Analysis of the effect of risk management practices on the performance of new product development programs

Risk management is receiving much attention, as it is seen as a method to improve cost, schedule, and technical performance of new product development programs. However, there is a lack of empirical research that investigates the effective integration of specific risk management practices proposed by various standards with new product development programs and their association with various dimensions of risk management success. Based on a survey of 291 product development programs, this paper investigates the association of risk management practices with five categories of product development program performance: (A) Quality Decision Making; (B) High Program Stability; (C) Open, problem solving organization; (D) Overall new product development project success; and (E) overall product success. The results show that six categories of risk management practices are most effective: (1) Develop risk management skills and resources; (2) Tailor risk management to and integrate it with new product development; (3) Quantify impacts of risks on your main objectives; (4) Support all critical decisions with risk management results; (5) Monitor and review your risks, risk mitigation actions, and risk management process; and (6) Create transparency regarding new product development risks. The data shows that the risk management practices are directly associated with outcome measures in the first three categories (improved decision making, program stability and problem solving). There is also evidence that the risk management practices indirectly associate with the remaining two categories of outcome measures (project and product success). Additional research is needed to describe the exact mechanisms through which risk management practices influence NPD program success.     

Translating single project management knowledge to project programs

Over the past decade, the efficient implementation of project programs became of great importance. Many authors are concerned with improving the professionalism of implementing project programs, and most of them identify context‐related factors that are considered the bases of successful implementation. However, little has been written on how to use the project management toolkit in project programs. In mid‐2007, a research program was initiated to highlight the role of the single project management toolkit in implementing programs. During the research, both case‐based and interview‐based research methods were used. The primary question addressed in this article is how to translate single project management knowledge to program management.     

A global study of graduate management of technology programs

In the last decade, the field of technology management has attracted considerable attention from practitioners and scholars. The rapid emergence of powerful and innovative technologies in manufacturing, computing, telecommunications and the life sciences, such as biotechnology are making the strategic management of technology, a critical task in virtually all organizations. Reflecting this trend, several universities offer graduate programs in the management of technology (MOT). These programs have originated from various academic schools and disciplines (business, engineering, public policy) creating considerable diversity of focus, themes emphasized, courses, and student backgrounds. The rise of these programs, in part, reflects the growing need for managers and technologists who are able to understand, contribute to, and manage a wide variety of technology-based programs and organizations. This paper presents the results of a global study of graduate MOT programs. Over fifty (50) universities participated in the research reported in this paper. Findings related to research trends, curriculum developments, staffing, program implementation, and program emphases are examined. Several recommendations are advanced for universities considering initiating or further developing their MOT program. In addition, observations about the future direction of the field are made.     

走“品牌化”道路——电视节目的经营策略

在新媒介不断开发,充满个性的节目元素,才是观众认知节目品牌的标识,也是维持节目品牌形象的基础。本文就此阐述了电视节目品牌化经营的必要性,并针对品牌化节目创建的一些问题和误区,提出了相应的解决策略。     

The influence of knowledge management and professionalization on the use of ERP systems and its effect on the competitive advantages of SMEs

ABSTRACT

Although the literature on Enterprise Resource Planning (ERP) systems emphasizes the importance of knowledge management and professionalization in the use of these systems, the factors that mediate these relationships are not sufficiently developed in SMEs. This study proposes the adequate application of knowledge management and professionalization would help to improve the use of ERP systems. The research uses the structural equation approach based on PLS-SEM technique with a sample of 137 Spanish SMEs. The results show that professionalization and knowledge management significantly affect the use of ERP, as well as imply a mediating effect on the competitive advantages of the SMEs.

Abbreviations: ERP: Enterprise Resource Planning; SMEs: Small and Medium Enterprises; PLS: Partial Least Squares; SEM: Structural Equation Modelling     

Time Management in the Cost Evaluation of Limited Resource Programs

Planning, implementing and evaluating an intervention program all hinge around time. A program’s actions are planned according to a forecast of the time required to achieve certain objectives, and the program’s implementation among a group of users is conditioned by its real time application. Similarly, program evaluation needs to take into consideration the time resource when analysing objectively the extent to which a program’s targets have been reached, and when conducting a cost analysis of the program. In limited resource programs, any disparity between the scheduled time and the real time available can have serious consequences, and even undermine a program’s efficacy. Time management, above all where resources are limited, is therefore the linchpin in the planning, implementation and evaluation of an intervention program. In this study we analyse the utility of PERT and CPM as basic tools for the efficient time management of limited resource programs.     

