Disruption and transformation: The organisational evolution of an NGO

This paper explores how and why Non-Governmental Organisation (NGO) governance was disrupted by changes in an organisation's internal and external environment. A detailed single case study of a large NGO operating in Sri Lanka is conducted. Data collection consists of semi-structured interviews, document analysis and participant and non-participant observation. Laughlin’s (1991) model of organisational change provides the theoretical foundation on which changes in the case NGO's interpretive schemes, design archetypes and organisational sub-systems are discussed. The changing of interpretive schemes and organisational sub-systems, in our case, was easier than changing design archetypes. Consequently, our paper introduces ‘protective reconfiguration’ as a new change pathway to Laughlin's (1991) model of organisational change. The findings suggest that the NGO's governance systems and processes are being moulded in ways that may not achieve the overall purpose of these organisations. Greater attention to evolving design archetypes is necessary in order to create more deliberative, fluid and less organisation-centric governance structures for NGOs operating in the policy-advocacy space.     

Pitney Bowes: using comprehensive cost information to build provider networks

Wishing to develop a work partnership with a managed care organization, Pitney Bowes decided to select its own network providers. The company reached out to the medical community for input and participation in crafting both a clinical and a business partnership that would set new standards for health care delivery in the country. A methodology--described here--was developed for comparing medical plans and selecting providers.     

The Balanced Scorecard: Slogans, Seduction, and State of Play

This paper outlines claims and evidence concerning the balanced scorecard (BSC) from the research literature, integrating current thinking about its substantive content and assumptions, strategic alignment, implementation issues, judgment and decision-making, organisational performance, compensation plans, and comparisons to other performance-measurement practices. In doing so, diverse localisations of the BSC are brought into view, as well as difficulties accompanying the practice of the BSC. Future directions for practitioners and researchers are indicated.     

Geschäftsstrategien deutscher Pensionsfonds: Eine Analyse strategischer Gruppen

On January 1, 2002 the Altersvermögensgesetz went in force which established the Pensionsfonds as an additional form of organization providing company pension plans. This law includes very few restrictions on Pensionsfonds’ pension products and investments. To explore this new market for occupational pension plans empirically, the Institute for Insurance Science at the University of Cologne conducted a comprehensive survey among the German Pensionsfonds. We follow the strategic group literature and use cluster analysis to identify strategic groups of German Pensionsfonds. We then examine the differences in business strategies across strategic groups in detail. Our empirical analysis provides the first overview of business strategies adopted by German Pensionsfonds.     

Using strategic performance measurement systems for strategy formulation: Does it work in dynamic environments?

This paper examines how strategic performance measurement systems (SPMS) influence organisational performance through the shaping of the strategic agendas and strategic decision arrays that result from the processes of (re)formulation of intended strategies. Using a combination of archival and survey data collected from 267 medium and large Spanish companies, we find evidence supporting a positive association between SPMS and organisational performance that is mediated by the comprehensiveness of the strategic decision arrays. We find this mediation is negatively moderated by the level of environmental dynamism, so that the comprehensiveness of strategic decision arrays that result from strategy (re)formulation processes mediates the association between SPMS and organisational performance when environmental dynamism is low, but not when environmental dynamism is high.     

TALKING ACCOUNTING: AN ETHNOGRAPHY OF MANAGEMENT KNOWLEDGE IN BRITISH AND GERMAN BREWERS

The organisational functionings of accounting hinge on its combination with other forms of organisational knowledge in talk. This paper analyses some of the talk observed in paired situations in British and German brewers, to contrast the intertwining of accounting and other expertise and relate it to the enactment of different organisational orders. Through accounting talk, organisational members air their shifting conceptions of order and, thereby, point to its precariousness and ambivalence. The focus on accounting talk emerges as an approach to the study of the organisational practice of accounting which promises insight into the complex processes of enacting the orders which accounting engenders, their flexibility and fragility. © 1997 Elsevier Science Ltd     

