The story of project-based action learning (PAL)

2019 ◽  
Vol 27 (5) ◽  
pp. 1442-1464 ◽  
Author(s):  
Kris M.Y. Law ◽  
K.B. Chuah
Keyword(s):  
Performance Management ◽  
Action Learning ◽  
Secondary Data ◽  
High Tech ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Team Members ◽  
Policy And Strategy ◽  
And Performance

Purpose Since the late 1980s, the concepts of organizational learning (OL) and learning organization (LO) has prospered and been advocated as an effective strategy for organizational excellence. However, there was a lack of systematic documentation or cases reported proving the sustaining effect of OL. The purpose of this paper is to present a successful 15-year OL case in China, with which to prove PAL is a sustainable vehicle for OL. Design/methodology/approach This study documents a 15-year successful journey of a project-based action learning (PAL) driven OL setting in a multinational high-tech manufacturing company in China. The case study has been focusing on the progress of the four pillars in the PAL framework (i.e. policy and strategy; learning facilitation; resources and technology; and performance management) throughout the 15-year journey. Besides secondary data collection, on-site interviews with participants and the management of the company were carried out. Findings From this longitudinal case study, it can be seen that the four pillars form a very robust infrastructure supporting PAL for driving OL within the company. Each pillar is indispensable and evolves according to the needs of the others. Both management and learning team members perceived that PAL is an effective tool to drive OL within the case company. Originality/value This paper presents a unique15-year longitudinal examination of a successful OL story in a high-tech company in China, through the adoption of the PAL driven framework and the evolutionary road of the associated parts. While successful, this paper is considered as a “stage” summary of the long range road of OL adoption, with PAL proven to be a sustainable OL vehicle.

I rather share my knowledge

2019 ◽  
Vol 50 (2) ◽  
pp. 203-217 ◽  
Author(s):  
Yasha Afshar Jalili
Keyword(s):  
Performance Management ◽  
Reward System ◽  
Project Managers ◽  
Design Data ◽  
Content Type ◽  
Team Members ◽  
Face To Face ◽  
And Performance ◽  
Organizational Procedures

Purpose This paper aims to propose an approach by understanding how Oil Industries’ Commissioning and Operation Company (OICO) company fostered its knowledge sharing (KS) by using gamification approach and nudge theory. It also ascertains the process and challenges that OICO confronted during its three-year journey for improving its organizational knowledge performance. Design/methodology/approach The study used a qualitative research method and case study design. Data were collected from several sources, including the first-hand experiences and observations of the author during contributing in the company’s canonical action research, several in-depth face-to-face interviews conducted with the KM Department team members, the data gathered from the company’s KM software and studying the related organizational procedures and documents. Findings The results reveal that the gamification approach suits for developing KS reward system and knowledge performance management. It also explains that informing project managers about their project’s knowledge performance accompanied by emoticons would lead to higher supports of KM. The proposed approach by this case study improved the organizational KS and performance by 22 per cent semi-annually. Practical implications The described case is detailed deeply and would help KMers to follow it easily. The study would spark some ideas of how to use nudge theory in KM context. Besides, KMers can design a KM reward system based on the explained case. Originality/value This study contributes to the KS and KM rewarding system, especially in project-based organizations, as limited studies have been conducted to investigate the roles that the gamification approach can play in this field. Moreover, this is the first time that use of nudge theory and choice architecture is investigated in the context of KM.

scholarly journals Evolutionary paths of performance measurement and management system: the longitudinal case study of a leading SME

2020 ◽  
Vol 24 (4) ◽  
pp. 495-510
Author(s):  
Alberto Sardi ◽  
Enrico Sorano ◽  
Alberto Ferraris ◽  
Patrizia Garengo
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Management System ◽  
Management Style ◽  
Longitudinal Case Study ◽  
Management Information ◽  
Content Type ◽  
Evolutionary Paths

Purpose The literature highlights the relevance of performance measurement and management system in small and medium enterprises (SMEs) to face the current competitive environment. However, a number of studies investigate how performance measurement and management system is effective for evolving and how contingency factors could influence this change. Newer experiences are sporadic and rarely investigated by researchers and practitioners. The purpose of this study is to identify the feasible evolutionary path of performance measurement and management system in leading SMEs to respond to current business challenges. Furthermore, it aims to contribute to the understanding of the role of key contingency factors influencing this evolution. Design/methodology/approach A longitudinal case study, based on retrospective and real-time investigations, is performed to investigate the primary evolutions of the performance measurement and management system and its key determinants. Findings The findings highlight two evolution paths, increasing the maturity of performance measurement. The first path highlights a strong command and control of performance management; the second path shows a democratic and participative of performance management. Moreover, management information system, organizational culture and management style are highlighted as key contingency factors in the change of performance management. Originality/value The authors contribute to knowledge in performance measurement field, showing how the efforts for developing performance measurement and management system in a leading SME could determine two different evolutionary paths. Furthermore, the paper describes the increasing role of organizational culture, management style and management information system in performance management evolution, as well as the relevance of online chats and social media in performance management activities.

