Difficulties of Global R&D Projects: A Bridge Manager’s Perspective

2021 ◽  
pp. 2150030
Author(s):  
Nawarerk Chalarak ◽  
Yasuo Sasaki ◽  
Naoshi Uchihira
Keyword(s):  
Research Collaboration ◽  
Home Country ◽  
Global Scale ◽  
Organizational Level ◽  
Unique Contribution ◽  
Global Knowledge ◽  
Knowledge Resources ◽  
Technology Firms ◽  
The Individual ◽  
Managerial Level

In recent years, technology firms have been facing a highly competitive environment on a global scale. The firms are accelerating to establish R&D sites abroad in order to access global knowledge resources. In this context, global R&D projects have become more complex and R&D bridge managers (BMs), who facilitate global research collaboration, play a pivotal role here. This study aims to investigate the difficulties that BMs are facing and to explore the roles of BMs in global R&D projects. We interviewed nine BMs who have facilitated global R&D projects and propose a model depicting four common and critical difficulties present in facilitating research collaboration between teams in the home country and foreign R&D teams. The unique contribution of this paper focuses on the individual managerial level, while most previous studies on global R&D mainly focused on an organizational level.

A Culture of Organizational Grit From the Perspective of U.S. Military Officers: A Qualitative Inquiry

2021 ◽  
pp. 0095327X2098519
Author(s):  
Celeste Raver Luning ◽  
Prince A. Attoh ◽  
Tao Gong ◽  
James T. Fox
Keyword(s):  
Research Question ◽  
Qualitative Inquiry ◽  
Growth Mindset ◽  
Organizational Level ◽  
Military Officers ◽  
Individual Level ◽  
Qualitative Research Design ◽  
Professional Pride ◽  
The Individual ◽  
The Military

With the backdrop of the utility of grit at the individual level, speculation has begun to circulate that grit may exist as an organizational level phenomenon. To explore this potential construct, this study used an exploratory, qualitative research design. This study explored grit at the organizational level by interviewing leaders’ perceptions of what may be a culture of organizational grit. Participants included 14 U.S. military officers. Seven themes emerged relative to the research question: “What do U.S. military officers perceive as a culture of organizational grit?” Themes included professional pride, team unity, resilience-determination, mission accomplishment, core values, growth mindset, and deliberate practice. This study indicated that a culture of organizational grit is likely a combination of converging organizational elements. Overall, findings indicate that there may be a culture of organizational grit in the military and at the least, more research examining the concept is warranted.

The role of organizational culture in the knowledge management process

2015 ◽  
Vol 19 (3) ◽  
pp. 433-455 ◽  
Author(s):  
Christina Ling-hsing Chang ◽  
Tung-Ching Lin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Survey Methodology ◽  
Cultural Dimensions ◽  
Content Type ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Wide Range ◽  
The Individual

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

Abiding by the Law? Using Benford’s Law to Examine the Accuracy of Nonprofit Financial Reports

2019 ◽  
Vol 49 (3) ◽  
pp. 548-570 ◽  
Author(s):  
Heng Qu ◽  
Richard Steinberg ◽  
Ronelle Burger
Keyword(s):  
Statistical Methods ◽  
Organizational Level ◽  
Benford’S Law ◽  
Financial Reports ◽  
Forensic Accounting ◽  
Data Form ◽  
Benford's Law ◽  
Natural Data ◽  
The Individual ◽  
Academic Study

Benford’s Law asserts that the leading digit 1 appears more frequently than 9 in natural data. It has been widely used in forensic accounting and auditing to detect potential fraud, but its application to nonprofit data is limited. As the first academic study that applies Benford’s Law to U.S. nonprofit data (Form 990), we assess its usefulness in prioritizing suspicious filings for further investigation. We find close conformity with Benford’s Law for the whole sample, but at the individual organizational level, 34% of the organizations do not conform. Deviations from Benford’s law are smaller for organizations that are more professional, that report positive fundraising and administration expenses, and that face stronger funder oversight. We suggest improved statistical methods and experiment with a new measure of the extent of deviation from Benford’s Law that has promise as a more discriminating screening metric.