新能源汽车商业化挑战

6月22日,工业和信息化部展开了对新能源汽车新一轮的调研。工信部装备司司长张相木对《中国投资》表示,此次调研是为落实《节能新能源汽车产业发展规划》的实施,为制定相关实施细则和工作方案做准备。有消息称,该《规划》目前已经内部下发汽车企业,将于近期公布。新能源汽车无疑是当下最热闹的     

Organisational control as cultural practice—A shop floor ethnography of a Sheffield steel mill

Field studies of management control and accounting have tended to study organisational meaning through practices. We identify three strands of practice research on organisational control (viz., governmentality, actor network theory, and accountability) and propose a forth: cultural practice. The study of control as cultural practice is grounded in observation because it conceives of cultural knowledge as practical and largely extra-linguistic. It conceptualises organisational control as an effect of the actions and ideas of organisational members beyond the ranks of management, thus widening the field of empirical inquiry. It also makes studies of steady state organisations more attractive thereby opening the possibility that the assemblages of people, purposes, and technologies, which give rise to specific forms of organisational control, may be understood as less ephemeral than, particularly, studies of governmentality and actor network theory have suggested. Our ethnography of a steel mill in Sheffield is based on 11 months of participant observation on the shop floors of the hot and cold departments. We argue that the subcultures of different shop floors were constituted in practices of control which enabled organisational members to pursue diverse objectives that were related to their various wider cultural aspirations. Organisational control practices relied on diverse accountings and accounts of organisational actions and purposes. Whilst we found considerable diversity between subcultures, we also found that individual subcultures, and the tensions and contradictions within them, exhibited much continuity. The ability of studies of organisational subcultures to bring out the diversity as well as continuity of practices holds considerable potential for our understanding of organisational control.     

The Impact of Social Influence Pressure on the Ethical Decision Making of Professional Accountants: Australian and New Zealand Evidence

This paper reports the results of an online survey examining whether inappropriate social influence pressure, in the form of obedience and conformity pressure generated by superiors and colleagues, influences the ethical decision making of members of four professional accounting institutes in two countries, namely Australia and New Zealand. We also evaluate the effects of organisational and professional commitment and what role, if any, such commitment plays in mitigating inappropriate social influence pressure. The results indicate that despite the members of the professional bodies displaying a high level of ethical judgement, obedience and conformity pressure do influence their ethical decision making. Furthermore, high levels of organisational and/or professional commitment were found to mitigate inappropriate social influence pressure, in that respondents who exhibit high levels of organisational and/or professional commitment are less likely to succumb to inappropriate social influence pressure. Our findings contribute to an understanding of the influences on ethical decision making by professional accountants, which could make workplace environments more conducive for ethical decision making by focusing on reducing inappropriate social influence pressure by taking steps to increase organisational and/or professional commitment.     

The Transformation of an Accounting System During Organisational Change: A Longitudinal Study

Accounting can both shape and be shaped by organisational reality (Nahapiet, 1988). This paper focuses on the shaping of an ABC (activity based costing) system in a public sector authority during a period of rapid change from 1993 to 1998. The reasons why management invested substantially in such a system are outlined, and are compared and contrasted with the views of the employees. Over time the ABC system became locked in as the transfer pricing system to meet the needs of a new style of business unit accountability where quasi–profit centres were set up within a public sector authority. A new CEO eliminated the profit–centre concept and returned to budgetary control as the primary form of financial accountability. At this stage ABC became side–lined but was still useful for strategic decisions relating to out–sourcing and improving lines of business, more in line with its initial objectives. Finally, the paper explores why ABC ceased to exist. It is a rare case of a longitudinal study of an accounting technology in a public sector organisation and provides insights into the moulding of accounting by organisational change.     