Project management infrastructure: The key to operational performance improvement

Process improvement programs such as Six Sigma, Lean, and Lean Sigma are very important and deserve serious academic research attention. However, definition problems make it difficult to study any specific type of process improvement program. Therefore, this study defines two organizational level program management factors, Strategic Project Selection (SPS) and Project Management Infrastructure (PMI), that are independent of any specific process improvement program. Drawing upon current literature, this study develops and tests theoretical models that relate SPS and PMI to operational performance improvement and to each other. Using empirical data collected from 53 supplier plants of one large high-tech firm, this study finds that at the plant level, SPS mediates the relationship between PMI and operational performance improvement. This insight contributes to both theory development and practice, suggesting that a viable strategy for a process improvement program’s success is to focus on PMI in order to enhance SPS and ultimately improve performance. Not to be reproduced or quoted without written permission from the authors.     

Network management as a contingent activity. A configurational analysis of managerial behaviors in different network settings

ABSTRACT

Network managers engage in several day-to-day activities, including bridging, networking, and stabilizing relationships. Still, when should they opt for one activity or another? Our study shows that this choice needs to be taken in combination with certain network characteristics, such as network development stage, connectivity, and trust. It sheds light on four different combinations of activities and network characteristics that are simultaneously able to lead to perceived high network performance. It also suggests three approaches to network management in networks that differ in their development stage, connectivity and trust: stabilize, stabilize and connect, stabilize and develop.     

Autonomy of participation and ICT literacy in a self-directed learning environment (SDLE)

As web technologies gradually become versatile and more powerful, more flexible paths and opportunities are revealed for self-directed learning and online assessment. It is hoped officials and advocates recognize IT related certification programs (NSSB Recognizes First IT Certification Program 2002). The Internet and Computing Core Certification (IC^3®) certification program is designed for individuals to develop digital literacy skills, including fundamental computer and Internet use. The particular interest of the study is to explore the relative contributions of the Certification Recognition Program (CRP) and associated autonomy of participation and achieved literacy for internet computing & technology (ICT), as well as the interactive influences of the degree programs and grade levels. Five hundred and ninety six male undergraduates majoring in IT were invited to participate in the Certification Recognition Program for a calendar year. The certification recognition program covers a set of three standardized tests based on the IC^3® by Certiport^TM. The study found ICT literacy is predicated by the students’ autonomy of participation (AP) in the Certification Recognition Program (CRP), and SP was related to the grade level (GL) and the enrolled degree program (DP), indirectly affecting ICT literacy as a result of the transiting effect of AP.     

Policies for Enhancing Corporate Environmental Management: a Framework and an Applied Example

This paper develops a four‐phase schematic representation dubbed the CEM lifecycle for conceptualizing how corporate environmental management (CEM) programs typically evolve in a given organization and then explicates the forces that influence corporate commitment as a CEM program progresses from inception to later phases of the CEM lifecycle. Examples are then presented on how the Singaporean government encourages enhancement of CEM programs by designing support programs that target the underlying corporate needs inherent to the first three CEM lifecycle phases. The examples provided in this paper of Singaporean CEM support programs illustrate how policy can be strategically designed to improve corporate uptake of CEM programs by enhancing CEM knowledge in the initial phase of the CEM lifecycle, providing technical support in the second lifecycle phase and providing opportunities for public recognition in the third lifecycle phase. The article concludes that replicating the strategic approach to policymaking exemplified in the Singaporean case study can significantly improve the competitiveness of domestic firms through encouraging more efficient use of resources; however, in order to design truly sustainable economies (provide for the needs of future generations), governments must be prepared to more coercively regulate the exploitation of natural endowments. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment.     