The integration of risk and performance management: the role of boundary objects

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Enrico Bracci ◽  
Giorgia Gobbo ◽  
Luca Papi
Keyword(s):  
Performance Management ◽  
Knowledge Integration ◽  
Boundary Work ◽  
Boundary Objects ◽  
Structured Interviews ◽  
Content Type ◽  
Integration Mechanisms ◽  
And Performance

PurposeThis paper investigates the role of boundary objects and boundary work in the integration of risk management (RM) and performance management (PM) systems. In particular, the paper combines theoretical insights with an empirical focus to examine how shared contexts are created through the boundary work performed by key actors across knowledge boundaries.Design/methodology/approachThe paper develops an exploratory qualitative case study from a local government context. The methodology is based on document analysis and semi-structured interviews.FindingsBoundary objects can act as knowledge integration mechanisms, allowing key actors to understand the meanings and uses of RM and PM practices. The paper shows how collaborative versus competitive boundary work exerted by key actors can explain the creation of shared contexts leading to integration between RM and PM.Originality/valueThe results contribute to the debate about the integration of RM with other managerial systems. Differently from previous research, the integration theme is addressed in the present work by looking specifically to the integration between RM and PM. In doing so, the role of both boundary objects and the boundary work performed by relevant actors to demarcate their legitimacy and autonomy over preferred practices is portrayed.

scholarly journals Entrepreneurial preparedness: an exploratory case study of Chinese private enterprises

2014 ◽  
Vol 20 (4) ◽  
pp. 351-374 ◽  
Author(s):  
Catherine L. Wang ◽  
Mohammed Rafiq ◽  
Xiaoqing Li ◽  
Yu Zheng
Keyword(s):  
Future Research ◽  
High Tech ◽  
Private Enterprises ◽  
Longitudinal Case Study ◽  
Structured Interviews ◽  
Content Type ◽  
Exploratory Case Study ◽  
Entrepreneurial Management ◽  
Practical Implications

Purpose – The purpose of this paper is to advance the conceptualisation of entrepreneurial preparedness (EP), and study how EP occurs in new venture creation and management. Design/methodology/approach – The paper primarily draws evidence from an exploratory case study of two Chinese high-tech private enterprises operating in the healthcare industry in Beijing, following a two-stage sampling process: informal, purposive sampling; and formal, theoretical sampling. Qualitative data collected from multiple semi-structured interviews within each firm were analysed using a thematic analytical framework. Findings – The paper advances the conceptualisation of EP as a cumulative, social and purposeful learning process. Accordingly, the paper highlights the roles of experiential learning, social learning and entrepreneurial goals (both performance and learning goals) as mechanisms that enable EP in entrepreneurial management. Research limitations/implications – The findings reveal idiosyncrasies of EP in a particular context. Future research may investigate different types of entrepreneurs or entrepreneurial firms. Furthermore, this study uses triangulation of retrospective interview data with concurrent interview and secondary data. Future research may pursue concurrent longitudinal case study data to unpack real-time events in entrepreneurial management. Practical implications – The findings have practical implications for entrepreneurs and “would-be” entrepreneurs to better understand their learning needs and how they can prepare themselves for entrepreneurial challenges. Originality/value – EP as an emerging concept within the entrepreneurial learning (EL) literature requires conceptual and empirical development. The paper advances the conceptualisation of EP, supported with empirical evidence. By articulating the cumulative, social and purposeful nature of EP, the paper contributes to the understanding of the human and social dynamics of EL.

