Framework on strategic competence performance – a case study of a UK NHS organization

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chris Darling ◽  
Krishna Venkitachalam
Keyword(s):  
Organizational Performance ◽  
Health Unit ◽  
Environment Analysis ◽  
Strategic Competence ◽  
Content Type ◽  
Performance Framework ◽  
Partner Organization ◽  
Improved Performance ◽  
Private Sector Organizations

PurposeExtant literature on strategic environment analysis confirm broad evidence of studies on competences in the context of private sector organizations. Nevertheless, there is a growing interest and evidence of strategic competence in public sector organizations seeking to deliver improved performance. This paper attempts to determine the strategic competences of a National Health Service (NHS) unit for better organizational performance.Design/methodology/approachBased on the qualitative analysis of empirical evidence collected in a UK based NHS case study organization, we arrive at a strategic competence performance framework for the health unit using research carried out through interviews with employees and partner organization members.FindingsBy examining a UK-based qualitative case study, the proposed framework puts forward four strategic competence pillars vital for delivering organizational performance and effectively managing the environment of NHS unit's operations. The four strategic competences that are identified to foster NHS unit's performance are strategic leadership, staff engagement, knowledge transfer and partnership working.Originality/valueThe study examines the environment in which a UK based NHS health unit operates and identify the different strategic competences to deliver organizational performance.

Supply chain technologies, interorganizational network and firm performance

2019 ◽  
Vol 50 (3) ◽  
pp. 333-354 ◽  
Author(s):  
Ellie Falcone ◽  
John Kent ◽  
Brian Fugate
Keyword(s):  
Supply Chain ◽  
Organizational Performance ◽  
Network Performance ◽  
Interorganizational Networks ◽  
Technological Innovations ◽  
Interorganizational Network ◽  
Content Type ◽  
Study Approach ◽  
Performance Framework

Purpose Supply chain management literature recognizes that interorganizational networks provide resources that convey critical benefits, such as capital, competitive advantage and efficient strategy implementation. The purpose of this paper is to leverage network theory and identify technological innovations as the antecedents for organizations to achieve stronger interorganizational networks. Specifically, this paper investigates how supply chain technologies of its logistics affiliate, Cainiao Network (CN), affect Alibaba Group’s three fundamental network mechanisms reachability, richness and receptivity and how interorganizational networks subsequently drive Alibaba Group’s performance. Design/methodology/approach A case study approach was chosen as a methodology to develop an in-depth understanding of the proposed innovations-network-performance framework. Findings Results indicate that innovative technologies positively lead to network reachability, richness and receptivity. Stronger interorganizational networks directly lead to higher performance. In addition, CN is identified as a unique innovative business model. Originality/value The key contribution of this research is that it investigates Alibaba Group’s performance from a network and innovation perspective. It identifies technological innovations as a key driver for stronger interorganizational networks. Furthermore, three network mechanisms are introduced and investigated as the antecedents of organizational performance. This research also provides a comprehensive description of Alibaba Group and CN.

E-Government Organizational Performance Framework

2010 ◽  
pp. 144-165
Author(s):  
Susheel Chhabra ◽  
Mahadeo Jaiswal
Keyword(s):  
Regression Analysis ◽  
Linear Regression ◽  
Organizational Performance ◽  
State Government ◽  
Linear Regression Analysis ◽  
Performance Framework ◽  
Efficiency And Effectiveness ◽  
Enhance Efficiency ◽  
Log Linear

The objective of this chapter is to design an e-government organizational performance framework and to suggest ICTs solutions through a case study of Haryana state government in India so as to enhance efficiency and effectiveness of services provided to citizens. The framework is suggested using responses collected from 150 government departments. The ICTs solutions were validated by data collected from 90 e-government experts. A log linear regression analysis is used to develop the framework. The framework with minor modifications can be developed for similar other e-government settings.

