scholarly journals Strategy consensus and social practice: a perspective from public sector managers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jarrah Almansour ◽  
Demola Obembe
Keyword(s):  
Social Practice ◽  
Middle Managers ◽  
Single Case ◽  
Successful Implementation ◽  
Shared Understanding ◽  
Centralized Control ◽  
Consensus Formation ◽  
Content Type ◽  
Strategic Consensus ◽  
Practice Perspective

PurposeThe purpose of this paper is to investigate consensus formation among the top and middle managers during the strategy process. Specifically, the paper seeks to gain insight into the role of strategic consensus during the transition between strategy formulation and implementation.Design/methodology/approachAdopting a social practice perspective and a single case study approach, we undertook semi-structured interviews of twenty-seven managers working in a Kuwaiti Ministry. Data collected were analyzed using thematic analysis.FindingsWe found that social interaction among individuals with similar characteristics and shared understanding fosters consensus. Factors such as alignment of strategic priorities, managerial flux and centralized control contribute to the extent to which strategic consensus is achievable. Additionally, managerial turnover and lack of empowerment hamper the development of shared understanding. Finally, that consensus on strategy content is insufficient for effective intergroup communications.Originality/valueThe research contributes to the strategic consensus literature from a social practice perspective as it provides new insights into the dynamics between top managers and middle managers. Significantly, it highlights the importance and need for common understanding, as well as communications prioritization among managers for consensus development and successful implementation of organization strategy.

Implementing the open-source Koha-ILS at the Deutsche Schule Charlotte

2016 ◽  
Vol 32 (4) ◽  
pp. 253-269 ◽  
Author(s):  
Martin D. House
Keyword(s):  
Open Source ◽  
Selection Process ◽  
Single Case ◽  
Good Alternative ◽  
Lessons Learned ◽  
Online Support ◽  
Successful Implementation ◽  
Web Based ◽  
Content Type

Purpose This study aims to present the successful implementation of the Koha-integrated library system (ILS) for libraries that seek an open-source alternative. This study is best suited for small libraries with limited collections and limited funding. The selection process between Koha and Evergreen is described, as is cataloging, patron setup and library workflow changes. Finally, lessons learned are presented. Design/methodology/approach This is a case study which describes the events as they occurred between 2013 and 2014. Findings The Koha-ILS appears to be the open-source system with the most online support, easiest to install and manage. Although the experience of libraries may vary, the Deutsche Schule Charlotte library took the pragmatic approach. Koha was chosen because it could be successfully installed, had an intuitive and web-based interface and could be easily explained to volunteers. Research limitations/implications This is a single case study at a very small library. Practical implications This study broadly demonstrates the requirements for implementing the Koha-ILS and how it can be accomplished even with library volunteers. Social implications The Koha-ILS can be a good alternative, despite limitations, for small libraries who need a robust ILS system with few bells and whistles. Originality/value This study presents a finite view of the implementation and use of the Koha-ILS. The physical setting, availability of capable volunteers and administration’s willingness to experiment with a system may not be reproducible in other locales.

Communities of practice: control or autonomy?

2016 ◽  
Vol 37 (1) ◽  
pp. 11-18 ◽  
Author(s):  
Thibaut Bardon ◽  
Stefano Borzillo
Keyword(s):  
Communities Of Practice ◽  
Community Of Practice ◽  
Western Europe ◽  
Middle Managers ◽  
Single Case ◽  
Managerial Control ◽  
Content Type ◽  
Practical Implications ◽  
Practical Recommendations

Purpose – The purpose of this paper is to address the question of how two seemingly opposite principles – managerial control and autonomy – simultaneously affect, positively and negatively, managers’ motivation to develop together innovative practices in a community of practice (the Custoprog community). Design/methodology/approach – A single-case study was conducted in the Custoprog community, during which 22 semi-directive interviews with Custoprog members were conducted over a period of eight months. Members are all EuroAirport middle managers of EuroAirport (a Western Europe international airport). Findings – The findings highlight how Custoprog members experience the conflicting situation of enjoying some autonomy (granted by top management), while being subjected to some degree of managerial control. Our results focus on how these two opposite principles (control and autonomy) simultaneously (positively as well as negatively) affect the motivation of Custoprog members to develop innovative practices together. Research limitations/implications – The study is limited by the scope of the sample. Further research conducted in multiple communities of practice (CoPs) may therefore be useful for comparability purposes, and to generalize our results. Practical implications – We provide a set of practical recommendations to steer CoPs effectively, by achieving a delicate balance between control and autonomy. Originality/value – Our investigation contributes to understanding the strategic benefits of using CoPs as an informal means of developing and diffusing customer-related innovative practices.

