Corporate venturing – a new way of creating a company’s future

Purpose – More and more companies are embarking on an experimental journey into an unpredictable future – a future that is characterised by uncertainty and new challenges. Corporate venturing enables established companies, so-called incumbents, to deal with new markets and business models in a highly flexible and innovative way, besides their existing business and well known, successful business models. A new innovator’s dilemma has emerged: not only established companies are required to be increasingly creative and to question existing thought patterns, but it is similar for start ups and new businesses. Research method – After conceptualising the paper and conducting literature bibliometry by VOSviewer, the research gap was identified. It is based on the three presented approaches: Causation, Effectuation and Bricolage as transformative approaches for strategic decision-making. Using a qualitative research by conducting 30 in-depth interviews, a transcription and a MaxQDA analysis, 5 identified corporate venturing tools were shown. Originality/value – The paper introduces a new approach of management which rapidly gains importance and which is crucial for companies in upcoming times to compete with flexible and disruptive start-up based business models.Thomas BAAKEN: [email protected] ALFERT: [email protected] KLIEWE: [email protected] BAAKEN, Professor - Managing Director of the Science-to-Business Marketing Research Centre, MünsterCarina ALFERT, MA - Academic Researcher, Science-to-Business Marketing Research Centre, Münster, Münster & VU Vrije Universiteit Amsterdam, The NetherlandsThorsten KLIEWE, Professor - Research Director of the Science-to-Business Marketing Research Centre, MünsterAlfert C., Bossink B., Baaken T., Kliewe T., 2019, Linking corporate venturing and effectuation in established organizations. 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A systematic literature review of Total Quality Management (TQM) implementation in the organization

[EN] In today’s market situation and complex business environment, organization must be able to deliver the customer’s requirement and the expectations which are critical to the satisfaction such as high product quality, faster delivery and competitive cost. Organization need to apply a comprehensive concept and method on managing those requirements. The concept of Total Quality Management (TQM) is considered as one of a popular concept used to manage the quality of product and services comprehensively. This research is to observe is this concept and method still relevant to be use and effectively improved the business performance as well as customer satisfaction. It is a systematic literature review to the literatures from many industry sectors that were collected and reviewed in detail. The result show that this concept is still being used by many organizations around the world and its successfully help the organization to improve their competitiveness, business growth and the sustainability as well as increase employee’s morale.This article was completed thanks to the financial support from the university of Mercu Buana, Jakarta-Indonesia. It also completed with the purpose and motivation of the authors to have an innovate research thinking as well as the contribution to the future researcher.Permana, A.; Purba, H.; Rizkiyah, N. (2021). A systematic literature review of Total Quality Management (TQM) implementation in the organization. International Journal of Production Management and Engineering. 9(1):25-36. https://doi.org/10.4995/ijpme.2021.13765OJS253691Alanazi, M.H. (2020). The mediating role of primary TQM factors and strategy in the relationship between supportive TQM factors and organisational results: An empirical assessment using the MBNQA model. 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Quality in private health companies in Peru: The relation of QMS & ISO 9000 principles on TQM factor. International Journal of Healthcare Management, 0(0), 1-9. https://doi.org/10.1080/20479700.2019.1644472Bigliardi, B., & Galati, F. (2014). The implementation of TQM in R&D environments. Journal of Technology Management and Innovation, 9(2), 157-171. https://doi.org/10.4067/S0718-27242014000200012Bunglowala, A., & Asthana, N. (2016). A Total Quality Management Approach in Teaching and Learning Process. International Journal of Management (IJM), 7(5), 223-227. http://www.iaeme.com/MasterAdmin/uploadfolder/IJM_07_05_021/IJM_07_05_021.pdfBusu, M. (2019). Applications of TQM Processes to Increase the Management Performance of Enterprises in the Romanian Renewable Energy Sector. Processes MDPI. https://doi.org/10.3390/pr7100685Dahlgaard, J.J., Kristensen, K., & Kanji, G.K. (2002). Fundamentals of Total Quality Management: Process analysis and improvement Jens. 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Certifications to Safeguard Data Protection Standards? How Superficial Internalization Thwarts the Plan