Funding sources and performance management systems: an empirical study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manzurul Alam ◽  
Megan Paull ◽  
Anne Peachey ◽  
David Holloway ◽  
John Griffiths
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Performance ◽  
Performance Management ◽  
Single Case ◽  
Management Systems ◽  
Structured Interviews ◽  
Content Type ◽  
Performance Management Systems ◽  
Funding Sources

Purpose The purpose of this paper is to explore how performance management systems in nonprofit organizations are influenced by their funding sources. It explains how resources motivate organizations to diversify their strategies with attended performance management systems. Design/methodology/approach It adopts a qualitative case study approach involving semi-structured interviews with key informants in a nonprofit organization to understand the evolving nature of performance management systems associated with different funding sources. Findings The findings suggest that the case study organization changed its revenue base along with its performance management systems to satisfy the reporting and accountability requirements of different funding sources. Despite external funding sources detailing different restrictions and requirements, the overall performance management system was able to manage these different expectations. Research limitations/implications This study is based on a single case study, and its findings need to be interpreted with care, as there are differences between nonprofit organizations because they differ in their environments, services and funding. Originality/value This paper contributes to extant knowledge on how organizational performance management is influenced by funding sources, providing insights at the operational and governance levels.

Exploring the performance effects of performance measurement system use in maintenance process

2014 ◽  
Vol 20 (4) ◽  
pp. 377-401 ◽  
Author(s):  
Jaakko Tätilä ◽  
Pekka Helkiö ◽  
Jan Holmström
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Single Case ◽  
Performance Measurement System ◽  
Content Type ◽  
System Use ◽  
Performance Effects ◽  
Improved Performance ◽  
Maintenance Process

Purpose – The intended function of performance measurement is to support the effective management of an organisation and the improvement of organisational performance. However, how performance measurement should be used operationally to support the achievement of improved performance is not self-evident. The purpose of this paper is to examine the operational use of performance measurement in practice and to describe how different use practices contribute to improved performance. Design/methodology/approach – The authors conducted an exploratory single case study in a maintenance process. Data were collected using a mixed methods approach that encompassed qualitative meetings and interviews (identification of usage practices) followed by a quantitative survey (elaboration of usage practices and their performance effects). Findings – Three usage practices are relevant: Inspect and Improve, Motivate, and Decision Making. Improved performance is best achieved through motivational and supportive improvement use. Furthermore, performance measurement systems must be designed properly to establish their use. Research limitations/implications – Being based on a single-case study, the identified usage practices may be limited to field service organisations or other organisations with similar organisational structures. The findings suggest opportunities for further research linking operational performance measurement system use and the body of knowledge on the design and purpose of performance measurement in maintenance processes. Practical implications – A performance measurement system can be used as a motivational improvement tool in operational level leadership. Upper level management must support its use by designing an understandable and applicable system. Originality/value – This paper identifies specific usage practices that contribute to improved performance, thereby providing a more detailed view than the usage categories found in the extant literature. The focus is on operational, rather than strategic, level management.

Complexity and leadership: the case of a military organization

2019 ◽  
Vol 27 (5) ◽  
pp. 1522-1541 ◽  
Author(s):  
Alberto Surace
Keyword(s):  
Organizational Performance ◽  
Organizational Effectiveness ◽  
Organizational Design ◽  
Complex Dynamics ◽  
Complex Adaptive System ◽  
Single Case ◽  
Living Organism ◽  
Content Type ◽  
Military Organization

Purpose This paper aims to adopt the complexity theory (CT) as a frame of reference to analyze leadership action within a military organization. Through the CT framework, it considers a military organization as a complex adaptive system (CAS), which evolves and adapts to the environment to survive, similarly to a living organism. This case study identifies complex dynamics, which are proper to CAS and it proposes avenues to harness them to increase organizational performance. Ultimately, this paper provides insights on how a CT framework may be used in describing and understanding an effective leadership action and grant it with mechanisms to measure its effectiveness. Design/methodology/approach This paper rests on a single case study, which examines a leadership action in a military organization. Capitalizing on privileged access to top managers of an Air Force’s Major Command, the author carried out tailored surveys aimed at identifying organizational leadership effectiveness. Findings Based on these data, the study provides qualitative evidence that suggests a relevant relationship between CT-based leadership action and organizational effectiveness. Originality/value The CT-based leadership approach challenges the paradigm of ordered, hierarchical organizational design by proposing a more flexible, networked approach in relation to organizational effectiveness. The complexity-based approach to leadership proposed in this paper suggests an adaptive leadership model that better corresponds to complex human organizations, and helps leaders identify more effective management solutions.