Issues in the implementation of proactive environmental strategies

Management consultants, environmental groups, and industry trade associations have all recently offered guidelines for companies to improve environmental performance.¹ The guidelines suggest ways that companies can implement strategic change to move beyond compliance with regulation, assume responsibility for the environmental impacts of their products, and gain public credibility. Much of the advice offered can be useful to managers who are responding to rapidly changing environmental pressures. Nevertheless, implementation of some of the general guidelines could impose undue costs or introduce untoward organisational consequences for certain companies. While mentioned as an issue in the management literature, companies need more systematic advice on how best to tailor these broad guidelines for environmental strategic change to the specific needs and capabilities of their companies. In addition, as many companies are comprised of diverse business units that are sometimes linked together only through financial controls, managers must adapt environmental management programs to unique ‘substructures’ within the firm. These substructures can differ dramatically in their environmental performance and their management capabilities. Elsewhere we have offered a framework for analysing environmental strategies and management programs.² In this paper, we identify some of the implementation issues that confront companies when they introduce environmental strategic change. We argue that environmental strategies are most effectively implemented when they are consistent with the organisational characteristics and operating context of the company involved. We use Volvo's experience with environmental strategic change to highlight many of the difficulties that companies may encounter when altering their approach to environmental performance. The case illustrates how a company can modify its own strategy and management programs for more effective change. It is an interesting case to study because of the proactive and comprehensive nature of Volvo's environmental strategy and management programs.     

Successful programs wanted: Exploring the impact of alignment

Alignment between formulation and implementation of business strategy can be important for achieving successful programs. The authors have explored the development of a program management alignment theory. Statistical testing showed that interaction between the study model variables was found to be multidimensional, complex, and subtle in influence. Thus, the authors conclude that programs have both deliberate and emergent strategies requiring design and management to be organized as complex adaptive systems. Program life‐cycle phases of design and transition were often formed from an unclear and confusing strategic picture at the outset, which can make those phases difficult to control. Learning was established as an underlying challenge. The study model demonstrated continuous alignment as an essential attribute contributing toward successful delivery. This requires program design and structure to adopt an adaptive posture.     

The role of the psychological contract in shaping graduate experiences: a study of public sector talent management programmes in the UK and Australia

Abstract

Although talent management is acknowledged for its role in building competitive advantage, very little research has examined the factors that influence the success of talent management programmes at an individual level. In this paper we explore participant experiences (n = 68) from two public sector ‘fast track’ graduate development programmes, one in the UK and one in Australia. Drawing on psychological contract theory we examine how talent management programmes shape individual expectations and how these expectations influence participant experiences and evaluations of the programme. Our findings highlight the role of both talent management strategy and talent management implementation as well as factors external to the organisation, (such as employer brand and the influence of family and friends), in shaping expectations. Our analysis highlights the impact of multiple agents, particularly line managers, in the ongoing development and fulfilment of the ‘graduate psychological contract’. At a practical level, we argue that organisations need to manage expectations by more explicitly communicating what will, or will not, be offered in a graduate fast-track programme. We also suggest that organisations need to consider the importance of line managers in the implementation of talent management.     

Insights into the Process Dynamics of Innovation Implementation

Abstract

In France, the differences between public and private organizations seem to have been reduced by the ubiquity of some management tools and approaches, and, at the same time, highlighted by the political environment, stereotypes, and negative perceptions of French public management. Given this confusion, systematic empirical studies are needed to determine the degree of convergence, if any, between management in the public and private sectors. The present study analyzed a survey of 908 managers, in order to determine whether differences in managerial practices still exist. Our results show that some differences do persist, although they are relatively small.     

How do lean management organizations behave regarding training and development?

This paper analyses the role of training and development in lean management organizations. The hypothesis is that organizations characterized by lean management have a distinctive profile in terms of training and development. Specifically, it is hypothesized that lean organizations have the following features to a higher extent than non-lean organizations:

? employee involvement in training and development

? use of work groups for quality, product development and task flexibility

? attribution of importance to training in quality, customer orientation and people management

? line management responsibility for training and development of the employees

? use of job enlargement

? information of employees about management decisions

? use of team briefings and quality circles.

