4,835 research outputs found

    Performance measurement applications in facilities management: An investigation into the future directions

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    Facilities Management (FM) is very frequently described as, “an integrated approach to operating, maintaining, improving and adapting the buildings and infrastructure of an organisation in order to create an environment that strongly supports the primary objectives of that organisation”. The practical and strategic relevance of FM to organisations in all sectors of the economy is now increasingly recognised. Accordingly, organisations seek to improve their competitiveness by introducing a core business philosophy and restructuring to release senior management time and improve effectiveness. Managements have begun to realise that for organisations to benefit from their enormous investment in facilities, they have to begin managing them actively and creatively with commitment and a broader vision. Formulation of techniques that are capable of assessing “facilities performance” in terms of quality, cost and effectiveness, is therefore critical for “Organisational” and “FM” advancements. Research has emphasised that there is a clear need to measure FM performance which would integrate both the business and facilities domains. Accordingly, this paper summarises a literature review of current leading-edge performance measurement and management practices within facilities management organisations and conceptual models of performance measurement and management from other industries. Accordingly, the paper identifies the directions to develop performance measurement systems in FM with specific links to measure facilities relationships with those of the core business

    The value of design for customers in the service industry: contributions and measurements

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    In the contemporary market, quality is no longer the key differentiator for a brand. Among the marketing activities available, design is arguably acknowledged as the most distinctive method for achieving long-term brand recognition. Unlike technology, design emotionally interacts with people, and it is not easy to emulate a compelling design identity that has been effectively established. Despite its well-recognised impact, companies still hesitate to strategically employ design. The main source of the hesitation may be rooted in the ambiguity of measuring design contributions. This is particularly true in the service industry where the impact of technology development is relatively lower. This makes it a suitable industry sector for investigating environments where design has a more significant marketing role. Two major forms of research are performed within this paper: the horizontal/spectrum understanding of value, and embedding design perspectives in the service-profit chain using SERVQUAL (SERVice-QUALity) measurements. This paper proposes a model that can quantify and visualise design contributions from the customer’s perspective within the service industry sector

    Strategic Intelligence Strategies for Improving Performance in the Nonprofit Sector

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    Nonprofit leaders face competition, rapid changes, increasing complexity in their operating environments, and diminishing financial support, all of which threaten achievement of their organizational missions. The purpose of this single case study was to explore strategies nonprofit leaders used to develop plans for performance improvement based on strategic intelligence. The research sample was composed of 3 leaders of a nonprofit organization located in the midwestern region of the United States who implemented nonprofit strategic initiatives to improve their organization\u27s performance. The conceptual framework used for this study was Maccoby and Scudder\u27s strategic intelligence conceptual system for leading change. Data were collected from semistructured interviews and a review of public and internal documentation and performance outcomes. Data were manually coded and thematically organized. The results of data analysis showed leadership and organizational philosophy, foresight effectiveness, systems thinking and knowledge centricity, and smart motivation as the key themes. Findings provide evidence that developing and implementing strategic intelligence-based plans can assist nonprofit leaders in improving organizational performance. The implications of this study for positive social change include providing strategies to nonprofit leaders for how to guide their organizations through rapidly changing environments, compete successfully, and sustain delivery of high-impact goods and services to the public and communities that they serve

    Analysis of Strategic Tools Applications in Indian Service organisations

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    The objective of the study was to analyze service organizations’ performance in India upon application of strategic tools. The strategic tools help organizations in strategy development, decision making and implementation. Assessment of strategy tools impact in service companies in India, a study was conducted, which used mixed method to analyze data. A total of 170 mid-level employees participated in the survey for quantitative analysis and 10 managers from the service sectors were interviewed for qualitative analysis. On statistical analysis, several factors such as promotion of teamwork, better decision making and positive financial outcomes and minimization the operational costs were found to impact the performance of service based organizations and were statistically significant with p<0.05 and 95% CI. On the other hand, interviews with managers revealed that that application of the tools helped their organization in promoting teamwork, decision making, and positive financial outcomes and minimization of operational costs. However, everything is not positive or easy with the usage of strategic tools and they often come with several challenges. Interestingly, the findings of the qualitative and the quantitative data were more or less similar with respect to application of strategic tools. Analysis of data suggested that the strategic tools usage definitely impacts the service organizations in a more positive way. However, the study has limitations as it is restricted to service organizations in India and cannot be generalized where the business environment maybe dissimilar to other countries with different challenges and opportunities