scholarly journals Lean production in agribusiness organizations: multiple case studies in a developing country

2017 ◽  
Vol 8 (3) ◽  
pp. 335-358 ◽  
Author(s):  
Eduardo Guilherme Satolo ◽  
Laiz Eritiemi de Souza Hiraga ◽  
Gustavo Antiqueira Goes ◽  
Wagner Luiz Lourenzani
Keyword(s):  
Organizational Performance ◽  
Case Studies ◽  
Production System ◽  
Global Economy ◽  
Lean Production ◽  
Structured Interviews ◽  
Content Type ◽  
System Use ◽  
Multiple Case

Purpose This paper aims to conduct case studies in companies of different branches of the agribusiness sector to analyze the degree of adherence to lean production system, considering the use of techniques and tools, and how the specificities of the agribusiness system work. Design/methodology/approach By contributing to the refinement of the theory, multiple type case studies were conducted in eight agribusiness units from different branches by applying structured interviews, on-site visits and document analysis. The comparative analysis of the cases occurred focusing on the degree of adherence to lean production system; use of techniques and tools; and influence of the specificities of agribusiness systems. Findings The adoption of lean production system occurs as an improvement mechanism of organizational performance. However, it is necessary to advance in the formalization of the actions, which need to encourage the creation of new leaders who spread the organizational philosophy. When comparing the degree of adherence to lean production with the use of techniques and tools, it was observed that there is no direct relationship, indicating that each organization should select only the techniques and tools that will improve their own organizational performance. At last, the specific characteristics of seasonality of consumption, quality and health surveillance and sociological aspects of the food have high influence on surveyed agribusiness systems, and its effects can be minimized by the techniques and tools associated with lean production system. Research limitations/implications The analysis is valid for the universe investigated due to the specific characteristic of the case study. Originality/value The literature regarding the lean production philosophy is vast; however, the agribusiness segment, one of the major sectors of the global economy, features a large gap in literature. This study is one of the first original papers to report this reality.

Comparing two approaches to team building: a performance measurement evaluation

2017 ◽  
Vol 23 (7/8) ◽  
pp. 333-351 ◽  
Author(s):  
Maria Vincenza Ciasullo ◽  
Silvia Cosimato ◽  
Matteo Gaeta ◽  
Rocco Palumbo
Keyword(s):  
Organizational Performance ◽  
Team Building ◽  
Management Approach ◽  
Top Down ◽  
Convenience Sample ◽  
Bottom Up ◽  
Content Type ◽  
Small Family ◽  
Delivery Times

Purpose This paper reports a study that compares two different team-building approaches. The first one is the traditional top-down management approach. The second one is a hybrid bottom-up approach based on the consensus model. The aim of this paper is to determine which of the two approaches is the most effective across a number of performance measurements. Design/methodology/approach A case study is presented using data collected and analysed from a small family-owned vehicle maintenance firm. A mixed methods approach to data collection is utilized, including participant observation, focus groups, survey questionnaires and organizational performance reports. A convenience sample of eight routine maintenance jobs was selected for team performance comparison purposes. The measures used for comparing the two team approaches were lead time, customer satisfaction ratings and employees’ satisfaction ratings. Findings The teams assembled using the consensus approach performed better than those selected using the traditional top-down approach across all three performance measures, i.e. the jobs were completed faster and both customers and employees were more satisfied. Research limitations/implications This is an exploratory case study limited to one small family-owned business and, as such, findings may not be generalizable. Practical implications As an alternative to manager selected work teams, managers should involve and empower employees to select their own teams. This has the potential to offer benefits for both customers and employees of faster delivery times and increase satisfaction, as well as increase productivity for the firm. Originality/value This is the first field study to compare the performance of a hybrid, bottom-up approach to team building with the performance of a more traditional management, top-down approach to team building. It paves the way for a wider study to be conducted in the future to test the findings’ generalizability.

