The Organizational Fitness Navigator: Creating and Measuring Organizational Fitness for Fast-Paced Transformation

In the fast-changing environment of today dynamic capabilities to manage organizational transformation are regarded as crucial for business survival and improved performance. Although dynamic organizational capabilities have been receiving intense scrutiny by researchers and practitioners in the past few years, relatively little attention has been directed towards creating a systemic model of dynamic capabilities, and how to effectively measure what the authors call organizational fitness capabilities. This paper builds on the concepts of organizational fitness and its profiling (OFP), and proposes the organizational fitness navigator (OFN) as a systemic model of dynamic organizational capabilities. Part of the OFP model is a systemic scorecard (SCC) as a measurement tool for organizational fitness - in contrast to the well-known balanced scorecard (BSC) - for improving business survival and performance in increasingly networked environments.dynamic capabilities, organizational fitness, organizational fitness profiling, organizational fitness navigator, systemic scorecard

TRIZ: an alternate way to solve problem for student

Inventive problem solving is an alternative way of solving problem for student. 60 years ago, in 1956, Altshuller published a new, constructive and methodical approach ideas on problem solving to offer to the world. Even though TRIZ originally meant for fields of industry domains, it has solved problems in other field using some common principles. Thus, this methodology has spread to over 35 countries across the world. It is now being taught in several universities and it has been applied by a number of global organizations who have found it particularly useful to solve their problem. In 2017, KSSM curriculum has been revised to cope up this 21st century demand. This paper is a potentially useful for TRIZ beginner, as an alternative to solve problem comparable to common problem solving method. This paper also discussed the limitation of other common problem method which leads the advantages of using TRIZ

Performance evaluation in research departments: from the Balanced Scorecard to the Strategy Map

Notwithstanding a growing interest towards performance management systems for universities, little is known on their application to academic departments. Being an institution dedicated to research, a department presents specific characteristics: creativity, professional autonomy, low degree of repetitiveness, uncertainty on results, unclear relation between input and output. Such peculiarities make the evaluation and measurement of its performance particularly difficult. The purpose of the paper is the exploration and development of a performance evaluation approach which is suitable for the particular features of an academic department. As this paper is explorative in nature, we use a qualitative methodology, to identify dimensions of performance evaluation suitable for application to an academic department. Data are collected for the case study of a department of the University of Padua, Italy. After identifying the relations between the four perspective of the balanced scorecard and identifying the strategic maps, the case study proposes a set of goals and measures which are suitable to satisfy the managerial needs of the analyzed department. The paper contributes to the performance evaluation literature in three main ways. It extends the concept of customer by considering a wider systems of stakeholders; it emphasize the strategic role of the financial dimension as a driver for achieving the mission and it highlights the need to coordinate the different stakeholders involved in the enhancement of strategy, from academic and administrative staff, to different types of customers and the community in general.performance measurement, strategy map, balanced scorecard, university, departments

The development of absorptive capacity-based innovation in a construction SME

Traditionally, construction has been a transaction-oriented industry. However, it is changing from the design-bid-build process into a business based on innovation capability and performance management, in which contracts are awarded on the basis of factors such as knowledge, intellectual capital and skills. This change presents a challenge to construction-sector SMEs with scarce resources, which must find ways to innovate based on those attributes to ensure their future competitiveness. This paper explores how dynamic capability, using an absorptive capacity framework in response to these challenges, has been developed in a construction-based SME. The paper also contributes to the literature on absorptive capacity and innovation by showing how the construct can be operationalized within an organization. The company studied formed a Knowledge Transfer Partnership using action research over a two-year period with a local university. The aim was to increase its absorptive capacity and hence its ability to meet the changing market challenges. The findings show that absorptive capacity can be operationalized into a change management approach for improving capability-based competitiveness. Moreover, it is important for absorptive capacity constructs and language to be contextualized within a given organizational setting (as in the case of the construction-based SME in the present study)

