Entrepreneurship-driven organizational transformation for sustainability: a sensemaking lens

PurposeThis paper adopts a sensemaking lens to explore the process of entrepreneurship-driven organizational transformation for sustainability.Design/methodology/approachAnalysis is based on an in-depth case study of a large European meat company. Sensemaking by top and middle managers is analyzed over the period of 18 months.FindingsThe findings show how, over time, bidirectional sensemaking, that is, sensemaking for and of sustainability-oriented entrepreneurship, directed and accelerated organizational transformation for sustainability. The case company transformed with regard to organizational strategy, structure, operations and identity. The process revealed temporally different involvement of top and middle managers in sensemaking.Originality/valueThis paper offers unique insights into fast and emergent sustainability-oriented change in an established organization within a highly topical context. The results highlight how continuous and increasingly shared sensemaking can help top and middle managers navigate organizational change for sustainability in dynamic environments over time.

Open Innovation and Competitive Advantage on the Hospitality Sector: The Role of Organizational Strategy

This paper assesses the relationship between open innovation and competitive advantage and the mediating effect of organizational strategy. Using a quantitative methodological approach with survey data from 251 Portuguese hotel executive directors’ small and medium-sized enterprises (SMEs), this research adopted a quantitative methodological approach, thereby conducting an exploratory and transversal study. Findings show that (1) open innovation influences organizational strategy and (2) organizational strategy enhances competitive advantage. Moreover, the results also highlight that (3) organizational strategy has a mediating effect between open innovation and competitive advantage. The paper provides relevant insights that will lead the firms’ top managers to design and implement strategies and define effective government policies, programs, and incentives to support the development of the firms’ open innovation model in the hospitality sector considering the new smart society and smart cities growing environment.

Corporate Social Responsibility: Organizational Strategy for Sustainable Growth

Welcome to the special issue of Sustainability on “corporate social responsibility: organizational strategy for sustainable growth [...]

Smart & Safe – intézményi digitalizációs stratégia a betegbiztonság szemszögéből

Összefoglaló. Bevezetés és célkitűzés: Az egészségügyi intézmények digitalizációs fejlesztése kapcsán célszerű egy digitális szervezeti stratégia megalkotása a betegbiztonsági és kiberbiztonsági szempontok figyelembevételével. E tanulmány célja az egészségügyi intézményi digitalizáció betegbiztonságra gyakorolt hatásainak átfogó szakirodalmi megismerése és a nemzetközi szakirodalmi közlések tapasztalatai alapján összeállított, a hazai gyakorlatban használható intézményi stratégiai javaslat megalkotása és bemutatása. Módszer: A szerzők irodalomkutatást végeztek, angol és német nyelvű közleményeket kerestek több adatbázisban. A közlemények tartalmát előre meghatározott szempontok szerint gyűjtötték. Eredmények: A szerzők 39 közleményt értékeltek, 12 közleményt részletesen mutatnak be. A digitalizációs fejlesztések gyakorlati tapasztalatait és veszélyeit tárgyalják. Az ajánlások főként stratégiai és kiberbiztonsági szempontokat, oktatás- és kompetenciafejlesztést javasolnak. Következtetés: A szerzők hazai egészségügyi intézmények számára javasolják betegbiztonsági és kiberbiztonsági szempontokat figyelembe vevő digitalizációs fejlesztési stratégia megalkotását, amellyel a betegellátással foglalkozók szakmai szempontjainak érvényesülését segítik. Orv Hetil. 2021; 162(47): 1876–1884. Summary. Introduction and objective: In connection with the digitalisation development of healthcare institutions, it is desirable to create a digital organizational strategy, which takes into account patient safety and cyber security aspects. The aim of this study is to familiarize doctors with the comprehensive study of the effects of the digitalisation of healthcare institutions on patient safety and to create and present an institutional strategic proposal, which has been compiled based on the experience of international literature publications. Method: A study of the relevant literature was conducted, searching through publications in English and German in several databases. The content of the publications was collected according to pre-defined criteria. Results: 39 articles were evaluated out of which 12 are presented in detail. The practical experiences and risks of the digitalisation developments are discussed. The recommendations principally suggest strategic and cyber security aspects, education and competency improvement. Conclusion: The creation of a digitalisation development strategy, which considers patient safety and cyber security aspects, should be considered also in Hungarian healthcare institutions. This strategy would also help the justification and realization of the professional priorities of healthcare providers. Orv Hetil. 2021; 162(47): 1876–1884.

Modelos de gestão por competências em organizações líderes no Brasil

Purpose: To investigate into the strategic alignment of competency-based management (CBM) models implemented in 95 Brazilian organizations, leaders in their respective segments.Design / methodology / approach: The study is a longitudinal, exploratory-descriptive study under a qualitative and quantitative approach.Findings: A great similarity was found in the competencies in the CBM models, both in terms of incidence of competencies and similarity of their descriptions.Research limitations / implications: The study reveals a trend towards a disconnection between individual competencies and organizational strategies and values, and suggests four possible propositions to be investigated in future studies: P1: Absence of conceptual rigor for competences; P2: Insufficient dedication of time to implement a model; P3: Dissemination of “off-the-shelf models”, and P4: Institutionalization of CBMs as a dominant practice for people management.Practical implications: The results point to the need for organizations, when building or updating their CBM models, to pay attention to the concept of competencies used, ensuring the incorporation of the organizational strategy into the model, and dedicating adequate time to its elaboration and implementation in order to customize the CBM model to their needs.Originality / value: It constitutes one of the few longitudinal surveys with a representative sample of existing CBM models in Brazil and worldwide; hence, it captured a phenomenon (homogenization of CBM) that has been difficult to be observed outside this research.

Rebuilding Authority: The Party's Relationship with Its Grassroots Organizations

While existing scholarship looks at the relationship between the Chinese Communist Party (CCP) and emerging social strata and civil society, the Party's impact on its own grassroots has been largely overlooked. How does the Party manage its own grassroots members? I argue that the CCP has ritualized its management practices in recent years. Drawing from a dataset of 1,408 “Thematic Party Days” (TPDs) conducted by grassroots Party branches in Beijing, I show how such practices are geared towards integrating ordinary Party members with the Party centre in Beijing and the Party in general. This reflects a major shift in the Party's organizational strategy, moving away from embracing market values and towards reproducing the Party's values and ideology at the grassroots.