Enhancing Inter functional coordination and marketing performance: utilization of the motivation/ability/opportunity framework

This paper integrates a large literature on intra-organisational relationships with the aim to understand how to enhance coordination between different functional units inside an organisation and to empirically examine the impact of inter functional coordination on marketing performance. By drawing on the Motivation/Ability/Opportunity (MAO) theoretical framework, this research attempts to examine factors to enhance employees? motivation/ability/opportunity to coordinate on improving inter functional coordination. The research also empirically examined the impact of inter functional coordination on marketing performance in terms of adaptiveness, effectiveness, efficiency and creativity of marketing programmes. The research conceptual model was tested with data collected from 274 structured surveys in medium to large Egyptian firms. Regression analysis was employed as a tool for testing the research hypotheses. The research findings suggest that the use of cross functional teams, resource dependency, joint reward systems, management support, positively affect the level of inter functional coordination. The research also showed that some factors, for example employees? interpersonal skills, might hinder coordination between functional units and these issues should be resolved in order to establish an effective inter functional coordination. The research provides empirical evidence of the direct positive impact of inter functional coordination on marketing performance

TQM implementation: An empirical examination and proposed generic model

Total quality management (TQM) is considered by many as an important quality and business performance improvement tool. The popularity of the concept has led to an explosion of TQM related literature. A careful review of the literature suggests that most publications recount the experiences or perceptions of the authors or deal with single case organisations. Furthermore, there is a dearth of empirical research and literature dealing with TQM's implementation process. This paper reports the findings of a research project that empirically examined the process of TQM implementation in a sample of organisations widely regarded as leading exponents of TQM. The paper presents a non-prescriptive model of the TQM implementation process derived from the findings and proposes an "outcome driven" approach as an alternative to the more commonplace TQM implementation strategies

Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research

Since the early 1980’s the field of HRM has seen the independent evolution of two independent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: Level of analysis (individual/ group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four sub-areas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently

HRM, organizational capacity for change, and performance: a global perspective

This special issue brings together a variety of articles, each one enriching understanding about whether and how human resource management (HRM) influences organizational performance (however defined) against a backdrop of complex change. We present a preliminary framework that enables us to integrate the diverse themes explored in the special issue, proposing a mediating role for organizational change capacity (OCC). OCC represents a particular subset within the resource- based literature labeled as “dynamic capabilities.” Although not well researched, there is evidence that OCC is positively associated with firm performance and that this relationship is stronger given conditions of high uncertainty. Our framework reflects on external and internal parameters, which we suggest moderate the relationship between human resource management (HRM), OCC, and organizational performance. Our intention is to provide compelling insight for both practitioners and researchers, especially those whose remit extends beyond national boundaries, with reference to areas of the globe as disparate as Greece, Ireland, Pakistan, Switzerland, and the United Kingdom

An empirical investigation of the channels that facilitate a total quality culture

It is generally agreed that the culture of an organisation is a function of its values, beliefs and behavioural practices and that the influence of culture on an organisation is powerful and pervasive. There is also broad agreement that total quality management (TQM ) is a management paradigm that propagates certain values, behaviour and working methods. Moreover, that the successful introduction and practice of a total quality management approach requires close attention to, and more often than not modification of, organisational culture. Yet, culture is somewhat intangible, and regardless of the precise cultural aspirations, in order to change or maintain the desired culture an organisation needs a set of facilitating channels. These are mechanisms or necessary conditions that influence, mould and help sustain a desirable cultural orientation. This paper examines the channels that facilitate the development of a total quality culture based on the findings of an investigation of an international sample of organisations widely regarded as leading exponents of TQM

Manager's degree of JIT involvement, locus of control and managerial performance

The competitive global environment has lead many firms into adopting practices that focus on eliminating inefficiencies across the enterprise and its supply chain. The Just-in-Time philosophy is one such practice, however, research has predominantly focused on its technical features and on organisational variables, with surprising little research at the individual level. This paper examines JIT at an individual level and argues that the manager’s locus of control orientation would interact with their degree of JIT involvement to affect managerial performance. The results of a survey of 60 managers employing JIT, demonstrate that an increased degree of JIT involvement leads to a more positive effect on managerial performance for internal locus of control managers than for external locus of control managers

Contemporary performance measurement systems: A review of their consequences and a framework for research

The main purpose of this paper is to develop a conceptual framework for understanding the literature on the consequences of contemporary performance measurement (CPM) systems and the theories that explain these consequences. The framework is based on an in-depth review of 76 empirical studies published in high-quality academic journals in the areas of accounting, operations, and strategy. The framework classifies the consequences of CPM into three categories: people's behaviour, organizational capabilities, and performance consequences. This paper discusses our current knowledge on the impact of CPM, highlighting inconsistencies and gaps as well as providing direction for future research

The antecedents of e-learning adoption within Italian corporate universities: A comparative case study

The implementation of Information and Communication Technologies (ICT) in business education appears to be influenced by a number of organizational issues, such as culture and technological sophistication. However, extant research has had very little to say about the antecedents that shape the adoption and diffusion of ICT across companies. In order to shed light on the phenomenon under investigation, this paper presents a comparative case study between five Italian companies that have instituted a corporate university. By distinguishing companies in typical cases and deviant cases with regard to the extensive use of e-learning technologies, our findings provide some useful insights about the antecedents that make companies more or less prone to employ the new frontiers of technology in their CUs

Boon or curse? A contingent view on the relationship between strategic planning and organizational ambidexterity

Numerous scholars have attempted to explain which factors allow for organizational ambidexterity. Strategic planning, as a possible antecedent, has not been considered so far. This is surprising because strategic planning is among the most widely used strategic decision-making tools in management practice and one of the most extensively studied concepts in management research. In addition, prior research has demonstrated the potential of strategic planning to impact innovation-related outcomes—both positively and negatively. Here, we investigate the association between strategic planning and organizational ambidexterity using a survey of 217 senior executives. We highlight the importance of considering how executives use strategic planning. Our results support the hypothesis that strategic planning's positive or negative association with organizational ambidexterity is contingent on other organizational factors. Our findings reveal that strategic planning is only positively associated with organizational ambidexterity when leaders' innovation orientation is extraordinarily high. We further contextualize this interaction effect by considering the environmental uncertainty perceived by the top management. This work contributes to the literature by examining the antecedents of organizational ambidexterity

Environmental management decision-making in certified hotels

This paper analyses environmental decision-making against two axes, motivations and decision-making processes, to understand the reasons for pro-environmental behaviour by the managements of Spanish Eco-management and Audit Scheme (EMAS)-certified hotels. Mixed methods were used to study perceptions of EMAS and reasons for being certified, with current and lapsed EMAS-certified firms triangulated against expert interviews and documentary evidence. Four groups of hotels were differentiated: Strategic hotels (22%) (with high levels of integrated environmental management), Followers (48%), Greenwashers (11%) and Laggers (19%) (with low levels of integrated environmental management). Most hotels were found to be internally driven in their purpose and ad hoc in their decision-making, with limited understanding of externally driven benefits and motivation for more systematic management systems. This questions the success of EMAS as both a continuous improvement management and as a market-based regulation tool for hotels. Few hotels overall related high environmental standards to the possibilities of gaining market advantage: most wished to avoid legal challenges. The paper also illustrates the ways in which hotels opportunistically switch certification systems to get what they see as a better deal. © 2011 Taylor & Francis