The Policy Capacity of Bureaucracy

2021 ◽  
Author(s):  
Sharma Shubham ◽  
Lei Shi ◽  
Xun Wu
Keyword(s):  
21St Century ◽  
Policy Decision ◽  
Active Role ◽  
Organizational Level ◽  
Everyday Functioning ◽  
Global Issues ◽  
Policy Problem ◽  
Policy Capacity ◽  
The Individual

Bureaucracy is one of the oldest institutions of a government system. Its role and importance have grown immensely in modern government systems. Bureaucrats or public administrators are indispensable in the policy decision making process in the 21st century. From the early conception as a branch of government responsible for the implementation of policy decisions and everyday functioning, bureaucracy has assumed a more active role in the policymaking process. It has gone through many reforms; however, these reforms have been largely incremental and static. While the external environment or the problems faced by bureaucracy is continuously evolving, the change in bureaucracy has not been in the same proportion. In the 21st century, many issues confronting bureaucracy are not only wicked but also global in nature. Moreover, challenges posed by technological disruptions and long-term processes such as climate change put bureaucracy at all levels of a government in a far trickier position than their earlier envisaged basic functions. In dealing with such challenges, the policy capacity of bureaucracy cannot be taken for granted. There are often significant gaps in capacity to anticipate a policy problem, to ensure coordination and preserve legitimacy, to translate global issues at local levels, and to learn from the past. It is crucial to strengthen analytical capacity at the individual and organizational level, operational capacity at the organizational level, and political capacity at the systems level to address these gaps. Tackling capacity gaps systematically would enable bureaucracy to design and implement policy and administrative reforms with a long-term vision of adaptation and evolution instead of merely in reactive mode. The policy capacity framework presented in this article is useful in identifying the capacity gaps that inhibit bureaucracy from evolving and the remedies to address these gaps.

Packaging the Promise: Money, Messaging, and Misalignment

2021 ◽  
Vol 123 (6) ◽  
pp. 1-38
Author(s):  
Debbie H. Kim ◽  
Kelly Krupa Rifelj
Keyword(s):  
Public Schools ◽  
Theory Of Change ◽  
Organizational Level ◽  
School Staff ◽  
Full Potential ◽  
Financial Barriers ◽  
Structural Support ◽  
Exit Survey ◽  
Policy Tool ◽  
The Individual

Background Promise programs are a quickly spreading policy tool in the free college movement. Despite their rapid spread, promise programs remain generally untested and there is even less information about how they are implemented. Research Questions (1) In what ways were The Degree Project's (TDP) theory of change and intents represented in messaging materials to students and to school staff? 1(a) In what ways did these messages shape conditions (or not) for sensemaking? (2) In what ways did these messages support (or not) students and school staff in changing their practice? (2a) What changes in practice did we see (or not) for students and school staff? Intervention TDP, which was implemented in Milwaukee Public Schools between 2011–15, is the nation's first randomized control trial of a promise program. Freshmen in the treatment group were offered $12,000 for college if they met particular requirements (e.g., average 2.5 GPA, 90% attendance). TDP leaned heavily on marketing materials and personalized letters to students, families, and school staff to communicate its requirements and to provide college access tips. Research Design We analyze messaging materials, climate and exit survey data, and student and school staff interviews to understand how TDP's theory of change and intents were packaged into messaging materials and ultimately enacted among target students and staff. Findings TDP implementation was successful to a point. School staff handed out messaging materials; students understood the requirements and demonstrated an increase in motivation and desire to go to college. However, TDP failed to meet its goal of sending more students to college. Expectations for school staff (hand out flyers and speak to students) versus students were misaligned, contributing to a lack of substantive conversation and structures for students to convert their increased motivation to go to college into actionable practices over time. School staff were already stretched thin and, with no added structural support, were unable to interact more meaningfully with students. Conclusion TDP failed to send more students to college because it targeted change at the individual rather than organizational level. Students exhibited change in their motivation to attend college, but this was not met with the support needed to convert this motivation to meaningful action. To achieve their full potential, such programs will have to not only address financial barriers, but also leverage broader structural supports in schools to help channel increased student motivation in more productive directions.

