Incentive reward with organizational life cycle from competitive advantage viewpoint

2005 ◽  
Vol 24 (2) ◽  
pp. 155-163
Author(s):  
Hai-Ming Chen ◽  
Yi-Hua Hsieh
Keyword(s):  
Human Capital ◽  
Life Cycle ◽  
Human Resources ◽  
Competitive Advantage ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Cost Leadership ◽  
Long Run ◽  
Different Types

This paper develops a framework of incentive reward match to organizational life cycle from the viewpoint of competitive advantage. Different strategy, such as differentiation, overall cost leadership and focus, can create different competitive advantage in each stage of organizational life cycle. Implementing different types of incentive reward strategy to motive unique human resources to execute the corresponding strategy and then competitive advantage can be built. Three types of incentive reward strategy, human capital, output and position, are proposed respectively in each stage of organizational life cycle to attract, nurture, and retain distinctive manpower. It will create and sustain competitive advantage in the long run.

The Organisational Life Cycle Scale: An Empirical Validation

2020 ◽  
Vol 29 (2) ◽  
pp. 293-325
Author(s):  
Moyassar Al-Taie ◽  
Aileen Cater-Steel
Keyword(s):  
Life Cycle ◽  
Structural Equation ◽  
Future Research ◽  
Chief Information Officers ◽  
Validity And Reliability ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Reliability Indices ◽  
Life Cycle Stages ◽  
Different Types

Organizational life cycle scales are widely relied upon by scholar and practitioners alike as a strategic tool to identify firms’ life cycle stages. However, little attention has been paid to verifying and validating the OLC measures despite the considerable amount of OLC literature. The purpose of this study is to critically examine the psychometric properties of the OLC scale proposed by Lester, Parnell and Carraher. Data were obtained from a sample of 174 Australian Chief Information Officers from different sized firms and different industries and analysed by the use of component-based structural equation modelling. Results showed that the five-stage OLC scale exhibits acceptable validity and reliability indices despite some minor weaknesses. Results also confirmed the validity and the generalisability of this scale to measure and identify OLC stages in different types of industries. Based on these results and the literature review, alternate items were developed as substitutes for the weak items and an agenda for future research on OLC measurement is provided.

Signaling Quality Across Different Stages of the Organizational Life Cycle

2014 ◽  
pp. 171-171
Author(s):  
Stefan Hattula ◽  
Maik Hammerschmidt ◽  
Hauke Wetzel ◽  
Hans H. Bauer
Keyword(s):  
Life Cycle ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Signaling Quality

scholarly journals Organization Life Cycle and the Inversive Relationship

2017 ◽  
Vol 6 (2) ◽  
pp. 53-59
Author(s):  
Севостьянов ◽  
D. Sevostyanov
Keyword(s):  
Life Cycle ◽  
Life Cycle Analysis ◽  
Comparative Assessment ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Internal Contradiction ◽  
Organization Life Cycle ◽  
Organizational Principles

This article analyzes the manifestation of the inversive relationship in the life cycle of the organization. Inversion is an internal contradiction in the hierarchy between the position of the hierarchical element, and its role. The reason for inversions is the discrepancy between the orientation of the organizational principles of hierarchy. The development of inversive relations leads the organization toward completion of its life cycle. Analysis of the inversive relationship in the hierarchy allows the comparative assessment of different models of the organizational life cycle.

scholarly journals SITUATIONAL LEADERSHIP AND THE ORGANIZATIONAL LIFE CYCLE: CASE STUDY IN A PATRONAL UNION

2019 ◽  
Vol 12 (3) ◽  
Author(s):  
Matias Trevisol ◽  
Fernando Fantoni Bencke ◽  
Luccas Santin Padilha ◽  
Darlan Jose Roman
Keyword(s):  
Life Cycle ◽  
Participant Observation ◽  
Situational Leadership ◽  
Third Sector ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Theoretical Contribution ◽  
Company Union

Studies involving the topics of organizational life cycle and situational leadership institutions in the third sector, as a union, was little explored in the literature. Moreover, recent changes in the Brazilian legislation brought new challenges to these organizations. This study seeks to fill these gaps, to analyze the role of leadership and organizational life cycle in a company union, linking theories against the employers' association. The metaphor of the organizations life cycle allows the analysis of organizations at different stages and, consequently, the role of leadership in the development of courses. The research was qualitative, used methods of case study and oral history, and descriptive and exploratory. Data collection used documental analysis, non-participant observation and in-depth interviews with seven leaders who experienced the historical trajectory of the institution. Among the main contributions of this study, it stands out as a theoretical contribution, the association of situational leadership theories and the organizational life cycle in a union representation institution, still little explored in the literature. Among the practical contributions highlight the situational leadership as alternative for sustainability for organizational cyclic life of a union, which now depend on its resources and internal management capabilities for their survival.

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