对我国非政府组织发展问题的若干思考

一般介绍市场经济的文献往往只谈到市场和政府的作用,好像市场和政府涵盖了整个社会。20世纪70年代末以来,随着政府改革运动席卷全球,世界上许多国家都经历了重大的变革。而这场变革的总趋势,就是疏离政府而亲近其他社会机构———即非政府组织(NGO)得到了相当大的发展。非政府组织在公共服务和公共管理中扮演了十分重要的角色,为公共服务和公共管理提供了不同于传统的新途径。实际上,NGO作为沟通政府与市民的中介机构和第三部门,与政府组织、营利组织(企业)一起构成社会机制三大板块。因此,发展非政府组织既有客观需要,又有现实的紧迫性。     

Leverage and strategic preemption: Lessons from entry plans and incumbent investments

This paper empirically investigates the effect of leverage on strategic preemption. Using new data on entry plans and incumbent investments from the American casino industry, I find that high leverage prevents incumbents from responding to entry threats. Facing the same set of entry plans, low-leverage incumbents expand physical capacity (by 30%), whereas high-leverage incumbents do not. This difference in investment matters because capacity installations preempt eventual entry. Stock market reactions to withdrawn plans imply that effective preemption increases incumbent firm value by 5%. My findings suggest that leverage matters for industry composition, not just firm-level investment.     

The office of strategy management

There is a disconnect in most companies between strategy formulation and strategy execution. On average, 95% of a company's employees are unaware of, or do not understand, its strategy. If employees are unaware of the strategy, they surely cannot help the organization implement it effectively. It doesn't have to be like this. For the past 15 years, the authors have studied companies that achieved performance breakthroughs by adopting the Balanced Scorecard and its associated tools to help them better communicate strategy to their employees and to guide and monitor the execution of that strategy. Some companies, of course, have achieved better, longer-lasting improvements than others. The organizations that have managed to sustain their strategic focus have typically established a new corporate-level unit to oversee all activities related to strategy: an office of strategy management (OS M). The OSM, in effect, acts as the CEO's chief of staff. It coordinates an array of tasks: communicating corporate strategy; ensuring that enterprise-level plans are translated into the plans of the various units and departments; executing strategic initiatives to deliver on the grand design; aligning employees' plans for competency development with strategic objectives; and testing and adapting the strategy to stay abreast of the competition. The OSM does not do all the work, but it facilitates the processes so that strategy is executed in an integrated fashion across the enterprise. Although the companies that Kaplan and Norton studied use the Balanced Scorecard as the framework for their strategy management systems, the authors say the lessons of the OSM are applicable even to companies that do not use it.     

Benefit cost management in the new millennium

The new millennium will bring new challenges to managing employee benefit plans. Costs are going up. The provider community is consolidating. The Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA) and the Health Insurance Portability and Accountability Act of 1996 (HIPAA) have added cost and complexity to benefit plans. Employers expect strategic partnering and a high degree of flexibility while simultaneously reducing benefit managers' budgets and staff. This article provides specific strategies and tactics for managing benefit costs in this new era.     

Pursuing shareholder value: The rhetoric of James Hardie

In this paper we analyse the media release by James Hardie Industries Limited (JHIL) announcing the establishment of a separate entity to fund current and future asbestos litigation claims using the interpretive tool of rhetorical criticism. At the centre of the corporate reorganisation which alienated asbestos-related liabilities from the corporate group was the concept of shareholder value. This concept was presented as an unequivocal rationale to persuade the public that the reorganisation would resolve the asbestos liability issue and benefit both shareholders and legitimate asbestos claimants alike. Accounting is implicated by the use of accounting concepts such as assets and liabilities to persuade stakeholders of the financial viability of the new entity. These concepts were presented as objective and unproblematic without consideration of the nuances of accounting measurement, recognition and disclosure criteria.

Using an organisational discourse analysis framework, the media release is ‘dismantled’ to expose the rhetorical strategies used to create particular understandings and to privilege certain interests. The analysis demonstrates the power of a single textual artefact to harness and influence strategic possibilities and serve an organisational strategy.     