Public service motivation and willingness to collaborate

2014 ◽  
Vol 2 (1) ◽  
pp. 80-95 ◽  
Author(s):  
Heather Getha-Taylor ◽  
Alexa Haddock-Bigwarfe
Keyword(s):  
Homeland Security ◽  
Public Service ◽  
Public Service Motivation ◽  
The Body ◽  
Organizational Level ◽  
Cross Sectional ◽  
Content Type ◽  
Individual Level ◽  
Original Survey ◽  
The Individual

Purpose – The purpose of this paper is to examine public service motivation (PSM) and the connection with collaborative attitudes among a sample of homeland security actors representing the public, private, and nonprofit sectors. Design/methodology/approach – This study examines relationships between measures of PSM and collaboration using original survey data and hierarchical multiple regression. Findings – Findings reveal strong positive relationships between PSM measures and attitudes toward collaboration at the individual and organizational level. Research limitations/implications – Survey results are cross-sectional and are from respondents participating in a single state's homeland security summit. Practical implications – It is expected that results can be used to enhance collaboration at the individual and organizational levels. At the organizational level, results can be used for matching individuals with collaborative opportunities. At the individual level, results can be used for enhanced self-reflection and effectiveness purposes. Originality/value – This study provides insights on the relationship between PSM measures and collaborative attitudes. The research contributes to the body of scholarly work connecting PSM and correlates of interest.

scholarly journals Partnership among Librarians: Reflection on Observations, Interviews and Research Reports from Three Universities in Nigeria and Zimbabwe

2020 ◽  
Vol 9 (5) ◽  
pp. 338
Author(s):  
Rexwhite T. Enakrire ◽  
Collence T. Chisita ◽  
Tella Adeyinka
Keyword(s):  
Professional Growth ◽  
Information Science ◽  
Research Collaboration ◽  
Common Interest ◽  
Research Quality ◽  
Empirical Literature ◽  
Research Approach ◽  
Team Members ◽  
Negative Effect ◽  
The Individual

Partnership is not a new phenomenon in the university environment. It embraces strategies used by people with common interest to harvest knowledge in terms of sharing or collaboration. However, the case differs with collaborations in Library and Information Science (LIS) research in Africa, especially LIS scholars in African universities in Nigeria and Zimbabwe. Paucity of empirical literature is available on research collaboration among LIS scholars in Nigerian and Zimbabwean universities. The purpose of the study was to examine partnership among librarians, with reflection on observation and interview research reports in three universities in Nigeria and Zimbabwe. The study adopted a qualitative approach using interview to gather data from librarians drawn from three Nigerian and Zimbabwean universities. The qualitative research approach grounded on content analysis of documents/literature, observation and interview method was use for the study. The observation focus on the authors’ exposition in the sampled universities environment, while the interview were key informants from each of the three countries universities sampled. The study consider the collaborative theory through grounded method. The findings of the study revealed lack of trust in the individual or groups collaborator; team members have the feeling that the project they are collaborating on is of little benefit, due to poor relationship. Team members see themselves as contender or challenger; which has affected leadership issue and involvement of long meetings and inability to address the truth. In terms of the influence of collaboration on professional growth of librarians, result demonstrated enhancement of teaching aspect of librarianship, learning and research quality; promote cooperation, coordination, which in turn increased level of intensity, tenacity and interaction among members. Linkage among LIS professional ranges from networking, cooperation, alliances, coordination and partnership, coalition and eventually collaboration. Challenges reported include catastrophic consequent on negative effect of work, culture and stylistic parameters including concept, attitude and professional hindrances. dominance impact of policies and procedures of collaboration, exploitation of the weak members, lack of clarity and rationale behind the collaboration, unwillingness to change by members in collaboration, lack of socialisation, largeness of the group, wrong membership and jettisoning of members ideas which eventually make some members take the decision of quitting the team. The study recommends inter-disciplinary, intra-institutional and inter-institutional collaboration among various stakeholders in LIS education and training.

