THE CORRELATION OF ORGANIZATIONAL CULTURE AND SUCCESS OF BPM ADOPTION

Organizational culture has been described as one of the most important factors in BPM adoption, as it is reported to support or hinder BPM efforts in an organization. However, this proposition is still hardly backed up with empirical research. The aim of this paper is to provide a better understanding of the contingent role that organizational culture can play for the success of BPM adoption. To this end, we use a survey design for evaluating the correlation of organizational culture and the success of BPM adoption. Our survey was distributed among top managers and (where applicable) process owners in organizations with more than 50 employees in Slovenia. The results reveal that the highest level of BPM adoption success is achieved in organizations with Clan culture type, whereas organizations achieving the lowest level of BPM adoption success appear to have a Hierarchy culture, as measured by the culture classification of Cameron and Quinn (2006). A significantly negative correlation has been found between Hierarchy culture type and all aspects of BPM adoption success. These insights provide a foundation for further studying on how organizational culture affects BPM adoption success in detail

Evaluation of a World Vision intervention to address the psychosocial outcomes of children and adolescents in poverty

This study evaluated two World Vision programs in Armenia – Peace Road, a school-based intervention for youth, and Child Protection, an intervention targeting youth, their families, and their communities. It found that both programs increased youth empowerment, and Peace Road reduced youth uptake of beliefs accepting of violence against women

Integrating qualitative and quantitative approaches in cross-cultural research

The affects associated with culture, the values inherent in cultures and the identification of cultural assumptions are popular topics in recent management and Information Systems (IS) research. The main focus in relevant IS research over the years, has been on the comparison of cultural artifacts in different cultural settings. Despite these studies we need to ask whether there is a general approach to how culture can be researched in a rigorous manner? What are the issues that arise in cross- cultural research that have a bearing on decisions about a suitable research approach? What are the most appropriate methodologies to be used in cross-cultural research? Which is more appropriate, a qualitative, a quantitative or a mixed- method research approach? This paper will discuss important considerations in the process of deciding on the best research approach for cross-cultural projects. A case study will be then be reported as an example revealing the merits of integrating qualitative and quantitative approaches followed by a thorough discussion on the issues which may arise during this process

International joint ventures in Russia : the influence of culture on alliance success

The second group suggests that non-equity IJVs in Russia adopt an organisational culture which is more similar to that of the partner, which has majority control, whereas, equity IJVs in Russia have a hybrid culture.  IJVs with “foreign” and hybrid cultures are positively associated with IJV performance in Russia, whereas IJVs with an organisational culture similar to that of the Russian partner are negatively associated with IJV performance.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

Enhancing the understanding of cost overrun drivers in highway projects in Nigeria through system dynamics modelling

Highway projects in developing countries (and specifically in Nigeria) are beset with numerous implementation challenges, including delivery within the contracted budget. This particular problem can be attributed to poor understanding of the contextual interactions and overall dynamics of the factors which contribute to cost overrun. To overcome this challenge, efforts have been made to understand the drivers of cost overrun, but to date there has been insufficient focus on the intricate interactions and dynamics of the driving factors. Therefore, this study set out to assess how system dynamics approach could improve our understanding of the driving factors of cost overruns in highway projects in Nigeria, by developing a computer-based system dynamics model that incorporates the intricate and contextual dynamic processes of the drivers. Using a case study research strategy, a four-stage interview process was adopted. Firstly, 16 interviews with relevant stakeholders were conducted and analysed using a formulated data compatible coding framework to inform model conceptualisation. Secondly, 9 interviews were conducted to validate the developed conceptual model. Thirdly, 9 interviews were conducted to elicit the values of the parameters used in the formal modelling process. Lastly, 6 interviews were conducted to validate the simulation model by presenting the simulation results and the accompanying algorithms and documentation. The findings revealed that, amongst the numerous driving factors, the most significant were: delay in progress of work, political instability, adverse weather, social issues, modification of project scope, and delay in payment to contractors. Additionally, the multiple drivers were shown to exhibit causal relationships, which formed the basis for the development of a conceptual model, supported by identified causal relations from literature sources and a model evaluation process with the stakeholders. The results from the conceptual model indicated that the feedback structure of the contextual system is governed by seven feedback loops (3 reinforcing (positive) and 4 balancing (negative)), demonstrating the complexity and dynamics of the contextual system. Accordingly, key parts of the conceptual model (Loops R3 and B4) which described the dynamic interactions inherent in a typical highway infrastructure development in Nigeria were converted, expanded and numerically structured in terms of stock and flow diagram, and simulated in a 240-month time period. The simulation results suggested that the model is useful for its purpose and is consistent with the system’s observed contextual reality. As well as the business as usual (BAU) scenario, which assumed the status quo in contextual behavioural trends, three alternative scenarios were designed and simulated in order to assess their impact on improving the cost performance of highway projects in Nigeria. The results showed that scenario four (combination of all policies) would provide the maximum cost performance benefit, by ensuring that the delivery period of key economic projects improved by 15%. The evaluation results indicated that the processes and their outputs are vital instruments for enhancing and promoting a better understanding of the intricate and contextual dynamics of cost overrun drivers in highway projects. This new model will be of use to decision makers in the highway sector of the Nigerian construction industry, facilitating informed and pragmatic decisions regarding policies that will ensure cost effective delivery of highway projects

International joint ventures in Russia: The influence of culture on alliance success

The second group suggests that non-equity IJVs in Russia adopt an organisational culture which is more similar to that of the partner, which has majority control, whereas, equity IJVs in Russia have a hybrid culture. IJVs with foreign and hybrid cultures are positively associated with IJV performance in Russia, whereas IJVs with an organisational culture similar to that of the Russian partner are negatively associated with IJV performance