Key factor for hastening the strategic issue diagnosis process: a within organisational model

Previous research on Strategic Issue Diagnosis (SID) had focused on the complexity and novelty associated with the decision-making process in a turbulent environment. What had not been previously addressed in the extant literature is the requirement for speed inherent within the SID process, especially that is related to the gathering of information and facts through an organisation’s environmental scanning procedures. Since proactive management techniques, nimble processes, and systems that allow an organisation to be responsive and build rapid decision-making capabilities are important determinants of success in a turbulent environment, the element of speed associated with SID is an important factor. Our paper identifi es a series of propositions focusing att ention on elements of the environmental scanning processes and management hierarchies that are intended to counteract the recursiveness and redundancy inherent in SID systems and ultimately hasten the strategic decision-making process

Knowledge management : why do we need it for corporates

This article gives a brief introduction about Knowledge Management (KM), its need, definition, components, KM assets, challenges and processes of KM initiative at any organisation. It also provides a narration on how the KM initiative has been adopted at ICICI OneSource, to support the achievement of its Business Process Outsourcing objectives. Both knowledge sharing as well as reuse need to be encouraged and recognized at the individual employee level as well as the company level. This is best done by measuring and rewarding knowledgeperformance. Sustained strategic commitment and a corporate culture that is conducive to knowledge-performance are vital for success in Knowledge Management. The paper concludes with suggestions for the implication for policy and future practices

Conditioned emergence: a dissipative structures approach to transformation

This paper presents a novel framework for the management of organisational transformation, defined here as a relatively rapid transition from one archetype to another. The concept of dissipative structures, from the field of complexity theory, is used to develop and explain a specific sequence of activities which underpin effective transformation. This sequence integrates selected concepts from the literatures on strategic change, organisational learning and business processes; in so doing, it introduces a degree of prescriptiveness which differentiates it from other managerial interpretations of complexity theory. Specifically, it proposes a three-stage process: first, the organisation conditions the outcome of the transformation process by articulating and reconfiguring the rules which underpin its deep structure; second, it takes steps to move from its current equilibrium and, finally, it moves into a period where positive and negative feedback loops become the focus of managerial attention. The paper argues that by managing at the level of deep structure in social systems, organisations can gain some influence over self-organising processes which are typically regarded as unpredictable in the natural sciences. However, the paper further argues that this influence is limited to archetypal features and that detailed forms and behaviours are emergent properties of the system. Two illustrative case-vignettes are presented to give an insight into the practical application of the model before conclusions are reached which speculate on the implications of this approach for strategy research

Skills are not enough : the globalisation of knowledge and the future Uk economy

The UK’s policy response to globalisation centres on building a highly skilled population and competing in higher value market places: this is not enough. The UK needs to move beyond a ‘national-centric view of the world’ and to place a greater emphasis on active demand side policy that engages with employers and focuses on job creation, job quality and labour supply

Denial at the top table: status attributions and implications for marketing

Senior marketing management is seldom represented on the Board of Directors nowadays, reflecting a deteriorating status of the marketing profession. We examine some of the key reasons for marketing’s demise, and discuss how the status of marketing may be restored by demonstrating the value of marketing to the business community. We attribute marketing’s demise to several related key factors: narrow typecasting, marginalisation and limited involvement in product development, questionable marketing curricula, insensitivity toward environmental change, questionable professional standards and roles, and marketing’s apparent lack of accountability to CEOs. Each of these leads to failure to communicate, create, or deliver value within marketing. We argue that a continued inability to deal with marketing’s crisis of representation will further erode the status of the discipline both academically and professionally

The impact of process quality measurement on financial performance of market oriented firm

Market orientation and process quality measurement had been regarded in the literature as sources of competitive advantage for business performance.However, both these concepts had been discussed separately in their own respective academic discipline. In the context of business operation today,the organisation need to work as a team to survive in the challenging business environment. Market orientation originates from the marketing concept. On the other hand, process quality measurement originates from quality management principles and is viewed as one of its tools. Despite their importance, many organisations have not combined them in order to become a market driven and quality oriented organisation. Thus, this study investigated the impact of process quality measurement on the relationship between market orientation and financial performance of manufacturing firms in Malaysia. Although the overall results showed lack of evidence on the impact of process quality measurement on market orientation-financial performance relationships, individual results signified that process quality measurement moderate the relationship between market action and financial performance

A conceptual framework for changes in Fund Management and Accountability relative to ESG issues

Major developments in socially responsible investment (SRI) and in environmental, social and governance (ESG) issues for fund managers (FMs) have occurred in the past decade. Much positive change has occurred but problems of disclosure, transparency and accountability remain. This article argues that trustees, FM investors and investee companies all require shared knowledge to overcome, in part, these problems. This involves clear concepts of accountability, and knowledge of fund management and of the associated ‘chain of accountability’ to enhance visibility and transparency. Dealing with the problems also requires development of an analytic framework based on relevant literature and theory. These empirical and analytic constructs combine to form a novel conceptual framework that is used to identify a clear set of areas to change FM investment decision making in a coherent way relative to ESG issues. The constructs and the change strategy are also used together to analyse how one can create favourable conditions for enhanced accountability. Ethical problems and climate change issues will be used as the main examples of ESG issues. The article has policy implications for the UK ‘Stewardship Code’ (2010), the legal responsibilities of key players and for the ‘Carbon Disclosure Project’

Barriers to Union Organizing

[Excerpt] The current environment presents dramatic challenges for the American labor movement. Structural change in the economy has meant job loss in traditionally unionized sectors such as heavy manufacturing, and job gains in the less unionized service industries. Deregulation and increased international trade have created competitive pressures on unionized industries, resulting in significant concessions and a reduction in bargaining power. Simultaneously, unions have contended for twelve years with unfriendly government regulators who have displayed little commitment to timely and vigorous enforcement of protective labor legislation. In particular, the National Labor Relations Board (NLRB) of the Reagan and Bush administrations has reinterpreted the National Labor Relations Act (NLRA), weakening protections for union activity and relaxing restrictions on management practices. The combinations of competitive pressures and a more congenial legal setting has fostered more vigorous management opposition to unions at the bargaining table, during organizing campaigns, and in the courts