Managing critical success factors for IS implementation: A stakeholder engagement and control perspective

Enterprise information systems (IS) implementation is often part of an organization's strategic IT initiatives and requires a large investment of organizational resources, yet may fail due to inadequate management of critical success factors (CSF). Using a revelatory case study of a multi‐partner COTS implementation process by a large Canadian government organization, this research investigates successful management of CSF through optimal stakeholder engagement and a balancing of control configurations. This research identifies four distinct project orientations related to stakeholder engagements—strategic, responsibility, harmony, and persuasion—that can be of significant value in managing CSF and other challenges during implementation and post‐implementation phases. In addition to the identification of a need for control balancing in a multi‐partner IS implementation, three key drivers responsible for triggering control balancing are identified: (a) shared understanding, (b) negative anticipation, and (c) deviation of expectations. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.     

Professionalising gender and development expertise: innovations in capacity‐building and credentialing

Gender training does not adequately prepare gender and development professionals (GDPs) to undertake robust gender integration of development and humanitarian assistance (D&H) policies and programmes and limits their ability to impact gender equity and equality and development overall. In particular, GDPs lack sector‐specific and applied technical skills in gender analysis and integration. These limitations undermine GDPs’ own performance and their credibility with employers and colleagues who rely on them for professional guidance in gender integration. To address these shortcomings and advance the field of gender and D&H, this note describes a new model of gender capacity‐building that introduces three innovations: (1) sector‐specific, job‐related and outcome‐based gender analysis and integration competencies, (2) a professional development capacity‐building short course based on the competencies and applications to D&H policies and programmes and (3) a professional credential that recognizes possession of these critical competencies.     

The role of motivation to lead for leadership training effectiveness

In this study, the construct of motivation to lead (MtL) is considered as a predictor of leadership training effectiveness. MtL, the individual preference to take on leadership roles, is a motivation that specifically relates to the content of leadership training. A total of 132 managers participated in a longitudinal follow‐up study. The influence of MtL on training effectiveness is explained by a serial mediation process. Individuals high on MtL benefit more from training by acquiring more leadership competencies, which in turn results in more effective leadership behavior and ultimately higher training effectiveness 1 year later. Understanding the process through which trainees' individual MtL influences building up competencies is important for identifying mechanisms that drive training effectiveness. Organizational support is revealed to further enhance this training process by moderating the influence of MtL on leadership competencies. From a practical perspective, MtL is important for leadership training effectiveness and measures should be taken to enhance MtL.     

财会电算化企业会计核算存在的问题分析

我国财务会计核算分析信息化工作取得了长足的进步,是财务会计核算分析理论与技术的进一步发展的完善.企业在社会经济发展中有发挥着重要的作用,但也同时暴露出一些问题,对于这些问题我们可以相应的从建立货币资金内部控制制度、加强检查监督制度的执行力度、推进会计电算化实施、提高人员素质,全面贯彻新的会计制度等方面来不断规范企业的会计核算行为.     

An Alternative Approach to the Measurement of Emotional Attachment

Emotional attachment (EA)—the emotional bond connecting an individual with a specific target—has been identified as an important construct within the marketing domain. Despite all the research, there is no consensus on how the construct should be measured. A major factor contributing to this confusion is that current definitions and, consequently, scales of EA focus on describing reactions toward specific referents of attachment rather than on capturing the extent of emotion an individual feels; hence, hindering construct validity. In this article, the authors scrutinized the concept validity of EA. After defining the construct, scale development procedures were followed to propose an alternative one‐dimensional scale that reflects the abstract nature of EA. Three studies support the scale's reliability as well as the discriminant, convergent, criterion, and nomological validity of the measure. The studies tested the scale under different marketing contexts. Moreover, by employing the new measure, the findings showed that EA and self‐concept maintenance (SCM) are related, yet different constructs. Specifically, the results showed that these constructs interact to predict willingness to pay (WTP) for a brand such that when SCM is low, WTP is predicted by EA. However, when self‐concept is high, the effect of EA on WTP is not that strong. This new scale will help researchers extend research on EA to a broader set of contexts, explore the relationship between EA and related constructs, develop nomological networks, and prevent the confounding of terms.     

