Veterans Should Be Included Too

The transitioning of veterans from the military world to the civilian world and by extension the civilian workforce is a critical career transition. Despite their motivation and resilience, veterans still encounter a multiplicity of challenges when transitioning to the civilian workforce, which quite often has a rippling impact on their attainment of employment, job retention, and career development within the civilian sector. An added layer to the transitional challenge for veterans is organizational resistance to promote diversity and inclusion policies and practices, specifically regarding veterans. On this premise, this chapter aims to: 1) Discuss the transitional challenges of veterans to the civilian workforce and 2) Provide implementation strategies at an organizational level to promote diversity and inclusion, specifically regarding veterans.

Barreras y fuerzas impulsoras de la implementación de la Industria 4.0 en las organizaciones: un estado del arte

Industry 4.0 is a manufacturing concept that has gained strength in organizations because it delves into industrial automation, digitization, and new technology implementation to improve working conditions and productivity. This article aims to contribute to the current debate on industry 4.0 while providing an overview of barriers and facilitators. Based on documentary analysis of 49 articles written between 2014 and 2020, six categories related to barriers were identified: security, costs, human talent, organizational resistance, and use of technologies; and eight as driving forces of Industry 4.0 implementation: technological pre-existence, management commitment, efficiency, competitiveness, sustainability, competent employees, and government policies.

An Analysis of Enterprise Resource Planning System Usage to Improve Business Process Performance

Enterprise Resource Planning (ERP) is an information system which integrates business functions and processes. ERP systems are widely used in different commercial organizations and industries. For a number of reasons, ERP can be the cause of success in an organization and help improve individual’s performance in an organization by supporting better decision making. It is especially useful in helping an organization improve its productivity, reduce its operational cost and improve quality by efficient use of resources and effective communication. ERP implementation strategy greatly influences an industry‘s business process performance and can help lower organizational resistance to it. It also plays a vital role for business process performance because there is a passionate reaction to ERP that is a characteristic response to change connected with new innovation in an organization. This work is conducted to evaluate the ERP implementation and its influence on enterprise infrastructure, especially how the business performance is improved. The method used in this study is survey based, using interviews from more than 100 experts from different organizations in Karachi, Pakistan. The results show significant role of ERP system in raising business process performance of the organizations. Overall, ERP system impacts heavily an industry in terms of business process performance and also helps improve individual performance, considering how organizational resistance is managed using various strategies and communicating well.

Bridging the gap: integrating external knowledge from open innovation platforms

While external knowledge has the potential to benefit a firm’s innovation activities, research shows that the positive effects of a more open model of innovation do not come naturally. This paper draws on the project level to explore the organizational factors that hamper or impede the integration of external knowledge sourced from an open innovation platform and to suggest interventions to overcome these barriers. While open innovation is mainly discussed as a concept that resides at the level of the organization, this paper draws on the project level to contribute to a multi-level understanding of open innovation and to offer a deeper understanding of the challenges project teams face, when integrating external knowledge. To investigate occurring barriers, four cases of external knowledge integration within a multinational corporation are analyzed. The results show that due to the external nature of the knowledge, an additional effort of project teams is required such as forming alliances with key individuals and changing negative attitudes towards external sources to overcome organizational resistance. Theoretical as well as practical implications are discussed.

Digital transformation: why companies resist what they need for sustained performance

Purpose The purpose of this study is to contribute to firms’ capabilities of digital transformation through the identification of strategies for digital decoupling and recoupling. Design/methodology/approach This paper reports from multiple studies using a combination of methods such as case studies and clinical studies. The method of analysis involves the revisiting of vignettes from interactions with practitioners with the purpose of analyzing patterns in responses to digital transformation. Findings The findings consist of four strategies used by organizations and individuals in the decoupling of digital from their existing operations. Digital decoupling affords the organization the possibility of remaining largely unaffected by digital transformation. The authors also present four digital recoupling strategies that are used to succeed with digital transformation. Research limitations/implications This study is limited by the analytical approach of drawing from multiple previous studies. The research implications consist primarily of a contribution to a better understanding of why and how digital transformation is constrained. Practical implications The four strategies of digital decoupling can be used to identify behavior in organizations that limit digital transformation. The four strategies of digital recoupling can be used to instigate a more successful digital transformation. Originality/value According to the authors’ knowledge, this study is the first to identify digital decoupling strategies as a micro-foundation for organizational resistance to digital transformation.