Motivation The EU General Data Protection Regulation (GDPR) proposes certifications issued by independent and accredited certification bodies to demonstrate compliance with data protection standards in Articles 42 and 43. Beyond demonstrating regulatory compliance, certifications are a valuable means to tackle current challenges in data governance. First, certifications can serve as a global mechanism for decentralized self-regulation [1]. Competitive pressure may motivate companies to adopt data governance and protection standards and undergo corresponding certifications, even if they are not explicitly mandated by governmental regulations [2–4]. Second, certifications can help reduce the asymmetric power distribution between individuals and companies by creating transparency about data processing practices and enabling individuals to make better-informed decisions [5]. Finally, certifications provide organizations with guidance on how to fulfill the requirements imposed by the GDPR and achieve efficient data governance by clarifying the specific requirements an organization needs to fulfill and recommending best practices on how to implement the requirements into the organization’s processes [5]. However, related literature on certifications indicates a severe issue that threatens the effectiveness of certifications as an enforcement mechanism for data governance. Some organizations tend to follow a minimalist approach in implementing the certification. They only meet the minimum requirements and take a short-cut approach to attain the certification [6, 7], which is referred to as superficial internalization. Internalization is defined as the process through which organizations incorporate certification information into their procedures and daily practices [8]. This includes not only the explicit certification information (e.g., proposed data governance best practices) but also tacit information (e.g., attestation results and feedback of the certification body). Despite policymakers demanding rigorous internalization of the certification requirements [9, 10], extant research found that organizations frequently internalize certifications only at a superficial level, undermining their intended effects [6, 11]. As a result, compliance is pretended but not achieved [12]. Such malicious use of the certification mechanism can have detrimental consequences for the societal view on certifications as it downgrades them to a "greenwashing" mechanism used by dubious organizations [12] and is thus particularly concerning for societal relevant areas such as data protection and privacy. Research Objective We strive to examine certifications\u27 potential to contribute to data governance and the safeguarding of data protection standards, as recommended by the EU GDPR. For this purpose, we study potential pitfalls for organizations adopting certifications, illustrate the risks associated with superficial internalization, and provide suggestions for mitigation. Hence, we are seeking to answer the following research question: What are potential pitfalls and which measures for mitigation can be taken in order to leverage data protection certifications to safeguard the requirements of the GDPR? Methods To answer the research question, we conducted a descriptive literature review [13] to synthesize the current state of research on the pitfalls related to superficial internalization. Our database search revealed  800 articles, of which we examined 60 relevant articles to reveal pitfalls hampering organizations\u27 effectiveness in internalizing certifications by using thematic analysis [14]. Results We identified three key pitfalls that pose critical risks for organizations\u27 success in internalizing certifications. First, organizations differ in their motivations to seek certification [15], which impacts their depth of internalization. Research has shown that external pressure exerted by customers or regulators is either not or negatively impacting internalization (e.g., [7, 16]). Hence, relying on external motivation as the sole motive for certification acquisition should be avoided. Instead, this pitfall can be mitigated by empathizing that acquiring a certification should be driven by internal aspirations: approaching the certification as a chance to improve organizational data governance practices is positively impacting internalization (e.g., [17, 18]). Policymakers and developers of certifications should include implementational guidance for organizations to fulfill the certification requirements, and internalizing organizations should perform specific activities to harness internal benefits besides conforming to external pressures. The second pitfall that organizations should avoid is a lack of stakeholder engagement, such as limited executive buy-in and employee involvement [19–22]. Different stakeholder groups inside the organization may have opposing views of the certification, thus hampering internalization [23]. As a mitigation strategy, we argue that organizations need to perform additional internalization activities, such as adequate internal communication, executive sponsorship, and employee participation to avoid this pitfall [22, 24, 25]. The way internalization activities are conveyed across the organizational structure was identified as the third pitfall. Adopting the certification in a purely top-down manner (i.e., using the certification as a blueprint to derive organizational practices and work instructions) neglects the organization\u27s as-is situation and may lead to superficial internalization or even open resistance [6, 21, 22]. At the same time, a bottom-up approach (i.e., drawing mainly from the organization\u27s as-is state and comparing the existing practices to the certification requirements) can lead to a sole mapping of the certification requirements to the as-is situation without achieving organizational change [19, 26]. As mitigation, a mixed (called "discursive") approach should be chosen so that the as-is state is considered and suggestions for improvement based on the certification can be incorporated [19–22]. Conclusion Certifications can only contribute to the safeguarding of data protection standards when risks of superficial internalization are mitigated and pitfalls avoided. We identified key pitfalls and corresponding mitigation strategies for