Organizational and Innovative Flexibility Mechanisms and their Impact upon Organizational Effectiveness

This paper presents a lexical definition of firms' flexibility and its operationalization as used in the DISKO survey of 1900 Danish private firms. This operationalization is highlighted by data from a highly flexible firm which was visited in 1997 as part of a follow-up upon the questionnaire survey of which the firm in question was a part. The aim is to understand the flexible traits and their meaning for effectiveness. The analysis shows how the interviewees’statements give an understanding of the firm’s flexibility and its effectiveness and how their explanations draw upon elements from the operationalization as well as elements not included in the operationalization but can be seen as part of the lexical definition. The results point to the importance for effectiveness of the firm's culture based upon openness, cooperation and service mindednes in combination with a group structure which means extended cross functional information processes. These processes are supported by information and communication technology founded on a common understanding among the users building upon learning activities. From these connections stem extended relationships with customers and a rich web of processes conducive for new ideas on products and services. Details of these relationships are presented. From this analysis is also drawn a few conclusions regarding the problem of operationalization of flexibility. Results from the questionnaire survey are given as background information and include the distribution of the 1900 firms as measured by a flexibility index and divided according to a typology of static, flexible, innovative and dynamic firms.Flexibility, innovation, effectiveness

The resource-based view within the conversation of strategic management

Includes bibliographical references

Orchestration of the Marketing Strategy under Competitive Dynamics

Constructing suitable marketing strategy and implementing it effectively is an art and science both like orchestration of a symphony. The discussion in this paper blends this analogy with the science of marketing demonstrating the levels of strategy development in a competitive marketplace. The paper presents the marketing-mix in contemporary context and argues that performance of a marketing firm can be maximized, when a firm develops a creative marketing strategy and achieves marketing strategy implementation effectiveness. The discussion in the paper reveals that marketing managers of different levels simultaneously operate within the firm and perceive the need for strategy development with varied preferences. A consequence of this is development of robust strategies and their effective implementation which, in turn, leads to increased market performance. Thus, it is important for researchers to investigate various strategy integration perspectives and this paper provides guidance by reviewing the existing literature.Marketing strategy, strategy integration, marketing-mix, customer value,strategy implementation, market competition, risk factors, brand building, customer centric strategy, routes to market

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed

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

The effect of organizational culture on CRM success

Copyright @ 2013 EMCIS.The aim of this paper is to develop a theoretical framework exemplifying the effect of organizational culture on the success of Customer Relationship Management (CRM) systems' implementation. This is deemed significant as yet little research has investigated the role of organizational culture as a critical success factor to CRM implementation. The proposed theoretical framework is developed based on the notion that nurturing an organizational culture that promotes adaptive learning leads to better management of customer information that in turn improves the quality of customer information, which is considered a key contributor to successful implementation of CRM initiatives. The Competing Values Framework (CVF) is used to measure "Organizational Culture" since it has proven its validity in examining the effect of organizational culture on organizational effectiveness and performance

A Conceptual Framework of Reverse Logistics Impact on Firm Performance

This study aims to examine the reverse logistics factors that impact upon firm performance. We review reverse logistics factors under three research streams: (a) resource-based view of the firm, including: Firm strategy, Operations management, and Customer loyalty (b) relational theory, including: Supply chain efficiency, Supply chain collaboration, and institutional theory, including: Government support and Cultural alignment. We measured firm performance with 5 measures: profitability, cost, innovativeness, perceived competitive advantage, and perceived customer satisfaction. We discuss implications for research, policy and practice

Organizational health assessment: a Romania firm case study

Other than measuring units of output or profit to evaluate organization performance, this research develops a new assessment concept, organizational health. The survey of Work Environment Scale as the foundation data for the System-wide Interpretation of Health and Quality was used in this case study on a Romania firm. Structural measurement on organization effectiveness, leadership, and term work efficiency was conducted and further explained by three dimensional graphs with a weighted least squares method. The system-wide assessment shows multiple causalities among the endogenous variables.Organizational Assessment, Leadership, Organizational Health