scholarly journals The roles of performance measurement and management in the development and implementation of business ecosystem strategies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pietro Micheli ◽  
Gurpreet Muctor
Keyword(s):  
Performance Measurement ◽  
Data Gathering ◽  
Decision Makers ◽  
Strategy Execution ◽  
Content Type ◽  
Performance Targets ◽  
Business Ecosystem ◽  
Initial Strategy ◽  
Technology Corporation ◽  
Practical Implications

PurposePerformance measurement and management (PMM) systems have traditionally enabled strategy execution within and across firms. However, PMM have been criticized as overly static and deterministic and therefore inappropriate for emergent and dynamic contexts, such as those that characterize business ecosystems.The study aims to address the roles of organizational PMM practices in the development and implementation of business ecosystem strategies.Design/methodology/approachThe authors carried out a qualitative, longitudinal study during 2016–2020 at a Japanese multinational technology corporation attempting to create an ecosystem strategy to expand its market and diversify its offering. The authors collected interview, observation and archival data, spanning the period from framing the initial strategy to establishing the ecosystem.FindingsThe process of developing and implementing the ecosystem strategy was emergent and highly iterative, rather than planned and linear, eventually requiring key decision-makers in the company to challenge some of their deeply held assumptions. PMM practices first acted as barriers to ecosystem development by promoting an excessive focus on revenue generation. Once modified, PMM helped capture, convey and reassess the ecosystem strategy. Performance targets, indicators and strategy maps were not just data gathering and reporting mechanisms but key means to express competing perspectives.Practical implicationsWhen developing an ecosystem strategy, managers should adopt a participatory and iterative approach, reviewing the complementary effects of various PMM tools at different points in time.Originality/valueThe study is among the first to provide an in-depth account of ecosystem strategy creation and implementation and to identify the diverse roles and effects of PMM practices in dynamic and complex contexts.

Size does matter – span of control in hospitals

2017 ◽  
Vol 31 (2) ◽  
pp. 192-206 ◽  
Author(s):  
Christina Holm-Petersen ◽  
Sussanne Østergaard ◽  
Per Bo Noergaard Andersen
Keyword(s):  
Design Methodology ◽  
Hospital Staff ◽  
Leadership Capacity ◽  
Decision Makers ◽  
Span Of Control ◽  
Content Type ◽  
Frontline Leaders ◽  
Practical Implications

Purpose Centralization, mergers and cost reductions have generally led to increasing levels of span of control (SOC), and thus potentially to lower leadership capacity. The purpose of this paper is to explore how a large SOC impacts hospital staff and their leaders. Design/methodology/approach The study is based on a qualitative explorative case study of three large inpatient wards. Findings The study finds that the nursing staff and their frontline leaders experience challenges in regard to visibility and role of the leader, e.g., in creating overview, coordination, setting-up clear goals, following up and being in touch. However, large wards also provide flexibility and development possibilities. Practical implications The authors discuss the implications of these findings for decision makers in deciding future SOC and for future SOC research. Originality/value Only few studies have qualitatively explored the consequences of large SOC in hospitals.

How “The Three Rules” guide strategy and investment decisions at Deloitte Consulting LLP

2015 ◽  
Vol 43 (3) ◽  
pp. 7-14 ◽  
Author(s):  
Jim Moffatt
Keyword(s):  
Design Methodology ◽  
Large Scale ◽  
Investment Decisions ◽  
Decision Makers ◽  
Research Project ◽  
Content Type ◽  
First Case ◽  
Practical Implications ◽  
Thought Leadership

Purpose – This case example looks at how Deloitte Consulting applies the Three Rules synthesized by Michael Raynor and Mumtaz Ahmed based on their large-scale research project that identified patterns in the way exceptional companies think. Design/methodology/approach – The Three Rules concept is a key piece of Deloitte Consulting’s thought leadership program. So how are the three rules helping the organization perform? Now that research has shown how exceptional companies think, CEO Jim Moffatt could address the question, “Does Deloitte think like an exceptional company?” Findings – Deloitte has had success with an approach that promotes a bias towards non-price value over price and revenue over costs. Practical implications – It’s critical that all decision makers in an organization understand how decisions that are consistent with the three rules have contributed to past success as well as how they can apply the rules to difficult challenges they face today. Originality/value – This is the first case study written from a CEO’s perspective that looks at how the Three Rules approach of Michael Raynor and Mumtaz Ahmed can foster a firm’s growth and exceptional performance.