Veterans Should Be Included Too

The transitioning of veterans from the military world to the civilian world and by extension the civilian workforce is a critical career transition. Despite their motivation and resilience, veterans still encounter a multiplicity of challenges when transitioning to the civilian workforce, which quite often has a rippling impact on their attainment of employment, job retention, and career development within the civilian sector. An added layer to the transitional challenge for veterans is organizational resistance to promote diversity and inclusion policies and practices, specifically regarding veterans. On this premise, this chapter aims to: 1) Discuss the transitional challenges of veterans to the civilian workforce and 2) Provide implementation strategies at an organizational level to promote diversity and inclusion, specifically regarding veterans.

Veterans Should Be Included Too

The transitioning of veterans from the military world to the civilian world and by extension the civilian workforce is a critical career transition. Despite their motivation and resilience, veterans still encounter a multiplicity of challenges when transitioning to the civilian workforce, which quite often has a rippling impact on their attainment of employment, job retention, and career development within the civilian sector. An added layer to the transitional challenge for veterans is organizational resistance to promote diversity and inclusion policies and practices, specifically regarding veterans. On this premise, this chapter aims to: 1) Discuss the transitional challenges of veterans to the civilian workforce and 2) Provide implementation strategies at an organizational level to promote diversity and inclusion, specifically regarding veterans.

Entrepreneurial strategies for MNCs: A typology

This paper, responds to the recent calls in research, to address the theoretical underpinnings of entrepreneurial strategies in MNC’s. Today, a multiplicity of entrepreneurial approaches exists, cf. skunk work, bricolage, bootlegging. However, these exists in disparate literature, that provides limited oversight to managers in, that need to select between a manifold of different entrepreneurial strategies. Moreover, these approaches typically originate from a distinctively different organizational context, namely SMEs. Through a literature review we identify two important axiomatic assumptions concerning entrepreneurial strategies within the organizational conditions of MNCs. The first fundamental assumption concerns the organizational origin of such effort. The second theoretical assumption deals with how the entrepreneurial initiative can meet either organizational resistance or support. We synthesize these two dimensions into a two-by-two matrix, that provides an answer to our research question: what are the critical dimensions for entrepreneurial strategies in an MNC context? We then employ this typology to categorize predominant entrepreneurial strategies in current literature, to create a overview that can be used both for structuring the debate in the literature; as well as a basis to discuss important implicit assumptions, that should guide the selection of entrepreneurial strategy in a MNC context in practice.

Spotlight on design: strengthening innovation for more product and service sales

Purpose The purpose of this paper is to determine whether and how managing three aspects of design – the strategic role of design, outsourcing of design and organizational resistance to design – contribute to new product and service sales success. Design/methodology/approach The study was conducted through an online survey of US-based innovation managers. Measures were developed from past literature. In total, 324 managers with at least two years of innovation experience in diverse industries completed the survey. The collected data was checked for measurement reliability and then was used to test a model through regression analyses. Findings The model was significant, and each of the three aspects of design management was found to influence innovation sales in unique ways. The strategic role enhances sales, organizational resistance impedes sales and outsourcing strengthens then lowers sales. It makes no difference in results if the firms are manufacturers or service providers, indicating the model is robust across industries. Practical implications Strategic (design role), operational (design outsourcing) and cultural (design resistance) elements of design management matter to innovation. To better ensure strong new product and service sales, firms should elevate the role of design in innovation, apply a combined approach of externalizing and internalizing the design function and reduce organizational resistance to design. Originality/value This paper is one of the first to empirically examine the innovation impacts of design management, specifically determining the effects of design’s strategic importance, limits when outsourced and organization resistance on new product and service sales.