Collaborative purchasing of complex technologies in healthcare

2015 ◽  
Vol 35 (3) ◽  
pp. 430-455 ◽  
Author(s):  
Chiara Gobbi ◽  
Juliana Hsuan
Keyword(s):  
Cultural Context ◽  
Single Case ◽  
Successful Implementation ◽  
Design Strategies ◽  
Content Type ◽  
Regional Institutions ◽  
Complex Technology ◽  
Design Options ◽  
Purchasing Group

Purpose – The purpose of this paper is to investigate how buyers and the vendors pursue alignment in collaborative purchasing (CP) of complex medical technologies. Design/methodology/approach – Through a literature review in CP, the paper identify factors for shareholder alignment (i.e. aligning the needs of the buyers within the purchasing group) and customer alignment (i.e. aligning buyers’ needs with the vendors offering strategies) and investigate how they manifest in the case of CP of complex technology in the Danish National Healthcare System. Findings – Shareholder alignment requires appropriate management of the relationships, expertise and guidance in simplifying procedures and effective management of the purchasing group. Customer alignment is facilitated by buyers’ understating of the vendor’s design options, which are moderated by the vendor’s design strategies. Research limitations/implications – The findings and generalizations from a single case study are limited to the complexity of the purchased technology and the specific cultural context. However the paper represents the first explorative study that poses the attention on the relevance of shareholder and customer alignment in CP. Practical implications – The study can offer hospitals, vendors, governmental and regional institutions a better understanding about the alignment mechanisms for successful implementation of CP and how to avoid pitfalls. Originality/value – Literature on CP is scarce as there are virtually no contributions that debate the key elements and tradeoffs that need to be considered for strategic alignment. The study addresses this gap.

Institutional determinants of e-HRM diffusion success

2014 ◽  
Vol 36 (4) ◽  
pp. 354-375 ◽  
Author(s):  
Ralf Burbach ◽  
Tony Royle
Keyword(s):  
Multinational Corporations ◽  
Technology Implementation ◽  
Success Factors ◽  
Single Case ◽  
Institutional Factors ◽  
Successful Implementation ◽  
Structured Interviews ◽  
Content Type ◽  
Hrm Practices ◽  
The Impact

Purpose – Drawing on institutional theory and existing international business practice transfer and e-HRM models this paper develops an e-HRM diffusion model to ascertain the institutional factors that determine the successful diffusion of e-HRM practices in multinational corporations (MNC). The paper aims to discuss these issues. Design/methodology/approach – The research is based on the analysis of 25 semi-structured interviews with 15 key stakeholders in the German and Irish subsidiaries of a single US-based MNC as well as two interviews with a senior manager in one of its main competitors. Findings – The findings suggest that the successful transfer of e-HRM is mediated by an interchange of various institutional-level factors (external, relational, organizational and individual) within the corporation and its subsidiaries. Successful implementation of e-HRM is synonymous with the successful integration and institutionalization of e-HRM practices in the subsidiaries. Research limitations/implications – As this analysis is founded upon a single case study, it is difficult to make assumptions concerning the broad population of all MNC and their subsidiaries. Further research may be required to test the model and the findings presented in this paper. Practical implications – The findings and the model presented in this paper demonstrate the impact of the institutional context and of key success factors of technology implementation on e-HRM diffusion success. These findings may be of particular relevance to organizations and practitioners who are embarking on an e-HRM installation in an international context. Originality/value – This paper enriches the e-HRM and international management debate by identifying the key institutional factors impacting the diffusion of e-HRM practices in the subsidiaries of an MNC. In addition, the model put forward in the paper shows how these factors interact and how successful e-HRM diffusion can be characterized.

Exploring family business decline with socioemotional wealth perspective

2019 ◽  
Vol 32 (1) ◽  
pp. 63-78 ◽  
Author(s):  
Orlando Antonio Llanos-Contreras ◽  
Muayyad Jabri
Keyword(s):  
Family Business ◽  
Quantitative Research ◽  
Critical Realism ◽  
Single Case ◽  
Successful Implementation ◽  
Socioemotional Wealth ◽  
Content Type ◽  
Philosophical Orientation ◽  
Turnaround Strategies