avoidance. These pitfalls hold relevance not only for organizations adopting certifications but also for policymakers designing best practices. References [1] A. A. King, M. J. Lenox, and A. Terlaak, "The Strategic Use of Decentralized Institutions: Exploring Certification With the ISO 14001 Management Standard," AMJ, vol. 48, no. 6, pp. 1091–1106, 2005, doi: 10.5465/amj.2005.19573111. [2] P. Christmann and G. Taylor, "Globalization and the Environment: Determinants of Firm Self-Regulation in China," Journal of International Business Studies, vol. 32, no. 3, pp. 439–458, 2001, doi: 10.1057/palgrave.jibs.8490976. [3] P. Christmann and G. Taylor, "Firm self-regulation through international certifiable standards: determinants of symbolic versus substantive implementation," Journal of International Business Studies, vol. 37, no. 6, pp. 863–878, 2006, doi: 10.1057/palgrave.jibs.8400231. [4] I. Guler, M. F. Guillén, and J. M. Macpherson, "Global Competition, Institutions, and the Diffusion of Organizational Practices: The International Spread of ISO 9000 Quality Certificates," Administrative Science Quarterly, vol. 47, no. 2, pp. 207–232, 2002, doi: 10.2307/3094804. [5] N. Maier, S. Lins, H. Teigeler, A. Roßnagel, and A. Sunyaev, “Die Zertifizierung von Cloud-Diensten nach der DSGVO,” Datenschutz und Datensicherheit - DuD, vol. 43, no. 4, pp. 225–229, 2019, doi: 10.1007/s11623-019-1097-3. [6] O. Boiral, "ISO 9000: Outside the Iron Cage," Organization Science, vol. 14, no. 6, pp. 720–737, 2003, doi: 10.1287/orsc.14.6.720.24873. [7] D. I. Prajogo, "The roles of firms\u27 motives in affecting the outcomes of ISO 9000 adoption," International Journal of Operations & Production Management, vol. 31, no. 1, pp. 78–100, 2011, doi: 10.1108/01443571111098753. [8] G. A. Knight and P. W. Liesch, "Information internalisation in internationalising the firm," Journal of Business Research, vol. 55, no. 12, pp. 981–995, 2002, doi: 10.1016/s0148-2963(02)00375-2. [9] E. Naveh and A. A. Marcus, "When does the ISO 9000 quality assurance standard lead to performance improvement? Assimilation and going beyond," IEEE Transactions on Engineering Management, vol. 51, no. 3, pp. 352–363, 2004, doi: 10.1109/TEM.2004.830864. [10] J. A. Briscoe, S. E. Fawcett, and R. H. Todd, "The Implementation and Impact of ISO 9000 among Small Manufacturing Enterprises," Journal of Small Business Management, vol. 43, no. 3, pp. 309–330, 2005, doi: 10.1111/j.1540-627X.2005.00139.x. [11] P. Stephanow and C. Banse, "Evaluating the Performance of Continuous Test-Based Cloud Service Certification," in 2017 17th IEEE/ACM International Symposium on Cluster, Cloud and Grid Computing (CCGRID), 2017, pp. 1117–1126. [12] I. Heras‐Saizarbitoria, O. Boiral, and A. Díaz de Junguitu, "Environmental management certification and environmental performance: Greening or greenwashing?," Business Strategy and the Environment, vol. 29, no. 6, pp. 2829–2841, 2020, doi: 10.1002/bse.2546. [13] G. Paré, M.-C. Trudel, M. Jaana, and S. Kitsiou, "Synthesizing information systems knowledge: A typology of literature reviews," Information & Management, vol. 52, no. 2, pp. 183–199, 2015, doi: 10.1016/j.im.2014.08.008. [14] V. Braun and V. Clarke, "Thematic analysis," in APA handbook of research methods in psychology, Vol 2: Research designs: Quantitative, qualitative, neuropsychological, and biological, H. Cooper, P. M. Camic, D. L. Long, A. T. Panter, D. Rindskopf, and K. J. Sher, Eds., Washington, DC, US: American Psychological Association, 2012, pp. 57–71. [15] S. Lins, T. Kromat, J. Löbbers, A. Benlian, and A. Sunyaev, "Why Don\u27t You Join In? A Typology of Information System Certification Adopters," Decision Sciences, pp. 1–34, 2020, doi: 10.1111/deci.12488. [16] J. J. Tarí, J. Pereira-Moliner, J. F. Molina-Azorín, and M. D. López-Gamero, "Heterogeneous adoption of quality standards in the hotel industry: drivers and effects," International Journal of Contemporary Hospitality Management, vol. 31, no. 3, pp. 1122–1140, 2019, doi: 10.1108/IJCHM-09-2017-0606. [17] A. Nair and D. Prajogo, "Internalisation of ISO 9000 standards: the antecedent role of functionalist and institutionalist drivers and performance implications," International Journal of Production Research, vol. 47, no. 16, pp. 4545–4568, 2009, doi: 10.1080/00207540701871069. [18] C. Valmohammadi and M. Kalantari, "Using structural equation modelling to test ISO 9000 motivation, depth of ISO implementation and performance of Iranian manufacturing organisations," International Journal of Productivity and Quality Management, vol. 20, no. 3, pp. 405–427, 2017, doi: 10.1504/IJPQM.2017.082675. [19] O. Boiral, "Corporate Greening Through ISO 14001: A Rational Myth?," Organization Science, vol. 18, no. 1, pp. 127–146, 2007, doi: 10.1287/orsc.1060.0224. [20] H. Yin and P. J. Schmeidler, "Why do standardized ISO 14001 environmental management systems lead to heterogeneous environmental outcomes?," Business Strategy and the Environment, vol. 18, no. 7, pp. 469–486, 2009, doi: 10.1002/bse.629. [21] G. Guzman and L. F. Trivelato, "Transferring codified knowledge: socio-technical versus top-down approaches," Learning Organization, vol. 15, no. 3, pp. 251–276, 2008, doi: 10.1108/09696470810868873. [22] K. W. Sandholtz, "Making Standards Stick: A Theory of Coupled vs. Decoupled Compliance," Organization Studies, vol. 33, 5/6, pp. 655–679, 2012, doi: 10.1177/0170840612443623. [23] C. W. Hsu, "Frame misalignment: interpreting the implementation of information systems security certification in an organization," European Journal of Information Systems, vol. 18, no. 2, pp. 140–150, 2009, doi: 10.1057/ejis.2009.7. [24] O. Boiral, I. Heras‐Saizarbitoria, and M.-C. Brotherton, "Corporate Biodiversity Management through Certifiable Standards," Business Strategy & the Environment, vol. 27, no. 3, pp. 389–402, 2018, doi: 10.1002/bse.2005. [25] I. Heras-Saizarbitoria and O. Boiral, "Symbolic adoption of ISO 9000 in small and medium-sized enterprises: The role of internal contingencies," International Small Business Journal, vol. 33, no. 3, pp. 299–320, 2015, doi: 10.1177/0266242613495748. [26] V. S. Amundsen and T. C. Osmundsen, "Becoming certified, becoming sustainable? Improvements from aquaculture certification schemes as experienced by those certified," Marine Policy, vol. 119, pp. 1–8, 2020, doi: 10.1016/j.marpol.2020.104097

