Consequences of Disruptive Technology

2013 ◽  
pp. 805-824
Author(s):  
Güera Massyn Romo
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Business Management ◽  
Future Research ◽  
Disruptive Technology ◽  
Communication Services ◽  
Parallel Structures ◽  
New Business ◽  
Organisational Process ◽  
Organisation Structure

There is an industry tendency to create new roles to compensate for the unavailability of adequately skilled staff. This contributes to establishing new business management practices in allocating and managing operational responsibility. An example of a permanent parallel organisation structure, namely Revenue Assurance (RA) in the Communications Services Provider (CSP) industry is described in context of the CSP industry challenges to ensure complete and accurate billing of communication services. This discussion is positioned with reference to organisational learning (OL) theory and objectives. This chapter argues that parallel structures be utilised as learning structures rather than operational compensating structures as is the case with the RA implementation in practice today. Future research must focus on competency destruction as a conscious organisational process in association with a renewed focus on targeted recruitment, adequate personnel performance management, and a continued reliance on existing business management practices such as project management and risk management.

Consequences of Disruptive Technology

2012 ◽  
pp. 441-461
Author(s):  
Güera Massyn Romo
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Business Management ◽  
Future Research ◽  
Disruptive Technology ◽  
Communication Services ◽  
Parallel Structures ◽  
New Business ◽  
Organisational Process ◽  
Organisation Structure

There is an industry tendency to create new roles to compensate for the unavailability of adequately skilled staff. This contributes to establishing new business management practices in allocating and managing operational responsibility. An example of a permanent parallel organisation structure, namely Revenue Assurance (RA) in the Communications Services Provider (CSP) industry is described in context of the CSP industry challenges to ensure complete and accurate billing of communication services. This discussion is positioned with reference to organisational learning (OL) theory and objectives. This chapter argues that parallel structures be utilised as learning structures rather than operational compensating structures as is the case with the RA implementation in practice today. Future research must focus on competency destruction as a conscious organisational process in association with a renewed focus on targeted recruitment, adequate personnel performance management, and a continued reliance on existing business management practices such as project management and risk management.

Managing the most important asset: a twenty year review on the performance management literature

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ebina Justin M.A. ◽  
Manu Melwin Joy
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Organizational Outcomes ◽  
Future Research ◽  
System Quality ◽  
Content Type ◽  
Non Profit ◽  
Quantitative Studies ◽  
Theoretical Perspectives ◽  
Human Resource Management Practices

Purpose The three objectives served by this review are to provide readers a limpid insight about the topic performance management (PM), to analyse the latest trends in PM literature and to illustrate the theoretical perspectives. It would be fascinating for the practitioners and researchers to see the latest trends in the PM system, which is not yet covered in previous reviews. The study covers the historical and theoretical perspectives of human resource management practices. We also try to unveil some of the theoretical debates and conflicts regarding the topic. Design/methodology/approach We reviewed 139 studies on PM published within the last 20 years (2000–2020). The method used here is the integrative review method. The criteria used to determine studies are articles from peer-reviewed journals regarding the PM system published between 2000 and 2020. The initial search for studies was conducted using an extensive journal database, and then an intensive reference-based search was also done. Each selected article was coded, themes were identified, and trends for every 5 years were determined. All the articles were analysed and classified based on the methodology used to identify qualitative and quantitative studies. Findings The review concludes that PM literature's emphasis shifted from traditional historical evaluations conducted once or twice a year to forward-looking, feedback-enriched PM systems. By segregating the studies into 5-year periods, we could extract five significant trends that prevailed in the PM literature from 2000 to 2020: reactions to PM system, factors that influence PM system, quality of rating sources, evaluating the PM system and types of the PM system. The review ends with a discussion of practical implications and avenues for future research. Research limitations/implications It is equally a limitation and strength of this paper that we conducted a review of 139 articles to cover the whole works in PM literature during the last 20 years. The study could not concentrate on any specific PM theme, such as exploring employee outcomes or organizational outcomes. Likewise, the studies on public sector and non-profit organizations are excluded from this review, which constitutes a significant share of PM literature. Another significant limitation is that the selected articles are classified only based on their methodology; further classification based on different themes and contexts can also be done. Originality/value The study is an original review of the PM literature to identify the latest trends in the field.

