Jumpstarting the use of social technologies in your organization

How do you get your organization to start using social technologies to become more innovative and productive? Where and with whom should you begin? We interviewed over 70 managers across 30 companies and found that the most successful firms employ one of three jumpstart strategies, depending on the organization's mission, work processes, culture, and industry. Some start at the bottom of the organization, finding and enabling ‘young experimenters’ to use social technologies to enhance their individual productivity. Others start in the middle, finding and helping ‘corporate entrepreneurs’ in middle management to use social technologies to improve collaboration on teams and projects. Others begin at the top, finding ‘enlightened executives’ who are open to new technology and the potential of social tools to strengthen their organizational culture. We combine our research with concepts from change management, technology adoption, and social networks to suggest ways managers can best introduce social collaboration tools into their organizations.     

The Role of CSR in the Corporate Identity of Banking Service Providers

The study here is a qualitative research based on multiple case studies of banking service providers to analyze the role of corporate social responsibility (CSR) in the definition of the corporate identity of these kinds of organizations. The results show that, although companies increasingly integrate CSR into their business strategies, there are some aspects of its management such as its communication or the measurement of its results that detract from its success. These results have important implications for those managers pursuing an effective management of CSR policies and strategies in their organizations, especially as the information comes from 6 of the biggest and most important banking institutions in a European country, with a declared assets (loans) volume which represents 62.75% of the total assets in the national banking industry, and thus largely representing the possible heterogeneity of the market in terms of company size, location, legal status, and management styles.     

The value of human resource management for organizational performance

All executives would like to see their organizations perform better, and most search for tools that can help make this happen. For decades, human resource managers have believed that their function enhances performance. This contention has been met with skepticism on the part of executives, who wonder whether funds allocated to the human resource function are good investments. Dozens of studies have examined this issue, but their inconsistent results have provided no conclusions. To resolve a long-standing and controversial question – does human resource management matter for organizational performance? – we take stock of the available evidence. Based on data from over 19,000 organizations, we conclude that human resource management adds significant value for organizations. In addition, the value added is strongest when human resource systems are emphasized rather than individual practices, when human resource management decisions are tied to strategy, and among manufacturing firms.     

Global talent management: Literature review,integrative framework,and suggestions for further research

The environment for most organizations today is global, complex, dynamic, highly competitive, and extremely volatile, and is likely to remain so for years to come. In addition to these external conditions, most organizations are also facing several global challenges including those related to: talent flow; the managing of two generations of employees, viz., older or mature workers and younger workers; and a shortage of needed competencies. One major result of these challenges for organizations is that they have to be global and that they have to be systematic in managing their human capital if they wish to have any hope of gaining and sustaining a competitive advantage in the years ahead. Many human resource practitioners and consultants (HR professionals) are now recognizing this, especially those that operate globally, the multinational enterprises. Academics are also showing a strong interest as evidenced by their work in the new area referred to as “global talent management”. In this article we review that academic work and attempt to organize that literature by creating an integrative framework for understanding and advancing further research in global talent management. To guide this research our framework highlights several selected challenges in global talent management, and several drivers of those challenges. It also highlights the potential role of IHRM activities in addressing those selected challenges. A discussion of possible criteria of global talent management effectiveness completes the framework. Hopefully this integrative framework may guide further academic research on global talent management and might also inform the work of HR professionals.     

Cultural and recreational industries in the United States

This article focuses on cultural and recreational industries in the United States. Cultural industries are defined as arts, entertainment, and recreation, as well as components of education, the information sector, wholesaling and retailing, manufacturing (for example, musical instruments), and accommodation and food services. Consumption patterns of cultural industries are shown to have changed significantly over the past 40 years in the United States. This change has been associated in part with changing information technologies, and in part by changes in policies permitting new types of recreation, especially gambling. The study documents the changing level of employment in these industries by state, using data for both employers and proprietors. Some sectors are highly concentrated spatially, while others are distributed widely.     