scholarly journals The Beacon Collaborative: A Journey to Excellence

2021 ◽  
Vol 41 (5) ◽  
pp. e17-e25
Author(s):  
Deborah Hurley ◽  
Sarah M. Gantz ◽  
E. Kate Valcin ◽  
Tara L. Sacco
Keyword(s):  
Critical Care ◽  
Care Delivery ◽  
Care Service ◽  
Stakeholder Involvement ◽  
Service Level ◽  
Lessons Learned ◽  
Organizational Level ◽  
Unit Level ◽  
Individual Unit ◽  
The Individual

Topic The development of the Critical Care Beacon Collaborative to achieve meaningful recognition. Clinical Relevance Recognizing nurses for contributions to their work environment and care delivery is important for their professional and personal fulfillment, job satisfaction, and retention; such recognition can occur at the individual, unit, or organizational level. The American Nurses Credentialing Center’s Magnet Recognition Program acknowledges nursing excellence at the organizational level. It would, however, be difficult for an organization to achieve Magnet designation without nursing excellence at the unit level. To recognize excellence at the unit level, the American Association of Critical-Care Nurses developed the Beacon Award in 2003. Objective To describe one academic medical center’s journey toward winning Beacon Awards across 8 units within the adult critical care service. Content Covered The Critical Care Beacon Collaborative resulted in a Beacon Award for each unit and important staff outcomes. This article describes the organization, the process before the Critical Care Beacon Collaborative convened and the desired state, and the methods used to achieve our goal. It also discusses unit- and service-level stakeholder involvement. The successes, lessons learned, sustainability, and growth of the Critical Care Beacon Collaborative are shared to assist readers who aspire to pursue a Beacon Award.

scholarly journals Quality Improvement in Healthcare: Personality Type and Mindfulness as Determinants

2017 ◽  
Vol 4 (1) ◽  
pp. 35-47
Author(s):  
Kim Peck ◽  
John Pelley
Keyword(s):  
Health Care Organizations ◽  
Healthcare Delivery ◽  
Personality Type ◽  
Organizational Level ◽  
Physician Patient Relationship ◽  
Individual Patient Level ◽  
Organizational Mindfulness ◽  
The Individual ◽  
Physician Patient

Background: The emphasis on “quality” in the design of a management system for an organization was originally introduced through the work of W. Edwards Deming [1] who initially developed his QI principles to help the Toyota Motor Company increase their sales by improving the quality of their product. However, he also saw that these ideas could be applied to management of other types of organizations, such as health care organizations. Review: When applied to a clinical practice, QI is implemented by evaluation of structured clinical and administrative data [2], producing a “mindfulness” about QI that gives attention to several key principles: (i) focusing on data, (ii) care of patients, (iii) team problem solving, and ( iv) healthcare delivery processes that are similar for both the organization and for individual physician-patient relationship. In all instances, the effectiveness of an entire QI program is compromised if any of these principles is missing or inadequate. Such a deficiency is avoided best through a functional knowledge of personality type that increases communication at all levels. This creates a critically important organizational mindfulness for more effective QI team function and also for a more effective physician-patient encounter. The result is increased quality of outcomes at the individual patient level as well as the organizational level. Conclusion: The trend toward inclusion of mindfulness in healthcare develops an improved awareness of how well procedures, medications, and advice are provided.

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