Business Model

2012 ◽  
pp. 100-131 ◽  
Author(s):  
Arash Najmaei
Keyword(s):  
Business Model ◽  
Mental Model ◽  
Business Models ◽  
Disruptive Innovation ◽  
Future Research ◽  
Disruptive Technology ◽  
New Business ◽  
Managerial Implications ◽  
Established Firms ◽  
Strategic Logic

Today’s world of business is increasingly witnessing exemplary firms which introduce new business models, exploit new markets and disrupt established firms in order to create a unique competitive position. Although the theoretical and conceptual posture of this phenomenon is well grounded and explained in the extant literature on disruptive innovation, little is known about strategic logic of this phenomenon. In other words, the managerial paradigm or cognitive and mental model that underlies the orchestration of micro- and macro-organizational mechanisms of a disruptive move, such as market and technological knowledge, have surprisingly received little attention. In this sense, an analytical review of literature suggests that strategic logic of a disruptive technology can be well presented through the lens of business model (BM) and its innovation. Accordingly, it is argued that business model represents a mental model which underlines activities such as acquisition of market and technological insights, opportunities and requisite actions required for transforming a disruptive idea into a disruptive market movement. This view offers new insights into the study of disruptive phenomenon. It addresses the managerial (i.e. mental model) underpinnings of disruptiveness, instead of market, economical and technological dimensions. Business model innovation (BMI) is a disruptive change in the core logic of value creation and capture. It is a value-revolutionizing framework which explicitly delineates the strategic processes of a disruptive strategy. Thus, it is essentially a paradigm for strategizing the craft of disruptive innovation (technology). Given this view, this chapter conceptually explicates this contour and shows how BMI effectuates a disruptive technological phenomenon by presenting four propositions. Finally theoretical and managerial implications of this view are illuminated in order to furthering the practice and enhancing future research in this growing field of inquiry.

Performance management perception in Kenya

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nickson Hebert Odongo
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Positive Impact ◽  
Performance Standards ◽  
Future Research ◽  
Social Scientists ◽  
Content Type ◽  
Performance Review ◽  
And Performance ◽  
Government Workers

Purpose This paper aims to present an analysis of the perception of performance management practices and transformations by investigating what devolved governments of Kenya are doing and ought to do after which the approaches of performance and performance management are evaluated. Design/methodology/approach A descriptive assessment of five devolved governments of Kenya is carried out. This study covered 518 respondents across the above-sampled governments. Findings The outcomes demonstrated that there are guidelines established by the counties to measure the performance of workers where tested variables about setting performance standards and performance review information against their effect on performance improvement and performance measurement, respectively, are statistically significant, and therefore have a positive impact on the eventual performance of devolved governments. Practical implications The results support scholars, practitioners and social scientists in development studies for the planning and management of public organizations. The thought of factors that enhance or impede devolved government workers’ performance can be explored in future research. Originality/value The thought of performance management perception, especially in a developing country, is a theoretical milestone.

Promoting desirable work attitudes and behaviors among accountants: a field study

2020 ◽  
Vol 35 (10) ◽  
pp. 1591-1604
Author(s):  
Enoch Kusi Asare ◽  
J. Lee Whittington ◽  
Robert Walsh
Keyword(s):  
Performance Management ◽  
Affective Commitment ◽  
Online Survey ◽  
Management Practices ◽  
Work Attitudes ◽  
Work Outcomes ◽  
Future Research ◽  
Content Type ◽  
Attitudes And Behaviors ◽  
And Behaviors

Purpose Accounting work is characterized by high job demands and tight deadlines. With less task variety, accounting work is susceptible to employee disengagement. This paper aims to examine the role of enhanced performance management practices as intervention mechanism to the disengagement among accountants. Design/methodology/approach A total of 105 accountants participated in an online survey, answering self and social reports. Hypotheses were tested using regression analyses. Findings Enhanced performance management practices promote engagement among accountants. In turn, engagement promotes job satisfaction and affective commitment among accountants. Research limitations/implications Further studies are necessary to test the study’s findings. Future research should focus on replicating this study in other settings. Practical implications Performance planning and implementation are critical to enhancing accountants’ work attitudes and behaviors. Originality/value The accounting literature has consistently addressed negative accounting work outcomes from the perspective of burnout (a negative approach). This paper addresses the issue from the perspective of engagement (a positive approach).

scholarly journals Determinants of Management Innovation in the Ghanaian Construction Consulting Sector

2015 ◽  
Vol 15 (1) ◽  
pp. 75-88 ◽  
Author(s):  
De-Graft Owusu-Manu ◽  
Edward Badu ◽  
Gary D. Holt ◽  
David Edwards
Keyword(s):  
Management Practices ◽  
Business Management ◽  
Future Research ◽  
Management Innovation ◽  
Organizational Strategies ◽  
Human Resource Policies ◽  
Research Article ◽  
Consulting Firms ◽  
Principal Factors ◽  
Corporate Social

Determinants of management innovation (MI) within the Ghanaian construction consulting sector are examined. A sample of 70 consulting firms is surveyed using self-administered questionnaires. Data are analysed using descriptive statistics and factor analysis. Findings indicate that determinants of MI were interwoven among seven principal factors viz: community and market demands; financial and business management practices; human resource policies; creativity and organizational strategies; corporate social responsibility; prevailing conditions; and competitive leverage. The study adds to the discourse on evolution of innovation within the global consulting sector generally, while providing reference for practitioners and academics in the field with respect to MI determinants more specifically. It is envisaged that practitioners who adopt these findings in the construction consultancy sector would enhance their ability to provide innovative services to clients. Study recommendations include that future research should explore how innovation is diffused within consulting enterprises’ value chains.Paper Type: Research article