Creativity and dysfunction in strategic processes: The case of scenario planning

This paper attempts to open up a new line of enquiry into the dysfunctions of creativity within strategic processes. Generally, the impact and results of introducing creativity (and innovation) into organisational life are perceived to be wholesome and beneficial. But recent research in the area of organisational psychology has documented a ‘dark’ side to its introduction, e.g., low employee morale, stress, theft, sabotage, destructive conflict. Learning from this work and shifting the domain to strategic management, this paper focuses on scenario planning—a strategy process widely regarded by participants and facilitators as creative and innovative in structure, content and output. First, the creative credentials of the process are established with reference to the literature and definitions from the creative and cultural industries. Second, the process is deconstructed into activities and each is examined for the extent of its embedded creativity. Third, informed by case evidence, four dysfunctions of the scenario planning process are conjectured: creativity layered on fantasy; heightened expectations and confusion; pride and passion; and creativity leading to excess. The paper concludes by suggesting four options for handling these potential dysfunctional effects and, in the light of the dialogue presented, re-interprets the definition of scenario planning presented earlier in the text.     

Board Governance in Canadian Universities

In response to increasing fiscal pressure, Canadian universities have turned towards managerialism, that is, applying managerial tools of business with the objectives of improving operating efficiency, raising the institution's marketability, and generating commercial revenue. In addition to employing the services of professional administrators to enhance the institution's economic performance, universities appear to be switching from a collegial model of shared governance to a corporate model of governance. An objective of this exploratory study is to examine the current state of board governance in Canadian universities. Results of a survey from 133 board members of 28 universities indicate, by and large, that board members seem to have a good understanding of their roles and responsibilities. The boards are involved in setting strategic directions, goals, and objectives, and are making operating and capital resource allocation decisions. They are also monitoring the performance of the university and the president, and are involved in recruiting, succession planning, and determining the president's compensation package. The respondents report that the board committee structure and the support provided to board members allow them to discharge their responsibilities as board members properly. There is, however, room for improvement, especially in the board's participation in defining and reviewing the institution's strategic directions, plans, goals, and objectives, as well as monitoring the performance of the university and senior administrators. Other areas for possible improvement include continuing education on matters within the board's purview as well as providing better information for decision making to board members.     

Strategic foresight in a high-speed environment

This paper explores how a top management team developed strategic foresight and decided to launch an Internet bank in a context of uncertainty about the future take up of e-commerce. For this purpose, a single inductive case study is used. The settings are those of the UK financial services industry, characterised by rapid change, mainly driven by the new technology. The focus of analysis is Sunshine, a stand-alone Internet bank. The study, which is part of a broader project on the management of innovation in financial services, is based on qualitative data captured from semi-structured interviews undertaken with a number of Sunshine’s directors.The case study reveals that developing strategic foresight is a learning process, which takes place within a broad vision, and enacts the future by a mechanism of probing it through cheap multiple devices. At a more general level, the data suggest that in turbulent environments the retention of the unity of the whole organisational system is a challenging task, particularly when its physical dimensions grow too quickly. In this context, the data suggest that nimbleness, visible and structured processes, extensive communication glued together by a focused and eccentric management team form an important core capability that impacts on the firm’s ability to develop strategic foresight and innovate continuously without falling apart.     

The technology of benefits outsourcing: helping employees help themselves

The exponential growth of health plan offerings and increased use of defined contribution retirement plans has caused a fundamental shift in the way that benefits management is done. Specifically, the authors point out that we are moving into an era of "self-service" in employee benefits, with employees often taking the role of management of their own benefits through use of technology. Outsourcing benefits management through the use of technology has meant the role of HR departments has shifted from personnel administrators to strategic business partners. By outsourcing administrative functions and maximizing the power of new interactive technology, human resource departments are able to focus on the strategic needs of the company to adapt to the challenges of the future.