Competitive productivity in South African public–private partnerships

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Daniella Fjellstrom ◽  
Paul Frick
Keyword(s):  
South African ◽  
Government Policy ◽  
Research Question ◽  
Qualitative Interviews ◽  
National Level ◽  
Secondary Data ◽  
Content Type ◽  
Moderating Factors ◽  
And Performance

PurposeThis study aims to develop the concept of competitive productivity focussing on the interplay between national competitive productivity (NCP) and firm competitive productivity (FCP) based on the following research question: how does the competitive productivity framework explain the influence that government has on public–private procurement programmes?Design/methodology/approachA case study is conducted on the South African Renewable Energy Independent Power Producer Procurement Programme. Data were collected using an exploratory, mixed methods design, starting with national level secondary data on five bid windows between 2011 and 2014, followed by eight in-depth qualitative interviews with industry experts.FindingsThe findings indicate that non-financial factors, such as trust (through consistent and transparent government policy) as well as a pragmatic attitude on the part of government, increased competition and ultimately resulted in a productive procurement process.Social implicationsBy understanding what moderating factors influence competitiveness in African procurement programmes, using competitive productivity (CP) as a framework, the research contributes to development of government policy and procurement programmes. Incidentally, there is little doubt that improving infrastructure and in turn a greater percentage of access to electricity leads to increased competitiveness of the nation, firms and individuals, thus enabling companies to grow and operate with more stability.Originality/valueOriginality is demonstrated through the interplay of NCP and FCP, where the constructs of culture, benchmarking and performance were found to have the strongest influence of the six constructs of the CP model.

Spin-in and spin-out for growth – On the acquisition and divestiture of high-tech firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christina Öberg
Keyword(s):  
Single Case ◽  
Secondary Data ◽  
Study Data ◽  
High Tech ◽  
Strategic Decisions ◽  
Resource Based View ◽  
Content Type ◽  
Company Growth ◽  
A Company

PurposeThis paper describes and discusses company spin-ins and spin-outs as a means to understand company growth in a dynamic context. The following question is asked: How can growth be understood in spin-ins and spin-outs of innovative firms? The paper suggests return on capabilities as a measure to understand growth in an open innovation context.Design/methodology/approachThe empirical part of the paper consists of a single case study. Data was captured through interviews and secondary data sources.FindingsThe paper points to that resources alone do not explain strategic decisions by a company and how spin-ins and spin-outs result from the need for capabilities, changes in business foci and temporary solutions to deal with overcapacities or lack of alternatives.Originality/valueThe paper contributes to research by discussing contemporary issues in strategy and innovation and relating them to the resource-based view and the growth of the firm. Spin-outs, and acquisitions and divestitures as interlinked events have rarely been focused on in the literature, while they remain frequent phenomena in practice.

Teaching companies how to be entrepreneurial: cultural change at all levels

2019 ◽  
Vol 40 (2) ◽  
pp. 59-67 ◽  
Author(s):  
Laurence Murray Gillin ◽  
Rebecca Gagliardi ◽  
Laura Hougaz ◽  
David Knowles ◽  
Michael Langhammer
Keyword(s):  
Cultural Change ◽  
Entrepreneurship Education ◽  
Management Style ◽  
Added Value ◽  
Entrepreneurial Activity ◽  
Longitudinal Case Study ◽  
Content Type ◽  
And Performance ◽  
The Impact

Purpose This case study aims to show how a strategic intervention, using an in-house delivered university entrepreneurship education program, cultivates an entrepreneurial mindset and effective innovation culture amongst company staff. The intervention produces a measured change in staff decision making style from analytical to a more intuitive style. Also assessed is the resulting management-style change to the firm’s internal environment, strategic motivation and performance. Design/methodology/approach Through a qualitative longitudinal study of Partners and staff in the firm, the authors measure the impact of the selection, integration and performance of in-house entrepreneurship education on firm culture. Findings The authors identify organisation factors that inhibit staff entrepreneurial behaviour and by integrating an in-house education intervention, demonstrate unambiguously the resultant effective culture and entrepreneurial mindset. Research limitations/implications Generalising results from this single longitudinal case study requires caution. The positive outcome from the in-house education concept can be considered for further evaluation within other organisations. Practical implications Using an entrepreneurial health-audit to assess in-firm cultural behaviour enables management to identify factors fostering/inhibiting entrepreneurial activity and devise interventions to cultivate a firm-wide entrepreneurial mindset. Originality/value In-house education is not a new concept, but a targeted focus on entrepreneurship applied strategically to a committed firm shows outstanding results. The added-value is in the demonstrated enhancement to effective innovation outcomes.