Measuring the impact of knowledge loss: a longitudinal study

2018 ◽  
Vol 22 (4) ◽  
pp. 721-758 ◽  
Author(s):  
Peter Rex Massingham
Keyword(s):  
Longitudinal Study ◽  
Psychological Contract ◽  
Negative Impact ◽  
Single Case ◽  
Knowledge Loss ◽  
Content Type ◽  
Partner Organization ◽  
Corporate Risk ◽  
The Impact

Purpose Knowledge loss caused by employee exit has become a significant corporate risk. This paper aims to explore how to measure the impact of knowledge loss. The paper is based on empirical evidence from a five-year longitudinal study. Design/methodology/approach This paper is based on a longitudinal change project for a large Australian Research Council Linkage Project grant in the period 2008-2013. The method was a single case study using a critical realism paradigm. The project was a transformational change programme which aimed to help make the partner organization a learning organization to minimize the impact of knowledge loss. The partner organization was a large Australian Government Department, which faced the threat of knowledge loss caused by its ageing workforce. The sample was 118 respondents, mainly engineering and technical workers. A total of 150 respondents were invited to participate in the study which involved an annual survey and attendance at regular training workshops and related activities, with a participation rate of 79 per cent. Findings The results found that knowledge loss has most negative impact in terms of organizational problems including low productivity (morale), strategic misalignment of the workforce (capability gaps), resource cuts (stakeholders unhappy with performance), decreased work quantity and quality (inexperienced employees), work outputs not being used (customers mistrust), longer time to competence (learning cost) and slow task completion (increased search cycle time). The second most significant impact was increased sense of risk associated with work activities and declining capacity to manage the risk. The third main impact was decreased organizational knowledge base: knowledge loss creates knowledge deficit which is unlikely to be filled over time, as shown by the knowledge accounts of surviving employees which remained stable overall. The two remaining measurement constructs – psychological contract and learning organizational capacity – improved, which suggests that the negative impact of knowledge loss may be addressed with appropriate knowledge management. Research limitations/implications The research is based on a single case study in a public sector organization. While the longitudinal nature of the study and the rich data collected offsets this issue, it also presents good opportunities for researchers and practitioners to test the ideas presented in this paper in other industry contexts. The complexity and range of the constructs, concepts and scale items is acknowledged. Tables have been used wherever possible to help the reader access the findings. Practical implications Knowledge loss is perhaps the greatest corporate risk facing organizations today. This paper provides a method to measure the impact of knowledge loss. Managers may use this to assess the significance of the risk and use this as a business case to take action to minimize the impact of knowledge loss. Originality/value Prior research has found knowledge loss has caused decreased psychological contract, lost organizational memory, inefficiency and ineffectiveness and declining capability; however, these concepts are discussed in broad terms only. This paper addresses the need for measurement concepts which helps us understand the nature of the impact of knowledge loss. Five knowledge loss concepts are developed: knowledge resources, psychological contract, learning organization capacity, risk management and organizational problems. The results are based on a large-scale longitudinal study providing empirical evidence of change over a three-year period, situated within the context of a research intervention, i.e. knowledge management programme.