Why do firms train? Empirical evidence on the relationship between training and technological and organizational change

We explore the relationship between training and innovation using key insights from the resource‐based approach, organizational learning and labour studies. By using data from 304 large enterprises in Italy, the study highlights a twofold role of training in favouring technological and organizational changes. First, training plays a role in allowing the acquisition and the assimilation of new knowledge. Consequently, firms in which the provision of training is part of a bundle of high‐performance management practices are more likely to undertake technological and organizational changes and to develop new competencies internally. Second, training supports firms in the assimilation of technological and organizational changes. Consequently, firms that undertake these changes exhibit a superior participation rate for employees and greater time intensity of their training programmes. Firms' inclination to develop new competencies internally does not affect, however, the intensity of training, thereby suggesting that organizational learning processes do not start by a broad involvement of employees in formalized training programmes.     

The Impact of Collaboration Between Industry and Academia on SME Growth

One important aspect in the small firm sector is the increased provision of training available to encourage small businesses to expand and develop their knowledge base. In the belief that new small firms can generate a number of new jobs at a time of high unemployment, the UK government in the early 1980s developed public policy to encourage small firm formation and growth. Measures have been enacted to assist small firms in the UK in areas of taxation, education, funding and placement schemes. (Cross 1983). Although Curran (1986) describes this as a 'heading plunge' into a policy of discrimination in favour of the small enterprise, and is critical of the effectiveness of many of these actions, the measures are a clear indication that public policy and funds are firmly committed to support the small firm sector (Marlow 1992). Since then local support agencies, such as The Training and Enterprise Councils (TECs), and Local Enterprise Councils (LECs) in Scotland, funded by the Department of Trade and Industry and European Union offer professional consultancy advice and training to small firms and their owners. Such agencies offer help in the form of business start-up support and training, management skills and any aspect, which can aid growth in the small firm. However, the indications from the agency consultants have found that not enough owner/managers are utilising this enterprise network to assist business growth (Marlow 1992, Choueke and Armstrong 1998).     

Barriers to implementing e‐learning: a Kuwaiti case study

The paper reports on a research project that encompasses two key objectives: (1) finding out about the barriers affecting or preventing e‐learning from being adopted by companies as an integral part of their workforce's training and learning processes and (2) establishing a comparison between the barriers and the e‐learning implementation models found in Kuwait and in the practice of Western companies. The practices from Western countries are used as a benchmark for the Kuwaiti experience. The collection of the primary data was carried out through the use of semi‐structured questionnaires with human resources managers as well as IT managers in charge of the e‐learning of 11 of the largest companies in Kuwait. The research results show that the key implementation barriers in Kuwait are (1) lack of management support; (2) language barriers; (3) IT problems; and (4) workload and lack of time. From these, two are common to Western countries (technology and time). The remaining two (management support and language barriers) are specific to Kuwait. Regarding the comparison between the two implementation models, the key finding was that the usual e‐learning development cycle (plan–design–integrate–improve) was not followed in Kuwait. The planning, designing and improving stages were largely ignored, with the emphasis resting almost completely on integrating the e‐learning tools and processes in the rest of the organization. This finding was found to be in line with barrier number one – lack of management support. The key lesson learned from this research is that the problem of e‐learning implementation in Kuwait is not so much one of knowing what the barriers are but one of knowing what the appropriate management processes should be for companies to achieve business success. The paper also provides recommendations for an e‐learning development plan to fit the current business environment in Kuwait.     

From Chain Liability to Chain Responsibility MNE Approaches to Implement Safety and Health Codes in International Supply Chains

This article examines whether the involvement of stakeholders in the design of corporate codes of conduct leads to a higher implementation likelihood of the code. The empirical focus is on Occupational Safety and Health (OSH). The article compares the inclusion of OSH issues in the codes of conduct of 30 companies involved in International Framework Agreements (IFAs), agreed upon by trade unions and multinational enterprises, with those of a benchmark sample of 38 leading Multinational Enterprises in comparable industries. It is found that codes of the IFA group have a higher implementation likelihood in OSH than the codes of the benchmark group. Further, European firms, culturally more used to stakeholder involvement, score higher than their US and Japanese competitors, and hence are more capable of addressing the safety and health issues in international supply chains. The implementation likelihood of codes seems closely related to the type of corporate CSR approach.     