ILR Faculty Publications 2014-15

The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty's research continues to find its way into the very best industrial relations, social science and statistics journals.FacultyPublications_2014_15_final.pdf: 24 downloads, before Oct. 1, 2020

How codes of ethics deal with fear in the workplace

The relationship between decision-making and emotions has been increasingly explored in the past thirty years by physicians, psychologists and economists. Because of the impact that emotions have on human behaviour, ethical implications need to be examined if we consider that managers could use emotions to motivate employees. This paper analyses the content of the code of ethics of 278 companies listed on the Italian stock exchange in order to verify how the codes take into account the emotion of fear experienced by employees in the workplace. Research findings revealed that companies have failed to consider the word “fear” and most of the other terms expressing similar emotions. On the other hand, their codes of ethics focused on ethical standards that should be respected, such as the dignity of each single individual and on unethical actions that must be avoided, such as acts of physical or psychological violence

Strategic Communications and Corporate Branding: a Study of Jebsen & Jessen Indonesia Group

Corporate communications hold a vital function to maintain the company's positive image and reputation in front of stakeholders. A corporate communications practitioner must be able to handle a variety of communication processes in an organization, including to determine the right strategy to reach its communications goal. The purpose of this research is to analyze the corporate communications strategy of Jebsen & Jessen Indonesia Group to create its corporate branding and reflect it with public relations strategic planning process. The researcher gathered the primary data from in-depth interview with key informant and combine it with secondary data from other relevant data. Afterwards, it was verified by triangulation to strengthen the credibility of data and continue with analysis process. This research concluded that Jebsen & Jessen Indonesia Group has implemented its corporate branding strategy accordingly to public relations strategic planning process. Some of the targets have been achieved in one year period, however there have been suggestions to improve the future corporate branding strategy formation

Enhancing Employee Communication Behaviors for Sensemaking and Sensegiving in Crisis Situations: Strategic Management Approach for Effective Internal Crisis Communication

Purpose The purpose of this paper is to explore the organizational effectiveness of internal crisis communication within the strategic management approach, whether it enhanced voluntary and positive employee communication behaviors (ECBs) for sensemaking and sensegiving. By doing so, this study provides meaningful insight into: new crisis communication theory development that takes a strategic management approach, emphasizing employees’ valuable assets from an organization, and effective crisis communication practice that reduces misalignment with employees and that enhances voluntary and positive ECBs for the organization during a crisis. Design/methodology/approach This study conducted a nationwide survey in the USA among full-time employees (n=544). After dimensionality check through confirmatory factor analysis, this study tested hypothesis and research question by conducting ordinary least squares multiple regression analyses using STATA 13. Findings This study found that strategic internal communication factors, including two-way symmetrical communication and transparent communication, were positive and strong antecedents of ECBs for sensemaking and sensegiving in crisis situations, when controlling for other effects. The post hoc analysis confirmed theses positive and strong associations across different industry areas. Originality/value This study suggests that voluntary and valuable ECBs can be enhanced by listening and responding to employee concerns and interests; encouraging employee participation in crisis communication; and organizational accountability through words, actions and decisions during the crisis. As a theoretical implication, the results of this study indicate the need for crisis communication theories that emphasize employees as valuable assets to an organization