Agility enhancement through agile manufacturing implementation: a case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rahul Kumar ◽  
Kanwarpreet Singh ◽  
Sanjiv Kumar Jain
Keyword(s):  
Organizational Performance ◽  
Business Performance ◽  
Agile Manufacturing ◽  
Business Environment ◽  
Content Type ◽  
Sustained Performance ◽  
Increase In Productivity ◽  
Present Case Study ◽  
Practical Implications

PurposeDynamic business environment has a deep influence on production and management related exercises. In order to remain competitive, organization needs to coordinate with continuous and unpredictable changes taking place in the market. Globalization of markets is posing competitive pressure on firms, which leads them to adopt a new manufacturing paradigm termed agile manufacturing (AM). The purpose of the present case study is to explore the contribution of AM towards agility and productivity enhancements in an Indian manufacturing company.Design/methodology/approachThe study is carried out at forging industry which has been assessed on certain key business performance indicators. The assessment highlighted various issues which had scope for improvement to enhance the agility of the organization. Therefore, a phase-wise implementation of AM is carried to reap the significant benefits as a result of AM implementation in the case study company. The methodology has been applied to decrease the inline rejection, increase the productivity and responsiveness of the organization.FindingsThe results revealed an improvement in performance score from 77.5 to 100. Further, an increase in productivity and reduction in line rejection has been achieved through the systematic implementation of AM.Practical implicationsThe study highlights the contributions of strategic AM implementation to organizational performance and highlights the need for successful management of AM practices for establishing sustained performance of the organization.Originality/valueThe contribution of the present work is the phase-wise implementation of AM in the case studied company.

(mis)Management of multiple tensions and coexisting conflicting dualities during restructuring: a paradox theory perspective from an emerging economy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nobin Thomas ◽  
Rajesh Kaduba Mokale ◽  
Patturaja Selvaraj
Keyword(s):  
Organizational Performance ◽  
Media Coverage ◽  
Third Party ◽  
Future Research ◽  
Organizational Restructuring ◽  
Content Type ◽  
Global Dynamic ◽  
Academic Publications ◽  
Paradox Theory

PurposeOrganizational scholars are intrigued about stakeholders who propose multiple and conflicting ideas about what is good for their organization. Such contradictions are called paradoxical tensions. Although researchers have singled these out for analysis, focusing only on individual tensions prevents scrutiny of multiple paradoxical tensions that simultaneously emerge and how effectively organizations can manage them. In complex environments – especially during an organizational restructuring – multiple and interrelated tensions occur. Therefore, the objective in this paper is to investigate how organizations create multiple paradoxical tensions and how the combined effect of such tensions can constrain organizations during restructuring. The authors thus aim to help managers think reflectively and to plan interventions to deal with issues arising from restructuring through the lens of paradox theory.Design/methodology/approachThe authors adopted purposive sampling for an archival research-based case study of a major restructuring of a leading IT firm in India in the decade 2009–2019. This study focused on the types of paradoxes created and the response of the organization to these during the restructure. The authors identified key events using public documents and news reports from that decade. They drew on two sources of data: mainstream media coverage and third-party documents about the company. The latter included monographs and academic publications written by critics, business historians and design and management scholars.FindingsThe findings address the gaps in the literature about how reorganizing during a restructure shapes the contradictions that lead to tensions and coexisting conflicting dualities, creating paradoxes. This study provides the reader with deeper insights into belonging, organizing, learning and performing tensions – core to paradox theory – along with their short- and long-term implications for organizational restructuring. The study demonstrates organizational responses to paradox and its practical implications for managers. The paradoxical nature of cultural–structural tensions in Indian organizations continues to be researched but, by focusing on paradox theory, the authors have opened doors for future research.Originality/valueAlthough there is no dispute that effective management of tensions can facilitate organizational performance, contradictory demands that lead to tensions have only intensified as organizational environments become more global, dynamic and competitive. Paradox theory is thus valuable for understanding tensions between equally valid principles, inferences and insights. Although this paper is based on a case study, the framework proposed here can form the basis for theoretical generalizability within certain limitations. Because organizations face similar paradoxical situations under competing demands during restructuring and because paradoxes are becoming increasingly prevalent in organizations, the authors expect their propositions to apply in other cases of restructuring. However, the authors would like to caution that the model developed here should be tested and refined in other contexts to more fully establish its validity and generalizability.

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