Questions asked about enterprise risk management by risk practitioners

Enterprise risk management (ERM) was introduced in the 1990s and has become an indicator of good management. Despite this success, many organizations still seek practical advice on ERM implementation. This article provides questions asked of an experienced chief risk officer and his staff by risk practitioners at many organizations over 11 years. Detailed answers based on best practices are provided. This article is important as it shows what areas were of concern related to ERM implementation, and many of these concerns may still apply today. The questions presented in this article fall in the following 10 areas of ERM implementation: background and context, organizational, getting started, risk identification, culture and engagement, risk criteria (which includes risk appetite and risk tolerances), tools and techniques, reporting, the benefits, and the future of ERM. This article should be of interest to practitioners involved with ERM, consultants in the area of ERM, and academics teaching courses on ERM, risk management, and related topics. This article will also provide a base against which further future research can be done to see how ERM evolves.     

The challenges of and solutions for implementing enterprise risk management

Enterprise risk management (ERM) began to take root in the late 1990s and has since become generally recognized as an expectation of good management and corporate governance. However, as evidenced by surveys and research, many companies still struggle with ERM implementation. This article explores the challenges companies face when implementing ERM and offers solutions for firms struggling with the concepts and execution. We draw upon Hydro One's experience in achieving ERM maturity as a best practice case study. The company's ERM methods have been researched and documented extensively. With over 15 years of ERM success, Hydro One is an excellent organization to benchmark for ERM best practices.     

EWRM体系的应用及其对我国企业风险管理的启示

EW RM是近年来企业风险管理领域出现的一种先进的管理模式。我国的企业目前大多数已经实现了从传统的以保险为主的风险管理模式向经营型风险管理模式的过渡,研究EW RM管理体系的应用有助于提高我国企业的风险管理水平。企业应建立一个有效的架构,制定统一的管理及判断标准,明确具体的实施步骤。     

Competence‐based management development in small and medium‐sized enterprises: a multi‐stakeholder analysis

Small and medium‐sized enterprises (SMEs) are considered increasingly important for economic growth (Wilson, 1995) and effective management of them is regarded as essential for their survival and success (Jennings and Beaver, 1995). This study adopted a multi‐stakeholder perspective in order to explore the promotion, via Training and Enterprise Councils (TECs); provision and (potential for) purchase of competence‐based management training and development (MTD) in the SME sector in the United Kingdom. Survey data from (551) and interviews with (12) SMEs; plus interviews (6) with TECs and interviews (29) with providers of MTD are reported. ‘Product’ deficiencies in competence‐based MTD are identified and recommendations for promotion made.     

Made in Europe: Small Companies

This is the third report on the 'Made in Europe' research programme. Earlier reports concentrated on the maturity of implementation of 'best practice' in both the design and manufacturing processes of larger European companies. Here, the authors shift the focus to small and medium-sized enterprises (SMEs) particularly in Britain and Italy. While few SMEs are in the world-class category, small company practices are customer-oriented, responsiveness-focused and concerned with new products. SMEs' competitive edge typically comes from speed, responsiveness and closeness to customers. SMEs exhibit a greater level of confidence than larger companies in their ability to make change, but neglect training and education. Within the SME sector there are sharp differences between micro (5–20 employees), small (21–50) and medium-sized (51–200) companies while those which are subsidiaries of larger companies have significantly higher levels of best practice. There are differences between countries and regions.     

Evaluating the contribution of competency‐based training: an enterprise perspective

The article reports the findings of a national evaluation study conducted in 1998 of the contribution of competency‐based training (CBT) to outcomes in vocational education and training in Australia. The study found that CBT has made significant contributions to employers, its main benefit being that learning can be achieved on‐the‐job. Thus the key advantage for enterprises is relevant training where relevance means ‘specific skills for specific jobs’. The conclusion is drawn that three key issues in relation to the practice of competency training in Australia need to be addressed: (i) recognition of the role of the expert practitioner in augmenting, and thus improving, CBT; (ii) recognition of the limitations of CBT with regard to the provision of knowledgeable skill; and (iii) recognition of the importance of defining learning in terms of outcomes and process.     