Who’s making the decisions? How managers can harness artificial intelligence and remain in charge

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pooya Tabesh
Keyword(s):  
Artificial Intelligence ◽  
Machine Learning ◽  
Decision Making ◽  
Big Data ◽  
Digital Transformation ◽  
Decision Processes ◽  
Decision Makers ◽  
Content Type ◽  
Human Decision ◽  
Practical Implications

Purpose While it is evident that the introduction of machine learning and the availability of big data have revolutionized various organizational operations and processes, existing academic and practitioner research within decision process literature has mostly ignored the nuances of these influences on human decision-making. Building on existing research in this area, this paper aims to define these concepts from a decision-making perspective and elaborates on the influences of these emerging technologies on human analytical and intuitive decision-making processes. Design/methodology/approach The authors first provide a holistic understanding of important drivers of digital transformation. The authors then conceptualize the impact that analytics tools built on artificial intelligence (AI) and big data have on intuitive and analytical human decision processes in organizations. Findings The authors discuss similarities and differences between machine learning and two human decision processes, namely, analysis and intuition. While it is difficult to jump to any conclusions about the future of machine learning, human decision-makers seem to continue to monopolize the majority of intuitive decision tasks, which will help them keep the upper hand (vis-à-vis machines), at least in the near future. Research limitations/implications The work contributes to research on rational (analytical) and intuitive processes of decision-making at the individual, group and organization levels by theorizing about the way these processes are influenced by advanced AI algorithms such as machine learning. Practical implications Decisions are building blocks of organizational success. Therefore, a better understanding of the way human decision processes can be impacted by advanced technologies will prepare managers to better use these technologies and make better decisions. By clarifying the boundaries/overlaps among concepts such as AI, machine learning and big data, the authors contribute to their successful adoption by business practitioners. Social implications The work suggests that human decision-makers will not be replaced by machines if they continue to invest in what they do best: critical thinking, intuitive analysis and creative problem-solving. Originality/value The work elaborates on important drivers of digital transformation from a decision-making perspective and discusses their practical implications for managers.

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.

Blinded by the light? Analyzing sustainability authenticity, customer service perceptions, and halo effects

2019 ◽  
Vol 30 (1) ◽  
pp. 117-139 ◽  
Author(s):  
Clinton Amos ◽  
Sebastian Brockhaus ◽  
Amydee M. Fawcett ◽  
Stanley E. Fawcett ◽  
A. Michael Knemeyer
Keyword(s):  
Supply Chain ◽  
Customer Service ◽  
Design Methodology ◽  
Corporate Sustainability ◽  
A Priori ◽  
Decision Makers ◽  
Behavioral Experiments ◽  
Content Type ◽  
Sustainability Initiatives ◽  
Practical Implications

PurposeThe purpose of this paper is to evaluate how service perceptions influence customer views of the authenticity of corporate sustainability claims. The goal of this paper is to help supply chain decision-makers better understand boundary conditions in order to design more enduring and impactful sustainability programs.Design/methodology/approachThe authors employ behavioral experiments, subjecting two theoretically derived hypotheses to verification across five diverse industries and two distinct sustainability vignettes.FindingsCustomer service perceptions emerge as a significant boundary condition to the perceived authenticity of sustainability efforts. Subjects attributed significantly higher authenticity toward sustainability efforts in above average vs below average service quality contexts. Further, respondents attributed deceptive motivations to sustainability efforts at companies with below average service.Research limitations/implicationsThe authors confirm the underlying tenet of social judgment theory, which suggests thata prioriperceptions create a zone of acceptability or rejection. Ultimately, investing in sustainability can lead to counterproductive cynicism.Practical implicationsThe authors infer that customers’ willingness to give companies credit for sustainability initiatives extends beyond service issues to any practice that influencesa prioriperceptions. Supply chain managers must rethink their role in designing both customer service and sustainability systems to achieve positive returns from sustainability investments.Originality/valueThe authors challenge the assumption that customers universally positively view sustainability efforts. If customers holda priorinegative service perceptions, otherwise well-designed sustainability programs may invoke cynical reactions. Thus, sustainability programs may not inoculate firm reputations from adverse incidents. Given they touch both service and sustainability systems, supply chain managers are positioned to holistically influence their design for competitive advantage.