PurposeThe purpose of this paper is to determine how family and business priorities influence organisational decline and turnaround in a family business.Design/methodology/approachFollowing critical realism as philosophical orientation, this research is based on an exploratory single case study.FindingsThis research identified specific socioemotional wealth priorities driving this organisation decline and turnaround. The study also determined how the family and business dynamic leads to decisions that first trigger the organisational decline and then explain the successful implementation of turnaround strategies.Research limitation/implicationsFindings of this research provide limited and contingent theoretical generalisation. Accordingly, replication and further quantitative research is required for a better understanding of this phenomenon.Practical implicationsManagers can benefit from this paper by noting which behaviour could lead to organisational decline and which factors could lead to a turnaround. Similarly, managers can learn about the importance of the alignment of socioemotional wealth priorities as a critical response factor to determine whether to follow exit strategies or turnaround (succession) actions.Originality valueThe study contributes to the organisational decline literature and family business literature. It advances the understanding of how family businesses should balance family and business priorities to avoid organisational decline and identify strategies successfully implemented for turning around.

scholarly journals Strategy communication and transition dynamics amongst managers: a public sector organization perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Demola Obembe ◽  
Jarrah Al Mansour ◽  
Oluwaseun Kolade
Keyword(s):  
Social Practice ◽  
Single Case ◽  
Strategy Implementation ◽  
Middle Level ◽  
Organizational Strategy ◽  
Structured Interviews ◽  
Strategy Formulation ◽  
Dynamic Interactions ◽  
Critical Determinant ◽  
Content Type

PurposeThe purpose of this paper is to build on the research-supported view that interactions between top and middle management enhances effective implementation of organizational strategies by exploring the role of internal actors in driving organizational strategy at the intersection between strategy formulation and strategy implementation.Design/methodology/approachAdopting a social practice perspective, we undertook semi-structured interviews of 27 top and middle level managers drawn from a single case organization. Data collected were analysed using thematic analysis.FindingsDifferences in managerial perception of strategy has significant impact on implementation of strategic decisions as well as creating tensions in recursive communication practices between internal social actors. Furthermore, individual perceptions cannot only limit the extent of strategy awareness amongst key actors, the manifestations through social interaction between top and middle managers is a critical determinant of effective communication and realization of organizational strategy.Originality/valueThe research contributes to the strategy process and practice literature by exploring the dynamic interactions taking place at the intersections of strategy formulation-implementation phases of organizational strategy. It particularly highlights practical issues in top and middle manager interactions and implications for successful strategy implementation.

Examining officer support for and perceived effects of police consolidation

2018 ◽  
Vol 41 (6) ◽  
pp. 828-843 ◽  
Author(s):  
Jeff Gruenewald ◽  
Jeremy M. Wilson ◽  
Clifford A. Grammich
Keyword(s):  
Single Case ◽  
Organizational Capacity ◽  
Successful Implementation ◽  
Shared Services ◽  
Law Enforcement Agencies ◽  
Content Type ◽  
Police Services ◽  
Employment Conditions ◽  
Officer Attitudes ◽  
Police Consolidation

PurposeThe purpose of this paper is to review officer support for the consolidation of law enforcement agencies.Design/methodology/approachThe current study surveys 139 officers employed by four agencies that have recently undergone a consolidation of police services. The survey asked officers their level of support for consolidation of services as well as their views of how consolidation has affected employment conditions, organizational characteristics, and the delivery of police services.FindingsWhile officers generally support consolidation, views on the effects of shared services vary significantly by level of support. Officers who most strongly support consolidation are also most likely to view it as leading to improvements in some working conditions (e.g. job satisfaction, morale), elements of organizational capacity (e.g. professionalism, investigative/intelligence capacity, recruitment), and the delivery of services (e.g. cost-effectiveness, quality and efficiency of services, and reductions in crime).Research limitations/implicationsThe sample size and response rate are low. Still, the study offers insights into officer views of consolidation not previously available.Practical implicationsThis research offers insights to communities considering the consolidation of police services regarding what organizational, employment, and service conditions are most likely to appeal to officers, whose support is necessary for successful implementation.Originality/valueWhile single case studies previously considered officer attitudes on these issues, this work is the first to comparatively examine views of shared services across varying levels of support for consolidation.

scholarly journals Implementing workplace health promotion – role of middle managers

2017 ◽  
Vol 10 (2) ◽  
pp. 164-178 ◽  
Author(s):  
Just Bendix Justesen ◽  
Pernille Eskerod ◽  
Jeanette Reffstrup Christensen ◽  
Gisela Sjøgaard
Keyword(s):  
Health Promotion ◽  
Middle Managers ◽  
Ethical Issues ◽  
Workplace Health Promotion ◽  
Office Workers ◽  
Top Management ◽  
Successful Implementation ◽  
Workplace Health ◽  
Content Type

