing body of knowledge on trust by offering new empirical insights into how culture plays an influential role in the creation of trust. This serves as a good starting point for academic scholars and practicing professionals to further develop appropriate management strategies and execution plans for managing trust across different cultural settings.

The advantages of a transorganisational approach for developing senior executives

2015 ◽  
Vol 34 (5) ◽  
pp. 621-631
Author(s):  
Alan Burnell O'Neill ◽  
Ritchie Bent
Keyword(s):  
Real World ◽  
Peer Learning ◽  
Business Environment ◽  
Peer To Peer ◽  
Executive Development ◽  
Senior Executives ◽  
Senior Executive ◽  
Global Business ◽  
Content Type ◽  
Development Methods

Purpose – Developing capable and competent executives remains a critical and ongoing challenge for many organisations due to the ever changing landscape of the global business environment. Traditional executive development methods in artificial, once removed “classroom” type environments do not prepare executives sufficiently with the experience and insights needed to handle the complexities and uncertainties that befall them in the current volatile business environment. The purpose of this paper is to study the development of senior executives in a more real-world and authentic manner, that a leading Asia-based conglomerate has developed a senior executive “peer-to-peer” learning approach that brings together chief executives and senior managers from a number of businesses so they can share and learn from each other. Design/methodology/approach – This paper presents by way of a narrative description an alternative approach to classroom-based executive development. The paper looks at some of the limitations of more traditional executive development methods by contrasting these with a peer-to-peer learning framework that has been used successfully over the last 12 years. It outlines the why, what and how to implement a peer-to-peer learning practice based on transorganisational development (TD) practices to facilitate individual and organisational change. Findings – Getting senior executives out of the “classroom” and in front of executives from other businesses and organisations in a real-world peer-to-peer learning environment, exposes “participants” to a more credible, grounded and authentic development opportunity, that is difficult to replicate with more traditional methods. The diversity of delegates and companies that engage in this approach enable “participants” to explore new ideas and to confront, in very direct ways, their predispositions to repeat well-learned institutional responses which may have helped them succeed in the past. Originality/value – Although much of the literature on TD focuses predominately on the initiation, planning and implementation of system or organisation wide change, little has been written to emphasise how TD makes a viable contribution to the understanding of the processes of change at an individual level. By highlighting this the authors intend to make the relationship more explicit, thereby opening up prospects for TD’s wider use in the field senior executive development.

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