From talent management to talent optimization

The term ‘talent management’ has been around for quite some time, but definitions abound around the globe, applications are varied and a plethora of measures—mostly tactical—are currently being used. This article addresses how the concept of talent management is of both theoretical and practical value in any industry or geography. How can we know when talent investments have been optimized? What is the talent lifecycle and why is it important? Additionally, the article presents and illustrates the People Equity framework that serves as a global bridge between important individual and business outcomes such as turnover, financial performance, quality, productivity, customer retention, and organizational processes and policies that drive high or low talent optimization.     

Trade and Exchange Rate Policies in Formerly Centrally Planned Economies

This paper examines the international economic policies of the eastern European and Soviet Successes States in the early 1990s which provide one of those wide‐open windows of opportunity when powerful vested interests are not lobbying for retention of an existing tariff structure. Moreover, the simultaneous abandonment of central planning by over two dozen countries provided a natural experiment in which a range of differing policies might have been pursued. Policymakers in transition economies have generally ended up pursuing liberal non‐discriminatory trade and foreign exchange policies. There are exceptions and the majority may be wrong, but the presumption is that, perhaps after a learning or trial‐and‐error process, decision makers have found the rules of thumb suggested by economists to be their best guide to international economic policy. This paper notes that integration of transition economies into the global trading system has been surprisingly successful. Almost all the countries in transition from central planning have accepted the WTO rule‐based system in principle, even if there are variations in trade policies and performance, and have generally pursued multilateral non‐discriminatory trade policies. In particular, the potential danger of regionalism proving more attractive than multilateralism has not eventuated. The revealed behaviour of policymakers suggests that trade liberalisation is a good rule of thumb and regional groupings among transition economies have been insignificant. Despite a proliferation of new currencies, varying exchange rate regimes, and differing degrees of currency convertibility, the general pattern has been to accept convertibility for current account transdactions, and in many cases to extend this to a de jure commitment and to allow substantial capital account convertibility. A general policy conclusion in favour of more open and non‐discriminatory trade and exchange policies have passed the test of acceptability by policymakers in over two‐dozen countries in this category.     

Argyll Motors Ltd: A Corporate Post-Mortem

This article analyses for the first time the failure of a key motor manufacturing company, Argyll Motors Ltd, which by 1906 possessed Europe's largest and most up-to-date vehicle production plan, located at Alexandria, near Glasgow. Building upon the recent discovery that the company was financially mismanaged, the article goes on to examine its marketing policies and practices, its design and production technologies and its strategic management decisions. It concludes that the proximate cause of the firm's collapse was financial mismanagement, which, complicated by a recession, precipitated liquidation within three years. This conclusion has implications for explanations of the early Scottish motor industry's failure.     

Ignoring Your Best Customer?

Abstract

Many organizations devote considerable amounts of money and human resources to develop systems aimed at improving customer retention and profitability. The conventional wisdom is that if retaining the most profitable customers is a good way to increase profitability, then allocating resources to increase the satisfaction of those customers has to be a great objective. However, managers do not observe clear link between satisfaction, retention and profitability. The reason is that different customers have different preferences for convenience as well as different costs associated with switching service providers. These preference and cost heterogeneities have important implications for how companies should target their customer service efforts.

In this paper, we adopt a latent class model to examine the interrelationship amongsatisfaction, retention and profitability. Applying the model to a data of customer satisfaction, self-reported switching propensity, and profitability provided to us by a large Midwestern bank, we make normative statements about which customers are the most criticalones for the company to satisfy and how to satisfy them. The results of this research help to explain why managers have been frustrated by the apparent lack of actionable information present in customer satisfaction data and points to more intelligent ways to use this data.     

Will Consumers Pay for Voluntary Testing for BSE? Double-Bound CVM Evidence from Canada

The 2003 discovery of bovine spongiform encephalopathy (BSE)-infected cattle in North America led to efforts to ensure the safety of beef produced in that region, and to some discussion regarding testing live cattle for the BSE prion. This article investigates consumer acceptance and valuation of beef from live cattle that have been voluntarily tested for BSE. Using data from an Internet-based survey of Canadians, double-bound estimates of willingness-to-pay (WTP) are measured. Consumption behaviour and perception covariates were significant predictors of expected WTP, while socio-economic and demographic effects had no measurable impact. Expected WTP was not statistically significant, but ranged from 8% for respondents with a high-purchase intention to ?3.5% for those with low/moderate-purchase intention. Further analysis on subsamples of the data showed expected WTP ranges from ?5% to 5% for those with low/moderate-purchase intention and from 5% to 22% for those with a high-purchase intension.     