Performance measurement and management systems as IT artefacts

2018 ◽  
Vol 67 (7) ◽  
pp. 1214-1233 ◽  
Author(s):  
Marie Marchand ◽  
Louis Raymond
Keyword(s):  
Performance Measurement ◽  
Design Methodology ◽  
Business Value ◽  
Management Systems ◽  
Nomological Network ◽  
Content Type ◽  
It Business Value ◽  
Effective Use ◽  
Practical Implications ◽  
And Task

Purpose Considering performance measurement and management systems (PMMS) to be “mission-critical” information systems for many business organisations, calls have been made for researchers to shift from studying the use of such systems to studying their “effective” use, and in so doing to focus on their characterisation as information technology (IT) artefacts. The paper aims to discuss this issue. Design/methodology/approach In seeking to answer these calls, the authors apply Burton-Jones and Grange’s theoretical framework to study the dimensions, contextual drivers and benefits of the effective use of PMMS. This is done through a field study of 16 PMMS artefacts as used in small- and medium-sized enterprises (SMEs). Findings In characterising, contextualising and valuing the effective use of PMMS, this study provides answers to the following questions: What constitutes the effective use of PMMS? What are the user, artefactual and task-related drivers of such use? And what are the benefits for SMEs of using performance measurement and management (PMM) systems effectively? Practical implications With regard to the design of a PMMS artefact, the findings imply that one should concentrate on those artefactual attributes that most enable informed action on the part of owner-managers, as it is these actions have the greater consequences for the realisation of IT business value in SMEs. Moreover, the nomological network resulting from this research provides the theoretical and methodological underpinnings of a diagnostic tool meant to develop the PMM function in SMEs. Originality/value This study provides further empirical grounding and understanding. This study provides further empirical grounding and understanding of the concept of effective use, as well as further applicability and actionability to this concept and to the nomological network of its dimensions, contextual drivers and benefits in the case of PMMS and in the context of SMEs.

Avoiding the strategy execution pitfalls

2016 ◽  
Vol 32 (5) ◽  
pp. 16-18
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Implementation Process ◽  
Strategy Implementation ◽  
Cutting Edge ◽  
Strategy Execution ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Dilemmas do not signal that a strategy is flawed or that leadership is failing. Rather, they are part and parcel of the strategy implementation process. They present consequential choices that need to be understood and addressed. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Entrepreneurial ecosystems: a systematic review

2018 ◽  
Vol 12 (4) ◽  
pp. 545-564 ◽  
Author(s):  
Parisa Maroufkhani ◽  
Ralf Wagner ◽  
Wan Khairuzzaman Wan Ismail
Keyword(s):  
Systematic Review ◽  
Information Exchange ◽  
Decision Makers ◽  
Content Type ◽  
Entrepreneurial Ecosystems ◽  
Science Index ◽  
Local Decision ◽  
State Of Research ◽  
Local Decision Makers ◽  
Practical Implications

PurposeThe literature on entrepreneurial ecosystems is fragmented, and yet, no studies have paid attention to integrating the available studies. The purpose of this study is to provide a systematic review of contributions related to entrepreneurial ecosystems.Design/methodology/approachThis literature review evaluates studies that are covered in the Web of Science index.FindingsIn addition to the recent state of research (covering industries, geographical scopes, methodologies, etc.), this study provides an extension of Isenberg’s (2011) model of entrepreneurial ecosystems.Research limitations/implicationsA new avenue arises for both conceptual and empirical research by emphasizing crowdsourcing as a contributing element for the entrepreneurial ecosystem. Future studies can evaluate the effectiveness of different types of crowdsourcing profoundly to make sure whether creating a promising ecosystem all types of crowdsourcing have a similar value or impact.Practical implicationsFor public policy and local decision-makers, both collaboration opportunities and interaction interfaces between the stakeholders of the entrepreneurial need to be reconsidered in the design of entrepreneurial ecosystems.Social implicationsHigher degrees of collaboration, information exchange and innovation are likely to yield favorable entrepreneurship environments.Originality/valueNovelty of this study arises from integrating crowdsourcing theory in the systematic review of entrepreneurial ecosystems.

