Barriers to Data Sharing among Private Sector Organizations

In today’s digital world, sharing data among private sector organizations to realm mutual benefits, such as innovation and value co-creation, is considered a promising yet barely explored and realized approach. Although private sector organizations are pursuing data sharing, successful real-world examples are sparse due to a multitude of barriers. However, knowledge on barriers to data sharing among private sector organizations is scarcely existent in scientific literature. Therefore, we apply an exploratory research approach by triangulating insights from fourteen expert interviews and a systematic literature review to identify barriers which we group along five distinct perspectives. By exploring the multi-faceted barriers to data sharing among private sector organizations, our work contributes to a better understanding of data sharing in this field and lays the foundation for future studies. For practitioners, we identify key challenges to successful data sharing among private sector organizations and, hence call for additional endeavors in data sharing

Inter-Organizational Relationships and Law Enforcement Information Sharing Post-September 11, 2001

The lack of information sharing among law enforcement agencies leading up to the 11 September 2001 terrorist attacks has been well documented. An emphasis on interaction among law enforcement agencies with other government and private sector organizations has been reinforced in contemporary counter-terrorism efforts. Despite this emphasis, very little is known with respect to which law enforcement agencies are collaborating with which public works and private sector organizations to fulfill this critical mission gap. The present research utilizes two federally funded national surveys to explore the collaborative relationships between law enforcement, other government organizations, and private sector organizations. Findings suggest collaboration across sectors exists; however, it appears significant room for improvement remains

Appraisal as a Determinant for Adequate Compensation in Private Sector: A Study of Selected Organisations in Nigeria

In this paper, efforts were made to critically investigate and analyze appraisal as a determinant for adequate compensation in private sector organizations in Nigeria. Thus, the paper sets out by reviewing a body of existing literature on concept of management theories and how the subject of appraisal and adequate compensation, have evolved over the years. The research adopts the basic tenets and focus on major private sector organizations in Nigeria’s manufacturing and service industries. Six organizations listed on the Nigeria stock exchange were served with structured questionnaire to elicit information needed to test the research hypotheses. Published annual reports and statement of accounts of the respondent organizations for the period 2001 – 2007 were used to extract relevant information relating to the Study. Data collected from both sources were analyzed using statistical tools such as frequency distribution, simple percentage and chi-square (2). The results indicate that effective management and conduct of appraisal could be used by private sector organizations in Nigeria to determine adequate compensation for the workforce, while taking into account other factors. Finally the paper recommends that private sector organizations should develop an appraisal system base on careful job analysis and establish its reliability and validity.Key Words: Appraisal, Determinant, Adequate Compensation, Private Secto

The Causes of Conflict in Public and Private Sector Organizations in South Africa

The uncertainty that accompanies organizational change heightens prospects for intra organizational conflict. Notwithstanding this, the knowledge base on the sources (or causes) of organizational conflict is underdeveloped – largely as a result of a low incidence of empirical research, and in particular in South Africa. The current study explored the perceived sources of conflict in two South African organizations operating in different economic sectors. An experimental survey focusing on both the causes and the impact of conflict was administered to a sample of 203 employees, representing both companies. Comparative analysis revealed significant differences between the two organizations’ views with regard to the causes and consequences of conflict. The implications of these findings for future research and conflict management are discussed.organizational conflict, conflict management, human resource management, management

A proposed approach to monitor private-sector policies and practices related to food environments, obesity and non-communicable disease prevention

Private-sector organizations play a critical role in shaping the food environments of individuals and populations. However, there is currently very limited independent monitoring of private-sector actions related to food environments. This paper reviews previous efforts to monitor the private sector in this area, and outlines a proposed approach to monitor private-sector policies and practices related to food environments, and their influence on obesity and non-communicable disease (NCD) prevention. A step-wise approach to data collection is recommended, in which the first (‘minimal’) step is the collation of publicly available food and nutrition-related policies of selected private-sector organizations. The second (‘expanded’) step assesses the nutritional composition of each organization’s products, their promotions to children, their labelling practices, and the accessibility, availability and affordability of their products. The third (‘optimal’) step includes data on other commercial activities that may influence food environments, such as political lobbying and corporate philanthropy. The proposed approach will be further developed and piloted in countries of varying size and income levels. There is potential for this approach to enable national and international benchmarking of private-sector policies and practices, and to inform efforts to hold the private sector to account for their role in obesity and NCD prevention

Motivations For Enterprise Resource Planning (erp) System Implementation In Public Versus Private Sector Organizations

The goal of this research was to increase the knowledge base regarding Enterprise Resource Planning (ERP) Software implementation, particularly in the public sector. To this end, factors regarding benefits sought through ERP system implementation and critical factors surrounding successful ERP implementation were identified. In addition, the perception of project team members’ satisfaction with modules implemented and their concerns about implementing ERP software were identified in this study. The results of this study provided recommendations for public- and private-sector organizations in order to increase their opportunity for successful ERP system implementation. The literature review and results of this study suggested that the benefits sought during ERP system implementation were consistent among public- and private-sector organizations. Benefits such as increased standardization, better reporting, and reduced operational costs were recognized as goals of ERP software implementation. Factors that attributed to successful ERP system implementations were top management support, and knowledgeable project managers and team members. The t-test analyses found differences among the two groups, public and private sector organizations, regarding some benefits sought and the level of satisfaction with some modules. The study included recommendations for organizations to fully research ERP functionality prior to implementation, implement strong change management, use other means of measuring return on investment, ensure employee buy-in and top management involvement, and avoid scope creep

The Transfer of Military Culture to Private Sector Organizations: A Sense of Duty Emerges

As a government institution, the United States (US) Department of Defense (DOD) wields powerful influence on private sector organizations in the defense industry beyond the implications of public policy. In our conceptual research, we study the DOD as a key customer stakeholder in these organizations and investigate the influence of its military culture on these private sector organizations. By analyzing the culture of the DOD, we uncover a new dimension, sense of duty, not previously studied in mainstream organization literature. We propose that this dimension transfers from the DOD to its private sector suppliers in the defense industry via interorganizational relationships, characterized by type, strength and tenure. Finally, we review the implications of culture transference for both entities and discuss generalizability of findings beyond the setting of this study

Trust in Transformational Leadership: Do Followers’ Perceptions of Leader Femininity, Masculinity, and Androgyny Matter?

This paper takes an authenticity perspective to examine whether followers’ perceptions of a leader’s feminine, masculine, or androgynous characteristics influence the relationship between transformational leadership and followers’ perceived trust in the leader. The research was quantitative in approach. A cross-sectional survey design was used to collect data from employees from different public and private sector organizations in Pakistan. The findings show that the relationship between transformational leadership and trust is weaker when followers perceive leaders to be high on masculine and androgynous attributes. Leaders’ femininity was found to have a positive effect in the relationship of transformational leadership with trust in the leader. The paper suggests practical implications and directions for future research

The content and context of organizational ethics

The aim of this paper is to provide an empirical contextual picture of what is truly valued most in different public and private sector organizations. Through a series of qualitative in-depth interviews (n = 38), that were a follow-up to an earlier survey study among public and private sector managers (n = 382), a number of crucial organizational values were presented to and discussed with a selection of top managers from a variety of Dutch public and private sector organizations. The decision-making context from the interviews provides insight into why, when, how and to what extent specific values are important. A number of unexpected differences and similarities between organizations with a different sectoral status emerge from the data, which shed new light on existing predispositions on value preferences in government and business conduct. © 2010 The Author. Public Administration © 2010 Blackwell Publishing Ltd