Knowledge Protection Challenges of Social Media Encountered by Organizations

Although social media (SM) represents a new means of creating and sharing knowledge, it also presents new challenges for protecting confidential information and other data that companies do not want to share. However, knowledge protection and security-oriented knowledge management processes related to SM have received little attention in previous studies. This research attempts to close that gap by examining which information and knowledge protection challenges arise from employees' use of SM, why they arise, and how organizations can address them. The main contribution of this study is a framework that integrates three types of knowledge protection challenges (information security challenges; reputation challenge; management challenges) with five special characteristics of SM (information distribution speed; blurry audience; merging of private and professional identity; easily collectible information; generation transition), which explain why these challenges arise. In addition, the framework presents eight questions that organizations should answer to help them address the three types of knowledge protection challenges. Our findings have practical implications: by answering the eight questions proposed in this study, companies can create knowledge management and protection policies for SM. Furthermore, the findings in this study open up several future research questions.     

Beyond Bitcoin: What blockchain and distributed ledger technologies mean for firms

Blockchain technologies are benefiting from significant interest in both societal and business contexts. Cryptocurrencies like Bitcoin have grown rapidly in user adoption over the past 8 years. However, blockchain technologies, which fuel cryptocurrencies, have the potential to extend to other business applications even more profoundly. Blockchain can be leveraged to drive innovation and increase efficiencies in new domains—including digital arts management, supply chains, and healthcare—but there remain technical, organizational, and regulatory headwinds that must be overcome before mass adoption can occur. In this article, we provide a brief history of blockchain and identify some of the key features that have enabled its popular uptake in the world of cryptocurrencies. We discuss how blockchain technologies have evolved from traditional software and web technologies and then examine their underlying strengths and evaluate new, noncryptocurrency use cases. We conclude with a look at the limitations of blockchain and present several important factors for managers considering blockchain implementation within their organizations.     

云存储的安全性技术分析

信息时代技术飞速发展,人类需要更强大的信息处理能力,云计算技术应运而生同时迅速流行,与之相辅相威的云存储也得到了广泛的关注和支持。但云存储自身的数据安全问题阻碍其推广应用,成为制约云存储发展的首要问题。云存储的安全问题也不仅仅是传统安全能够完全解决的,这其中涉及到一些新的关键技术和管理技术。本文介绍了云存储的相关概念及优势所在,揭示了其脆弱的安全性,并对云存储安全中的数据加密存储与检索、密文访问控制等关键技术进行了分析,最后提出了一些提高安全性的措施。     

A Strategic Social Action Framework: Theorizing and analyzing the alignment of social media affordances and organizational social action

Social media is a relatively new and dynamic field dealing with the development and use of social media technologies by individuals and more recently by organizations. Although several frameworks and models have been proposed for studying social media, most provide only limited insights into the complex social activities that are supported by the strategic usage of social media in organizational settings. In this article, we take up this challenge and introduce a Strategic Social Action Framework for analyzing social media technologies and their strategic usage in and by organizations. This framework is based on Habermas’ theory of social action and the idea that social media platforms serve as sets of rules and resources that mediate strategic organizational (inter-)actions involving these platforms. We demonstrate the value of the framework by theoretically delineating the appropriateness of the framework to specific social media tools, as well as by empirically analyzing the strategic use of two publicly available social media platforms—Facebook and Twitter—by three large airlines—Delta, KLM Royal Dutch Airlines, and JetBlue. Our findings reveal that when implementing social media in organizational contexts, developers and managers should critically evaluate (a) the need for supporting a rich variety of action types, (b) the possible role of social media support in the specific action situation, and (c) the strategic alignment of social media affordances and specific social action categories. Finally, we discuss theoretical and practical implications as well as directions for future research.     