Take-off or abort? Chief Smith and Flight Line in NAS Ionian

2018 ◽  
Vol 14 (1) ◽  
pp. 6-24
Author(s):  
Christina Sue-Chan ◽  
Kelly Fisher
Keyword(s):  
Organizational Behavior ◽  
Performance Management ◽  
Leadership Style ◽  
Secondary Data ◽  
Diversity Management ◽  
Management Training ◽  
Primary Data ◽  
Content Type ◽  
Line Work ◽  
And Performance

Synopsis This case presents the leadership challenges that Chief Petty Officer Amanda Smith navigated as the first woman assigned to lead a Flight Line work center at NAS Ionian, an organization that was characterized by a culture of “hegemonic masculinity.” Failure to effectively lead the work center could have catastrophic consequences, including death of service personnel. Flight Line work centers, located in naval air stations throughout the world, serviced the air operations of aircraft carriers of the US Navy and provided allied air support. The assignment was a test of Smith’s leadership because the NAS Ionian Flight Line had experienced a spate of misconduct by personnel and had failed important maintenance inspections. Chief Smith was tasked to improve the morale and performance of the work center’s sailors who had diverse personal and professional backgrounds. She was also directed to ensure that the work center passed important maintenance inspections despite the challenges of dealing with subordinates, rank peers, and senior officers who had never previously worked with a woman in her role. Research methodology The case study is based on primary data collected from the protagonist, a.k.a. Amanda Smith. The primary data are supplemented with secondary data from published sources. The names of the air station and the protagonist have been altered to protect the identity of individuals in the case. Relevant courses and levels The case is applicable to senior undergraduate courses in HRM performance or talent management, training and development as well as in MBA or other Master’s level courses in management, industrial-organizational psychology, organizational behavior and leadership. Theoretical bases The case deals with leadership style (e.g. Initiating structure – organizing work, giving structure to the work context, defining role responsibility, scheduling work activities; consideration – building camaraderie, respect, trust, and liking between leaders and followers); organizational culture; diversity management; power and influence; and performance management.

Supporting start-up business model design through system dynamics modelling

2017 ◽  
Vol 55 (1) ◽  
pp. 57-80 ◽  
Author(s):  
Federico Cosenz
Keyword(s):  
System Dynamics ◽  
Performance Management ◽  
Business Model ◽  
Business Strategy ◽  
Single Case ◽  
Content Type ◽  
Business Modelling ◽  
Start Up ◽  
And Performance

Purpose The purpose of this paper is to explore how system dynamics (SD) modelling can provide a methodological support to business model (BM) design with the intent to better communicate business strategy and manage performance. Design/methodology/approach After a literature review of the field and an analysis of the strengths and limitations of conventional BM frameworks, the paper illustrates and discusses an approach that combines such a framework with SD modelling. A single-case study design was selected to explore the implications and limitations of using this combined approach to business modelling. Findings The methodological support provided by SD to BM design may effectively improve business strategy communication and performance management through both the adoption of a systemic and flexible perspective able to identify and analyse the main cause-and-effect relationships between the key-elements of the business strategy, and the use of a simulation technique that contributes in understanding how a firm operates, and its prospective performance over time. Originality/value Growing interest for BMs appears in the recent strategic management literature with research highlighting strengths and shortcomings. However, few attempts have been produced to overcome such limitations, while the adoption of SD is relatively new in supporting BM design.

scholarly journals Practice coordination by principles: a contemporary MNC approach to coordinating global practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alexander Kristiansen ◽  
Roger Schweizer
Keyword(s):  
Multinational Corporations ◽  
Design Methodology ◽  
Qualitative Data ◽  
Management Practices ◽  
Single Case ◽  
High Tech ◽  
Content Type ◽  
And Performance ◽  
Practical Implications

Purpose In the mainstream international business literature on multinational corporations (MNCs), an authoritative central headquarter (HQ) that transfers standardised practices to its subsidiaries remains the norm. This study aims to explore how MNCs coordinate their management practices through principles. Design/methodology/approach The paper draws on empirical findings from a qualitative in-depth single case study based on evidence-rich qualitative data including observations from how a high-tech MNC headquartered in Sweden coordinates its development practices. Findings An alternative informal coordination approach (i.e. coordination by principles) is identified. Additionally, antecedents and implications of the approach are presented. Practical implications Coordination by Principles may facilitate the internalisation of practices and be a feasible compromise between context adaptation and traditional standardisation, particularly for MNCs with highly heterogeneous research and development operations. Originality/value This paper highlights the importance of acknowledging that firm practices often are based on management ideas that HQs adopt to prevent loss of legitimacy. As such, this study contributes to the scarce literature that critically questions the assumption that HQs solely transfer practices to subsidiaries to improve subsidiary efficiency and performance.

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