Search results

This study assesses performance measurement (PM) system implementation efforts across various organizational contexts and investigates which factors are critical to achieving implementation success (IS).

An empirical field study was conducted to refine a framework of PM system IS that consists of 5 dimensions of success and 29 factors. A survey questionnaire was used to investigate actual organizational practice and exploratory factor analysis was conducted to refine constructs corresponding to potential factors and dimensions of IS. The resulting variables were then investigated using multiple regression analysis to identify critical success factors for implementing PM systems.

The survey was completed by representatives from 124 organizations and the exploratory factor analysis results indicated that there are three underlying dimensions of IS (i.e. Use of the System, PM System Performance, and Improved Results and Processes) and 12 factors. Of the factors, nine can be considered critical success factors having a significant relationship with at least one dimension of IS: Leader Support, Design and Implementation Approach, Reward System Alignment, Organizational Acceptance, Organizational Culture and Climate, Easy to Define Environment, IT Infrastructure Capabilities, PM System Design Quality, and PM Participation and Training.

The results show that there are distinct dimensions of IS and, although some factors are associated with all dimensions, most are more closely related to only one dimension. This suggests that different strategies should be utilized based on the types of challenges experienced during implementation.

The purpose of this paper is to introduce a framework for the design and management of a Kaizen event program where short‐term improvement projects (Kaizen events) are systematically used to introduce rapid change in targeted work areas, often relying on lean work system principles.

To develop the framework and the assessment approach, a comprehensive literature review and a field study of Kaizen event programs in three organizations were conducted. To illustrate the potential usefulness of the framework and the assessment approach, this paper presents a case study of how the framework was applied to design and improve a Kaizen event program in the Belgian Armed Forces.

Use of the framework as a design and assessment tool appeared to make the Kaizen event program more effective in the case study organization. Specific areas of improvement identified included: clearly defining event goals, scheduling extended follow‐up activities, defining measures to track results, assigning roles for Kaizen event evaluation activities, and sharing lessons learned in areas of the organization outside the work processes targeted by Kaizen events.

With the increased use of lean work system practices in recent years, many organizations are using Kaizen events to rapidly introduce change and to create a culture of continual improvement (or kaizen). However, organizations lack systematic, research‐based guidance on how to best design and implement Kaizen event improvement programs and how to best assess results. The proposed framework attempts to address these gaps.

This chapter explores the context of global ventures, gives an overview of an entrepreneur’s motivations, and discusses literature on internationalization strategies of firms. Entrepreneurs innovate and find new ways to create or discover new opportunities, start a new venture, or grow an existing venture. Indeed, firms grow through sustainable and innovative process considering economic, social, and environmental protection (the three pillars of sustainability). Indeed, entrepreneurial motivations to take business globally can be because of “push” or “pull” forces such as the creation of global products and services, access to global market, access to strategic resources, and access to global sourcing. However, the capability to internationalize is dependent on the interaction between entrepreneurs’ internal resources and external constraints. These constraints are explained by the Ghemawat’s CAGE Distance Framework, including “cultural,” “administrative,” “geographic,” and “economic” challenges.

The purpose of this paper is to describe and illustrate an application of a structured approach to assess and improve an organization's performance measurement review process.

This approach was implemented within an ongoing action research project in a large telecommunications organization. Assessment elements were defined based on literature review, and the assessment approach was designed based on performance excellence frameworks such as Baldrige and EFQM. Data collection included interviews, observations, and document review, and an external assessment team was used.

The approach can be used to generate useful and actionable feedback for leadership to increase the effectiveness of the performance measurement review process and can also be used as a reference framework for establishing an effective performance review process initially.

This paper provides a comprehensive yet detailed methodology for assessing the performance review process. This methodology is more targeted in scope than measurement system assessment tools emerging in the literature. Practitioners can gain specific feedback to improve the performance review process. Researchers benefit by having a more standard, structured approach for collecting and codifying detailed observations and artifacts when studying the performance review process.

The purpose of this paper is to describe and illustrate an application of a tool for assessing the maturity and effectiveness of enterprise performance measurement systems.

Assessment elements were defined based on the literature, and the scoring approach was designed based on performance excellence frameworks such as Baldrige and EFQM. A research case application in a Belgian public sector organization is used to illustrate how the tool can be used and the types of insights generated.

The case application indicates that the tool can be used to generate useful and actionable feedback for leadership to increase the maturity of enterprise performance measurement systems. The tool can also be used to longitudinally track progress in performance measurement system effectiveness.

The current paper represents the pilot application of the tool. Future work is needed to further test and refine the tool, refine the assessment process, and collect additional assessment data in other organizations.