Mobile technologies for police tasks: An Australian study

Mobile technologies are increasingly adopted by information intensive organizations such as public police corporations to support the tasks of its employees, for information management and innovation. However, because police organizations are government organizations, technology decisions are largely made by managers and politicians with budget being a key factor. Therefore, whether the technologies adopted are suitable for police tasks, and if they enhance performance, is generally not assessed. The aim of this research is to establish if mobile technologies support police tasks, and if Tablet PCs especially are suitable for specialist police tasks of the Criminal Investigators and Sexual Offence and Child Abuse Units. Guided by an interpretive paradigm and the theory of task technology fit, this research explores the use of Tablet PCs by the two police units for improved performance. Because information is critical for police tasks, data collected via focus groups establishes the impact of these technologies on case investigations, information management, and the performance of these units with the use of Tablet PCs. The contribution this study makes to mobile information systems is that if technology dimensions are suitable for information based tasks, the outcome is virtualization of processes through which improved performance is achieved due to reduced costs, transparency, teamwork, and quick and informed decisions. The findings of this research can be used by police organizations, as well as by other organizations, for effective implementation of mobile technologies.     

Networking and growth of young technology-intensive ventures in China

More often than not, new ventures lack established products, known technologies, longstanding customer relations, experienced managerial teams, sufficient capital, and strong reputations. Almost by definition, small, new firms lack the resources of many larger, established firms. The task of an infant firm, and a measure of its success, is to make a transition from being resource weak to being resource strong.How can resources that are critical for profitable growth be acquired for the resource weak new venture? Researchers have found that entrepreneurs can gain access to valuable resources and they can seek to achieve competitive advantage through “networking activities.” Forming and utilizing available relationships with external organizations can allow entrepreneurs to build credibility, gain advice, financing, and customer access, build a positive image and obtain resources at below-market prices, and obtain channel access, information, and innovations. Business relationships with other organizations allow an entrepreneur to achieve desired business results through “asset parsimony.”A favorable view toward networking for new ventures leaves a number of unanswered questions, however. Relevant research questions might include, who should the entrepreneur seek as a business partner? Are all inter-organizational relationships equal, or are some types more valuable to new ventures than other relationships? Do firms relying on high levels of networking activities actually outperform firms that less actively seek resources through external organizational relationships?The present study provides a specific understanding of the concept of networking for entrepreneurs. We propose that networking can be understood in terms of “range,” the number of external relationships to obtain resources, and of “intensity,” the frequency of contact of and amount of resource obtained from these relationships. This research project evaluates the range and intensity of networking among high-growth and low-growth entrepreneurial ventures.Extensive interviewing with managers of six young technology-oriented firms in the People's Republic of China (PRC) affirmed the importance of entrepreneurial networking. Managers in the three high-growth firms reported greater range and intensity of business networking than did managers of three low-growth firms, matched by industry and age. Moreover, the relationship between networking activities and growth transcended the stage of firm development.Where networking range and intensity are deemed important in the growth process, new venture success may call for entrepreneurs to reach out deliberately to external organizations to capture needed resources. To a certain extent, such networking activities run counter to important entrepreneurial motivations of independence and autonomy. The concept of networking, and the results of this study, imply that entrepreneurs need to combine the spirit of independence with the reality of resource dependence, and they need to balance personal autonomy with strategic business relationships.This study also contributes to the understanding of entrepreneurship in our increasingly global economy, particularly in the PRC. Business relationships between the United States and the PRC have been expanding rapidly in the last decade. Many foreign businesses seek license agreements, joint venture partners, equity participation, or channel relationships with young ventures in that country. Do the same rules of networking apply in the PRC as the literature suggests apply in the United States? New ventures in this study were found to engage in processes of networking activities consistent with those in the West. Although networking activities may have different cultural roots, firm success appeared influenced by the same principles of networking.     