The Cultural Lens

2021 ◽  
pp. 23-52
Author(s):  
Hilla Peretz ◽  
Lena Knappert
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Performance Appraisal ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Human Resource Management Practices

This chapter reviews the literature on the intersection of culture and human resource management. More specifically, the chapter discusses why and how culture accounts for variance in human resource management practices and their outcomes between organizations operating in diverse cultural contexts. To that end, the chapter first provides a summary of how culture is defined and measured and reviews seven established frameworks of culture. Next, the chapter reviews related studies conducted by members of the Cranfield Network on International Human Resource Management and other established scholars in the literature of cultural variance in human resource management practices (i.e., recruitment and selection, performance management and performance appraisal, training and development, compensation and benefits, flexible work arrangement, diversity management, and high-performance work systems) and their outcomes. The chapter concludes with practical implications for multinational corporations and domestic organizations and provides an overview of future research avenues in the field.

scholarly journals The Role of High-Performance Work System on Career Success: Evidence from Jordan

2017 ◽  
Vol 12 (10) ◽  
pp. 203
Author(s):  
Bandar Kareem Abutayeh
Keyword(s):  
Performance Management ◽  
Career Success ◽  
High Performance ◽  
Management Practices ◽  
Training And Development ◽  
Future Research ◽  
Work System ◽  
Performance System ◽  
High Performance Work System

The aim of this study is to examine the effect of high-performance system on career success. To achieve this, questionnaire was used to collect data from sample of 358 employees from 14 business companies in Jordan. Results reveal that high-performance work system (HPWS) positively affects career success. Specifically, this study proves that both subjective and objective career success is positively related to HPWS. Furthermore, results demonstrate that training and development, performance management, and career management practices enhance career success. Implications for managers and suggestions for future research are also discussed.

scholarly journals Effect of Performance Management on Employees Well-Being via Perceived Job Control

2018 ◽  
Vol 2 (1) ◽  
pp. 18
Author(s):  
Hooria Sattar ◽  
Lubna Khaliq ◽  
Mattiullah Butt
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Well Being ◽  
Job Control ◽  
Future Research ◽  
Future Directions ◽  
Research Attention ◽  
The Relationship ◽  
The City

The significant amount of research attention was given to the association among HRM and well-being; but how the attention driving performance management influences well-being and what variables explain their relation has not been well discussed yet. This study investigates the relationship between performance management practices and employees well being when perceived job control is playing the role of mediator. The Present research study addresses this relation in, educating employees working in different sectors in Lahore city as the city recruits employees from different areas of the country (Pakistan). Data was gathered from 250 employees and results show that performance management significantly influences our mediator and well-being and also the mediator (perceived job control) significantly influences the relationship between performance management practices and well-being. For future research purposes, limitations as well as future directions are also discussed in this research.

EMPLOYMENT CONTRACT AND SMES’ INNOVATION IN DEVELOPING AND TRANSITION ECONOMIES: THE CASE OF VIETNAM

2017 ◽  
Vol 22 (04) ◽  
pp. 1750027
Author(s):  
NGO VI DUNG ◽  
NGUYEN NGOC THANG ◽  
FRANK JANSSEN ◽  
DAMIAN HINE
Keyword(s):  
Performance Management ◽  
Transition Economies ◽  
High Performance ◽  
Management Practices ◽  
Manufacturing Sector ◽  
Process Innovation ◽  
Future Research ◽  
Medium Size ◽  
Employment Contract ◽  
Product Improvement

Although the job/employment security is critical to the implementation of high performance management practices (Pfeffer and Veiga, 1999), its impact on innovation remains understudied, especially in the context of small and medium-size enterprises (SMEs) in emerging and transition economies (ETEs). This paper uses the institution-based view in entrepreneurship and strategic management to (i) analyze the relationships between the formality of an employment contract and the firm’s innovation (i.e., product innovation, product improvement, process innovation and intention of innovation); and (ii) indentify potential antecedents of the contractual formality. Based on a sample of 865 private, domestic SMEs operating in the manufacturing sector in an ETE — namely Vietnam — and by using multivariable regression techniques, we find that the formality of the employment contract significantly and positively influences some aspects of the firm’s innovation (i.e., product improvement and process innovation). Furthermore, the major factors that determine the employment contract’s degree of formality are the manager’s regulatory knowledge, the degree of industrial competition and the existence of a labor representative within the firm. Implications for policy makers, managers and future research are suggested.

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