VR-PMS: a new approach for performance measurement and management of industrial systems

A new performance measurement and management framework based on value and risk is proposed. The proposed framework is applied to the modelling and evaluation of the a priori performance evaluation of manufacturing processes and to deciding on their alternatives. For this reason, it consistently integrates concepts relevant to objectives, activity, and risk in a single framework comprising a conceptual value/risk model, and it conceptualises the idea of value- and risk based performance management in a process context. In addition, a methodological framework is developed to provide guidelines for the decision-makers or performance evaluators of the processes. To facilitate the performance measurement and management process, this latter framework is organized in four phases: context establishment, performance modelling, performance assessment, and decision-making. Each phase of the framework is then instrumented with state of-the-art quantitative analysis tools and methods. For process design and evaluation, the deliverable of the value- and risk-based performance measurement and management system (VR-PMS) is a set of ranked solutions (i.e. alternative business processes) evaluated against the developed value and risk indicators. The proposed VR-PMS is illustrated with a case study from discrete parts manufacturing but is indeed applicable to a wide range of processes or systems

Comparitive assessment of the vulnerability and resilience of 10 deltas, synthesis report

The proposed framework for delta assessment and especially the scorecards are intended to enhance awareness raising, discussion and prioritization on most relevant delta issues, in each delta but also in comparison with other deltas. This should lead to more efficient and effective (multi-sectoral) policy formulation, management design and implementation, in concrete Delta plans, pilot-projects and (research) programmes. The target groups are all stakeholders who are involved in delta management at different levels and with different interests (government, private companies, NGOs, public), and who wish to contribute to the resilience of their own delta and other deltas worldwide

Global Human Resource Metrics

[Excerpt] What is the logic underlying global human resources (HR) measurement in your organization? In your organization, do you measure the contribution of global HR programs to organizational performance? Do you know what is the most competitive employee mix, e.g., proportion of expatriates vs. local employees, for your business units? (How) do you measure the cost and value of the different types of international work performed by your employees? In the globalized economy, organizations increasingly derive value from human resources, or “talent” as we shall also use the term here (Boudreau, Ramstad & Dowling, in press). The strategic importance of the workforce makes decisions about talent critical to organizational success. Informed decisions about talent require a strategic approach to measurement. However, measures alone are not sufficient, for measures without logic can create information overload, and decision quality rests in substantial part on the quality of measurements. An important element of enhanced global competitiveness is a measurement model for talent that articulates the connections between people and success, as well as the context and boundary conditions that affect those connections. This chapter will propose a framework within which existing and potential global HR measures can be organized and understood. The framework reflects the premise that measures exist to support and enhance decisions, and that strategic decisions require a logical connection between decisions about resources, such as talent, and the key organizational outcomes affected by those decisions. Such a framework may provide a useful mental model for both designers and users of HR measures

Personalised service? Changing the role of the government librarian

Investigates the feasibility of personalised information service in a government department. A qualitative methodology explored stakeholder opinions on the remit, marketing, resourcing and measurement of the service. A questionnaire and interviews gathered experiences of personalised provision across the government sector. Potential users were similarly surveyed to discuss how the service could meet their needs. Data were analysed using coding techniques to identify emerging theory. Lessons learned from government librarians centred on clarifying requirements, balancing workloads and selective marketing. The user survey showed low usage and awareness of existing specialist services, but high levels of need and interest in services repackaged as a tailored offering. Fieldwork confirmed findings from the literature on the scope for adding value through information management advice, information skills training and substantive research assistance and the need to understand business processes and develop effective partnerships. Concluding recommendations focus on service definition, strategic marketing, resource utilisation and performance measurement

The balanced scorecard of public investment in sport: proposal for change

Introduction – 1. Management tools for evaluating public initiatives – 2. Performance indicators for investment in sport – 3. Proposed indicators for public investment in sport – Conclusion – References