基于生产运作理论下的企业外包决策研究

随着经济全球化、专业化的发展和供应链管理技术的成熟,外包决策成为多数企业提高核心竞争力的重要选择。本文主要研究了企业外包决策的理论来源,从企业内部生产运作角度对企业外包所带来的竞争优势深入分析,给出了基于三种生产运作理论的企业外包决策模型。     

PP for ‘product placement’or ‘puzzled public’?

This research examines the effectiveness of the European ‘PP’ symbol, recently introduced as a warning of product placement in locally produced television programmes. The authors test whether this symbol counters the pervasive effect of product placement on purchase intention. Study 1 shows that the symbol does not prompt resistance to the influence of product placement. This is because the majority of consumers neither notice nor comprehend the symbol. In Study 2, two training methods are tested to increase the symbol’s effectiveness: (1) verbal label training and (2) a combination of verbal label training and information training. The addition of information training is necessary to increase the symbol’s noticeability, whereas verbal label training helps increase the symbol’s comprehensibility and effectiveness in activating persuasion knowledge and decreasing purchase intention. Finally, the results provide evidence that brand recall is crucial for resistance to product placement, suggesting the importance of brand recall as a moderator of resistance processes.     

Organizational ethics education and training: a review of best practices and their application

Insuring that ethical action remains a vibrant aspect of an organization's climate and culture is an ongoing challenge for those responsible for training and development. To better understand what best practices are being utilized today, eight organizations in the Silicon Valley region of the United States were studied. Findings suggest that ethics training is particularly intensive when an employee is first hired, when rules, regulations and corporate values are shared during the indoctrination period. Training continues, but is often limited to online activities. Face‐to‐face interaction, necessary for learning and development, is usually reserved for specialized functions and senior level managers. Most firms emphasize a compliance‐based approach, with little attention directed toward developing moral competencies over time. In addition, assessment tools to measure ethical competencies are rarely used as performance criteria. Findings from this study reveal specific trends, which can inform, guide and improve practitioners' efforts to further develop ethical decision‐making and action within their organizations.     

The influence mechanism of environmental anxiety on pro‐environmental behaviour: The role of self‐discrepancy

Environmental anxiety (EA) caused by environmental pollution has prompted consumers to change their behaviour towards greener, lower‐carbon and environmentally friendly. However, its boundary conditions and internal mechanisms are still unclear. With two experiments based on attentional control theory and self‐discrepancy theory, this study aimed to explore the influence mechanism of EA on PEB. In Experiment 1, it was found that environmental anxiety can directly and significantly affect Pro‐environmental behaviour intention (PEBI). In Experiment 2, it was found that at high levels of self‐discrepancy, EA can directly and significantly affect compensatory PEBI, and guilt can play a significant mediating role in the effect of EA on compensatory PEBI. However, EA does not significantly affect promotional PEBI. At low levels of self‐discrepancy, EA can directly and significantly affect promotional PEBI but cannot affect compensatory PEBI. Therefore, we concluded that the same PEB could have different psychological mechanisms in different contexts.     

The transfer of training: what really matters

Although organizations invest billions of dollars in training every year, many trained competencies reportedly fail to transfer to the workplace. Researchers have long examined the ‘transfer problem’, uncovering a wealth of information regarding the transfer of training. Inconsistencies remain, however, and organizations may find it difficult to pinpoint exactly which factors are most critical. Using Baldwin and Ford's model of transfer, we identify the factors relating to trainee characteristics (cognitive ability, self‐efficacy, motivation, perceived utility of training), training design (behavioral modeling, error management, realistic training environments) and the work environment (transfer climate, support, opportunity to perform, follow‐up) that have exhibited the strongest, most consistent relationships with the transfer of training. We describe our reasoning for extracting such variables from the literature and conclude by discussing potential implications for practice and future research.