Scenarios for system development: Matching context and strategy

A comparison of seventeen contingency models for system development (SD) led to the conclusion that no model supports all requested activities: diagnosing the contest, describing alternative approaches, matching context and approach, looking at social organizational issues, and supporting a dynamic fit between contest and approach. This study paid special attention to the social and organizational aspects of system development. Our contingency model specifies five possible types of risk (functional uncertainty, conflict potential, technical uncertainty and resistance potential) in system development that should be controlled. For each type, a corresponding proposition about its control was derived from this model and analysed in seven system development processes. We succeeded in explaining the outcome of the development process through the fit between context and situation, thereby gaining some preliminary support for the model. Still, the limitations of such a contingency model are to be taken seriously

The oxymoron of control in an era of globalization: vulnerabilities of a mega-myth

In response to developments around as well as within organisations, managers are faced with a control-commitment dilemma. A new rationality of governance has emerged besides the well-known rationality of bureaucratic control. This new set of governance strategies, which is presented under different labels such as commitment-based management or trust-based governance, is directed at access to and leverage of intangible resources like employee commitment, tacit knowledge and learning behaviours. In this special issue, six studies are presented that address the subject of how top management teams deal with this control-commitment dilemma and the intended or unintended consequences of choices made. © 2004, Emerald Group Publishing Limite

The Role of Transformational Leadership in Enhancing Team Reflexivity

Team reflexivity, or the extent to which teams reflect upon and modify their functioning, has been identified as a key factor in the effectiveness of work teams. As yet, however, little is known about the factors that play a role in enhancing team reflexivity, and it is thus important to develop theorizing around the determinants of reflexivity. From an applied perspective, leadership is a very relevant factor. The current study is a first step in the development of such a theory, and addresses this important gap in our understanding of team reflexivity by focusing on the role of leader behavior. We examined the extent to which transformational leadership influences team reflexivity and, in turn, team performance in a field study conducted among 32 intact work teams from nine organizations. Team members rated reflexivity and leadership, while external managers rated team performance. We hypothesized and tested a mediational model proposing that transformational leadership is related to the adoption of a shared vision by the team. This in turn relates to team reflexivity, which leads to higher team performance. Results support this model.team reflexivity;transformational leadership;team performance;shared vision;team learning

Competenties en effectiviteit: Het perspectief van verschillende beoordelaars.

The competency based approach to human resource management has gained popularity. Despite this popularity, there is still no unequivocal answer to the question whether and, if so, which competencies are actually related to effectiveness when different rater sources are considered. Therefore, this study examines relationships between managerial competencies and perceived managerial effectiveness focusing on the perspectives of subordinates, peers, and supervisors using a 360-degree feedback inventory. Results revealed that different rater sources assess competencies and managerial effectiveness differently. That is, comparing ratings of different sources showed little to no similarity. Furthermore, within source competency ratings were found to be more similar than between source competency ratings. Overall, competencies appeared to be related to perceived managerial effectiveness. In addition, results showed that in the eyes of subordinates, peers, and supervisors, different competencies are considered predictors of perceived managerial effectiveness. The results are discussed and several potentially fruitful avenues for future research on the link between competencies and effectiveness are presented