This tool provides a more holistic yet detailed assessment of performance measurement systems. It assesses measurement system design quality, as well as implementation/use Specific feedback on process gaps can be used to detect and address problem areas, providing value for practitioners. The tool provides researchers with a standard, structured approach for collecting and codifying detailed observations and artifacts when studying measurement systems.

The purpose of this paper is to examine the antecedents of organizational ambidexterity of foreign ventures in an emerging market. Organizational ambidexterity, the simultaneous pursuit of exploration and exploitation, represents a key innovation strategy. Yet, the driving factors of such innovation strategies for foreign ventures competing in emerging markets have been underresearched. In this study, unpacking the construct of organizational ambidexterity into two dimensions (i.e. the combined dimension [CD] and the balance dimension [BD]), the authors aim to investigate how firm-level and industry-level factors drive foreign ventures in pursuing exploration and exploitation and maximizing the benefits of both.

This study adopts the hierarchical multiple regression approach using a sample of foreign ventures operating in high-tech manufacturing industries in China.

The authors find that the firm-level factor of strategic flexibility leads positively to the CD of organizational ambidexterity, whereas the industry-level factor of technological turbulence has a significantly positive impact on the BD.

This study provides important insights into the driving factors of organizational ambidexterity for foreign ventures competing in emerging markets.

The purpose of this paper is to examine the performance impact of foreign ventures' exploration and exploitation strategies in emerging markets. Exploration and exploitation represent key strategic choices and have been extensively studied in the context of domestic markets. Yet the implication of such innovation strategies for foreign ventures operating in emerging markets has been under-researched. We aim to investigate whether foreign ventures can realize the value of exploration and exploitation strategies in emerging markets and also the moderating role of marketing capability and operation flexibility to enable the implementation process.

This study adopts the hierarchical moderated regression approach using a sample of foreign ventures operating in high-tech manufacturing industries in China.

The authors find that both exploration and exploitation have positive effects on firms' financial performance. Marketing capability strengthens the performance impact of exploration, but exhibits no such impact of exploitation. Moreover, operation flexibility positively moderates the effects of both exploration and exploitation on performance.

This study provides important insights into whether foreign ventures can boost performance through exploration and exploitation strategies in emerging markets as well as the implementation-level factors that can facilitate such positive effects.

The study is novel in revealing the moderating role of marketing capability and operation flexibility in facilitating the performance outcome of exploration and exploitation strategies.

Small and medium-sized enterprises (SMEs) use networks to overcome knowledge deficiencies in pursuing innovation. However, balancing the cost and risk of growing networks, especially internationally, with potential gains in knowledge remains a critical challenge. Searching for innovation knowledge in international and domestic networks can be complementary when learning is compressed or as competing when the SMEs capacity to use the new knowledge is exceeded. This paper aims to investigate whether knowledge searches in domestic and international networks are complementary or conflicting in pursuit of innovation.

This study is based on firm-level data set comprising 426 SMEs located in New Zealand, an advanced small and open economy. Using multi-level modelling, this study tests competing hypotheses, asking whether domestic and international network searches are complements or substitutes when seeking ambidexterity.

The research finds that, in contrast to earlier research, which shows increasing network breadth drives innovation activity, SMEs benefit less from knowledge search across combined domestic and international networks for exploration innovation and ambidexterity. In contrast, exploitation shows no effect, suggesting that combined networks could support exploitation.

This paper highlights how SMEs mitigate the influence resource constraints have on the partnerships they form and how this translates to ambidexterity. Specifically, recognising that an opportunistic approach to network development may impose future constraints on SME ambidexterity. From a management perspective, the paper recognises that balancing knowledge search across domestic and international networks can facilitate ambidexterity; however, to prevent spreading resources too thinly, this likely requires exit from early domestic innovation network partnerships.

Blockchain has been considered as a disruptive technology and every industry stands to benefit from it. According to Deloitte, increasing number of managers claim that their firms will suffer loss in competitive advantage if they do not adopt blockchain. Despite this motivation, insufficient knowledge on how can blockchain add value inhibits the commitment to its adoption. To better understand the possible influence of blockchain, two dimensions (exploitation and exploration) of blockchain initiatives are distinguished. This research aims to examine the impact of ambidextrous blockchain initiatives on firms' operational efficiency, as well as the moderating role of unabsorbed slack and environmental munificence.

In this paper, secondary panel data were collected from multiple sources to test the proposed hypotheses. Content analysis was adopted to operationalise ambidextrous blockchain initiatives from firms' official announcements.

The authors find that firms' ambidexterity in blockchain initiatives have significantly positive impact on operational efficiency. Furthermore, when firms have lower unabsorbed slack or in more munificent environments, they may benefit from managing a balance between exploration and exploitation.

This research offers some insightful theoretical and managerial implications of ambidextrous blockchain initiatives. The findings of this study contribute to blockchain literature by providing theory-driven empirical research.