“This Position Requires Some Alteration of Your Brain”: On the Moral and Legal Issues of Using Neurotechnology to Modify Employees

Employers have long had programs for improving employee attitude and performance, from the simple such as free coffee in the break room to the more extensive such as gyms, counseling, team-building seminars, and skills training. Employees have also long used techniques for making themselves more competitive and productive for purposes of securing new positions or promotions. But what about more direct means of altering employee performance? Neurotechnology could allow for more powerful and precise methods of screening for desired traits and for modifying abilities—from memory to motivation to morality. In this paper, we examine the moral and legal issues of using neurotechnology in the employment context. We identify major types of technologies, the areas of employment where they might be used, and the moral and legal principles most likely to frame debates about use. We do not recommend a specific moral judgment but instead introduce the issues, describe the major possible policies that could be implemented to deal with employment neurotechnology, compare those policies to current ones, and lay out an analytical framework for further discussion based on the broad effectiveness of neurotechnology, balancing interests of employers and employees, and existing ethical and legal principles.     

Industry characteristics and internationalization processes in small firms

The purpose of this study of small firms is to compare the process of internationalization in traditional manufacturing companies with corresponding processes in companies oriented toward innovation. Case studies were conducted in six small Nordic companies: three conventional and three innovative. The underlying concept of the conventional companies is strictly production oriented. Investment in engineering workshops and an effective organization for production constitute their most important strategy. In the innovative companies the production equipment is relatively easy to move, and over the years these companies have changed the location of production plants a number of times. The basic meaning of technology also differs in the two categories of industries. The conventional companies are based on an established technology that can be purchased through well-known market channels. In the innovative companies the process of developing new products or serving as intermediary between research organizations and end users demands close contact with people and organizations close to the technological core of the industry.The conventional companies are incorporated into a multidimensional industrial system of suppliers, competitors, and other companies, and the individual companies within these industries are constrained by the rules dictated by these networks. The innovative companies all have a concentrated product scope, which implies that it is relatively easy to achieve efficiency in various functions such as R&D, production, and marketing activities. This clear distinction between functions has been advantageous to the process of internationalization.The conventional companies have characteristics typical of family-controlled companies, i.e., the management team consists of a handful of people often closely associated with the owner family. The observation on the industry level that the game is governed by some very rigid rules is also evident on the management level, where the significant people are always kept within narrow limits. The individuals in the innovative companies have a very high level of education; they work in teams together with partners from other companies and/or organizations and they adhere to high professional demands.The results from these six case studies indicate that the internationalization process must be understood in the context of the industry, company, and people involved. International trade and cooperation will most certainly increase. Therefore it is important to observe that the conditions for industries and single companies are different. Conventional companies have a natural local concentration that ultimately implies different strategies from the innovative companies who have a global focus.     

Managing for competency with innovation change in higher education: Examining the pitfalls and pivots of digital transformation

Digital transformation recently converged on organizations as a new paradigm—a must-have exemplar—to enable competitive advantage. While the effects of digital transformation and their analytics, along with platform technologies, are becoming pronounced in companies, there is still a need to examine their implications on higher education. In light of the dynamics of digital transformation, how can higher education better manage the shift toward newer competencies and the need for innovation presented by the emergence of digital technologies? In this article, I examine the issues around the need for this balance—often defined in strategy as ambidexterity, or the need to address both competency with innovation—by outlining the historical trajectories that led to this problem in higher education, identifying three common pitfalls that higher education programs and administrators face, and tying these issues to higher education’s absorptive capacity. To resolve these pitfalls, this article builds upon absorptive capacity frameworks for education practitioners and strategies as a prospective change management tool.     

Corporate social responsibility of financial organizations in the social economy: a case study on savings banks

The implementation of corporate social responsibility policies in firm management processes is becoming increasingly relevant. In the particular case of the financial sector, the incorporation of these policies often has huge repercussions as their role as intermediaries means that firms depend on them for investment which, in turn, affects the way firms perform. Within the financial sector, those organizations form part of the social economy—credit cooperatives and savings banks—are a very particular case as one of the principles on which they are based is their social nature. In this study, we examine the social responsibility situation in these financial organizations, focusing on the case of savings banks. We provide information that will help us better understand the real state of Spanish savings banks with respect to these two areas of social responsibility: The “Obra Social” (or charitable activities) and the incorporation of social and environmental criteria in their business policies.