An integrated fuzzy SWARA and fuzzy AD approach for outsourcing provider selection

2019 ◽  
Vol 30 (2) ◽  
pp. 531-552 ◽  
Author(s):  
Selçuk Perçin
Keyword(s):  
Evaluation Criteria ◽  
Decision Makers ◽  
Ratio Analysis ◽  
Functional Requirements ◽  
Content Type ◽  
Practical Applications ◽  
Chemical Company ◽  
Order Preference ◽  
Practical Implications

Purpose Unlike previous literature, this study offers a novel integrated fuzzy approach to the field of outsourcing decisions. The purpose of this paper is to use design ranges of evaluation criteria that satisfy the functional requirements (FRs) of decision makers to solve the outsourcing provider selection problem. Design/methodology/approach In this study, considering the expected significance of outsourcing evaluation criteria, and the FRs of decision makers expressed in linguistic terms, a robust multi-criteria decision-making (MCDM) tool based on the integrated use of fuzzy Step-wise Weight Assessment Ratio Analysis and weighted fuzzy axiomatic design methods is proposed for use in decision process. Findings The proposed method is applied to a Turkish chemical company. A sensitivity analysis is performed and the outcomes of the proposed integrated framework are compared with those of other MCDM methods such as fuzzy-based Technique for Order Preference by Similarity to Ideal Solution, fuzzy Vise Kriterijumska Optimizacija I Kompromisno Resenje and fuzzy Multi-Objective Optimization on the basis of Ratio Analysis. This validates the usefulness and practicality of the proposed methodology. Practical implications The main contribution of this study is that it defines specific requirements that will assist company managers in eliminating alternatives that do not satisfy the needs and expectations of their company. Originality/value This paper compares the present study with other studies in the field of manufacturing. Additionally, it provides a well-documented case study, which makes the paper of value to researchers interested in the practical applications of MCDM methods.

Exploring the nexus between integrated reporting and sustainability embeddedness

2019 ◽  
Vol 10 (5) ◽  
pp. 822-843 ◽  
Author(s):  
Catherine Le Roux ◽  
Marius Pretorius
Keyword(s):  
Stock Exchange ◽  
Single Case ◽  
Listed Company ◽  
Data Gathering ◽  
Integrated Reporting ◽  
Content Type ◽  
Multiple Data ◽  
Practical Implications ◽  
Insight Into

Purpose This paper aims to explore the nexus between integrated reporting and sustainability embeddedness. It seeks to contribute to a better understanding of the nexus by obtaining in-depth insight from the sensemaking of those in practice. Design/methodology/approach A single exploratory case study design strategy was applied to a leading stock exchange listed company in the property industry in South Africa. Rich qualitative data were gathered by applying multiple data gathering techniques to a diverse group of employees within the case company. Findings This empirical study contributes a metaphor of a cog and chain and nine themes that elucidate employee sensemaking at the nexus. Integrated reporting was found to drive sustainability embeddedness and foster changes within the organisation. The themes offer in-depth insight into how employees made sense of integrated reporting as a driver for sustainability embeddedness. Research limitations/implications The findings emerged from a single case study that operated in a mandatory disclosure context and are therefore not generalisable. The findings reflect the intended outcomes of integrated reporting and further research to explore the unintended outcomes and challenges associated with integrated reporting is suggested. Practical implications The study contributes to a growing practice based agenda by offering a better understanding of how integrated reporting and sustainability are conceptualised and adopted in practice. Social implications The findings offer organisations’ guidance on integrated reporting and sustainability embeddedness adoption which can have vast implications for society and the environment. Originality/value The study responds to gaps in the literature and calls for studies to explore the intersection between integrated reporting and sustainability embeddedness by engaging those in practice.

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