The analysis shows that it is possible to identify a relationship between lean management and training and development, although the statistical results could have been more significant. It is also discussed in the paper to what extent country-specific variables dominate (or are dominated by) company-specific characteristics. The general finding is that company-specific impact seems to be stronger than country-specific variables.

In general, it can be said that the lean management pattern as a company-specific variable is characteristic for most countries analysed (although to a varying degree). It is, however, sometimes confounded by country-specific variables. For instance, Turkey does not follow the general pattern, and the hypothesis can be supported only in selected minor areas. Hence, in this case country-specific variables outweigh company-specific variables. In most other countries, this is not the case.     

In Defense of Bureaucracy

Abstract

Managerial capacity, meant as available potential for managerial resources to be deployed when needed, can be considered ‘slack’ in a public organization during normal times, but recent developments in the research literature of public administration suggest that such capacity can sometimes contribute to public program performance. Does managerial capacity help to dampen or eliminate the effects of sizeable and negative budget shocks on the outcomes of public organizations? This question is investigated in a set of 1,000 organizations over an eight-year period. For the most part, and largely due to managerial adjustments, budgetary shocks of 10 percent or more have only limited or no negative impacts on performance in the short term. They do, however, cause a drop in performance for certain outcome measures, both immediately and in the following year. Sufficient managerial capacity, however, mitigates these negative performance effects. The findings point toward a key question with which public managers must wrestle: how to balance the costs of slack against the benefits that capacity-as-slack can generate when environmental shocks threaten to disrupt the operation of public programs.     

Gaming the system: building an online management game to spread and gather insights into the dynamics of performance management systems*

ABSTRACT

Extensive research has produced many insights into the dynamics of performance management systems. Spreading these complex insights among students and practitioners can be a daunting task. Gathering new insights can be equally challenging. This article introduces a novel tool for teaching and researching performance management, reporting on the design and first use of a free online management game. Players take the role of a hospital manager trying to satisfy multiple stakeholders through applying different performance management instruments. While students learn about the complexities of performance management, researchers gather data about the pathways individuals pursue while navigating performance management systems.     

Managing Cultural Diversity in Collaborations: A focus on management tensions

Abstract

This article explores the management of cultural diversity in public and not-for-profit collaborations spanning organizational, professional and national boundaries. Through the framing of a culture paradox, it identifies three interrelated tensions pertaining to the management of cultural diversity towards collaborative advantage. These tensions address: interactions between organizations within a collaboration; interactions between individual actors and their orientation towards the collaboration and their host organization; and the quantity and extent of cultural diversity within a collaboration. The culture paradox and its inherent management tensions provide theoretical and practical conceptualizations that are relevant to management and governance of collaboration.     

The Effect of Culture on Management Style

Abstract

U.S. and Indonesian managers were surveyed to evaluate cross-cultural differences in managerial style. Four variables were compared and analyzed: autocratic and participative management, and individualism and collectivism. Indonesian managers endorsed a more autocratic style than U.S. managers and valued collectivism more than U.S. managers, while U.S. managers valued individualism more than the Indonesian managers. Additionally, a positive relationship was found between participative management style and individualism. There were no significant differences in the value both groups placed on participative management; both endorsed this concept positively. Results suggest that while there are differences between the preferred management styles of Indonesian and U.S. managers, both groups endorse similar management ideas. This paper concludes that culture affects the ideologies that managers are willing to endorse, and further study is needed to see if it similarly affects the management styles they actually exercise.     

Information-based management mode based on value network analysis for livestock enterprises

ABSTRACT

With the development of computer and IT technologies, enterprise management has gradually become information-based management. Moreover, due to poor technical competence and non-uniform management, most breeding enterprises show a lack of organisation in data collection and management. In addition, low levels of efficiency result in increasing production costs. This paper adopts ‘struts2’ in order to construct an information-based management system for standardised and normalised management within the process of production in beef cattle breeding enterprises. We present a radio-frequency identification system by studying multiple-tag anti-collision via a dynamic grouping ALOHA algorithm. This algorithm is based on the existing ALOHA algorithm and uses an improved packet dynamic of this algorithm, which is characterised by a high-throughput rate. This new algorithm can reach a throughput 42% higher than that of the general ALOHA algorithm. With a change in the number of tags, the system throughput is relatively stable.