Purpose The purpose of this paper is to address a missing link between top management and employees when it comes to understanding how to successfully implement and embed workplace health promotion (WHP) as a strategy within organizations: the role of the middle managers. Design/methodology/approach A conceptual framework based on review of theory is applied within an empirical multi-case study that is part of a health intervention research project on increased physical activity among office workers. The study involves six Danish organizations. Findings Middle managers play a key role in successful implementation of WHP, but feel uncertain about their role, especially when it comes to engaging with their employees. Uncertainty about their role appears to make middle managers reluctant to take action on WHP and leave further action to top management instead. Research limitations/implications Limitations included the middle managers’ low attendance at the half-day seminar on strategic health (50 percent attendance), the fact that they were all office workers and they were all from Denmark. Practical implications Middle managers ask for more knowledge and skills if they are to work with WHP in daily business. Social implications Implementing and embedding WHP as a health strategy raises ethical issues of interfering with employees’ health, is seen as the employee’s personal responsibility. Originality/value This study adds to knowledge of the difficulties of implementing and embedding WHP activities in the workplace and suggests an explicit and detailed research design.

scholarly journals Participatory communication on internal social media – a dream or reality?

2018 ◽  
Vol 23 (4) ◽  
pp. 614-628 ◽  
Author(s):  
Vibeke Thøis Madsen
Keyword(s):  
Social Media ◽  
Middle Managers ◽  
Single Case ◽  
Content Type ◽  
Participatory Communication ◽  
Top Managers ◽  
Different Types ◽  
Multiple Case ◽  
Internal Social Media

Purpose The purpose of this paper is to explore whether internal social media (ISM) introduces a new kind of participatory communication within organizations that is capable of influencing and moving the organization. Design/methodology/approach The paper is based on two exploratory studies: a multiple case study in ten Danish organizations, and a single case study in a Danish bank. Findings The paper finds that different types of communication on ISM develop in different types of organizations. Participatory communication capable of changing the organization only develops when coworkers perceive that they have a license to critique. The paper, therefore, proposes to distinguish between three different types of communication arenas created by ISM: a quiet arena, a knowledge-sharing arena and a participatory communication arena. Research limitations/implications The research is exploratory and based on two Danish case studies and the perceptions of coworkers and social media coordinators. A deeper, summative analysis of ISM across more and various organizations in multiple countries has to confirm the findings. Originality/value The paper conceptualizes ISM as an interactive and dynamic communication arena, and proposes that the participatory communication on ISM is a co-constructed process among coworkers, middle managers and top managers.

Organizational change in a scenario of political upheaval and economic crisis: a Brazilian case

2018 ◽  
Vol 41 (10) ◽  
pp. 1118-1136
Author(s):  
Marcela Chacur Juliboni ◽  
Adriana Victoria Garibaldi de Hilal
Keyword(s):  
Organizational Change ◽  
Single Case ◽  
Retention Mechanism ◽  
Economic Downturn ◽  
Successful Implementation ◽  
Critical Factors ◽  
Change Initiative ◽  
Change Initiatives ◽  
Destructive Effect ◽  
Content Type

PurposeThis paper aims to enhance the understanding of organizational change (OC) and the main critical factors to change.Design/methodology/approachA single case study was conducted in a large company with operations in Brazil by means of 21 in-depth interviews. A qualitative perspective was applied to scrutinize the data collected.FindingsMain critical factors, such as commitment and trust, represent pieces of a puzzle that, when put together in a constructive way, draw a path to successful implementation of a change initiative. On the one hand, a country crisis poses as an obstacle to build change initiative credibility. On the other hand, an economic downturn may represent a retention mechanism. This study allowed the authors to draw a diagram with four groups of people based on their engagement with the organization change initiatives and on their seniority. In brief, the company is in a vicious circle. It is prisoner of a negative loop that causes a destructive effect in the change process, and it does not allow them to think out of the box and explore creative alternatives to face the company challenges.Research limitations/implicationsThe research presents a few limitations regarding the chosen method and, also, country and company scenario where the research took place.Practical implicationsThe results have implications for human resources development (HRD) scholars and practitioners in the planning and implementation of OC-related initiatives.Originality/valueThis paper contributes to OC literature and practitioners by showing the importance of credibility in change initiatives to achieve their successful implementation. This study also supports the strong relationship among main critical factors to change. Finally, the company is locked in a negative loop that stifles the successive attempts to successfully implement the change initiatives.

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