    Virtual Team Leader Communication:Employee Perception and Organizational Reality

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    Based on a study of leader communication effectiveness conducted in a large human resource outsourcing firm, this article reports how virtual team members’ perceptions of their leaders’ effective use of communication tools and techniques affect team performance outcomes. The study also investigates the role that trust plays in moderating the relationship between virtual team members’ perceptions of their leaders’ effective use of communication and team performance. Analysis of 458 responses from 68 teams found a positive relationship between virtual team members’ perceptions of leaders’ effective use of communications and team members’ perception of their team’s performance. The study also found that trust strengthens the relationship between perceived leader communication effectiveness and team performance results. Last, the study also revealed serious organizational alignment issues between what team members perceived to be effective leader communication, their perception of team performance outcomes, and the organizations performance measured by a balanced scorecard

    A Nonprofit Organization’s Strategies to Align Its Systems Services with the Needs of Families

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    In the nonprofit sector, leaders are swiftly recognizing the necessity of aligning community food systems with the dynamic needs of families. This alignment is not only crucial for addressing immediate nutritional needs but also plays a pivotal role in bolstering long-term community resilience and well-being. Grounded in the balanced scorecard and Baldridge Excellence frameworks, the purpose of this qualitative single-case study was to explore strategies some leaders in nonprofit organizations deploy to align community food systems with the food service needs of families. The participants were three leaders with over five years of experience at a nonprofit organization in the southern United States. Data were gathered through interviews and a review of organizational documents. Through thematic analysis, five themes were identified: leadership, governance, strategic planning, customer engagement, and societal responsibility. A key recommendation is for nonprofit leaders to evaluate and adapt services to meet changing family needs routinely. The implications for positive social change include the potential to reinforce community values and enhance citizen safety through personalized services and increased confidence in community support systems

    Blended Value Accounting and Social Enterprise Success

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    Social enterprises (SEs) are businesses managed by entrepreneurs who seek to improve society, and they represent an important trend in social change work. However, there is little empirical knowledge about which blended value accounting (BVA) methods are used by SE managers, and whether the use of BVA is perceived by SE managers as a critical success factor. Blended value accounting is a conceptual framework for measuring combined social and financial outcomes in SEs, and some believe that the use of BVA may be a critical success factor for SEs. This research was based on Covin and Slevin\u27s conceptualization of entrepreneurial orientation. The main research question was whether the use of BVA methods was correlated with SE success from the perception of the SE managers. Surveys were sent to 3,682 SE managers in North America, the United Kingdom, Asia, and Africa (n = 280). Data were analyzed using multiple regression, with the dependent variable SE success, and the independent variables: the use of BVA method, number of employees, length of time in business, economic sector, and country of registration. Findings indicated no statistically significant correlation between the use of BVA method and SE success, though most SE managers, 73% of 280 respondents, were using BVA methods for other reasons, including complying with state laws. The BVA method B-Impact Rating System was used by 59% of survey respondents who used any method of BVA. These findings suggest that SE managers should select a BVA method that is inexpensive to implement, aligns with industry standards, and provides them with management information. Supporting agencies should create a global registry of SEs, report on the social change impact they create through their businesses, and encourage all businesses to adopt the social-change orientation of SEs

    Information architecture analysis using business intelligence tools based on the information needs of executives

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    Devising an information architecture system that enables an organization to centralize information regarding its operational, managerial and strategic performance is one of the challenges currently facing information technology. The present study aimed to analyze an information architecture system developed using Business Intelligence (BI) technology. The analysis was performed based on a questionnaire enquiring as to whether the information needs of executives were met during the process. A theoretical framework was applied consisting of information architecture and BI technology, using a case study methodology. Results indicated that the transaction processing systems studied did not meet the information needs of company executives. Information architecture using data warehousing, online analytical processing (OLAP) tools and data mining may provide a more agile means of meeting these needs. However, some items must be included and others modified, in addition to improving the culture of information use by company executives
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