Organizational career management practices and objective career success: A systematic review and framework

The theorization of the relationship between organizational investments in career development and individual success remains underdeveloped, and empirical tests of this relationship, which have been dispersed among several disciplinary areas, have produced inconsistent results. Addressing these issues, the purpose of this article is to propose a theoretical framework that illustrates why and how organizational career management practices translate into career success and under what circumstances the relationship is effective. Using a systematic review of empirical studies on career management practices and objective success, we identify three theoretical mechanisms - developmental, informational, and relational - and two groups of contingency factors that explain this relationship. Our framework advances the extant literature on organizational career management and provides suggestions to companies for designing effective career management systems.     

Organizational socialization and career success of Asian managers

This study proposed a new framework to conceptualize organizational socialization. It examined two broad socialization strategies: perceived organizational support and developmental experience and their relationships with career success. Data were obtained from interviews with 374 line managers and human resource managers in four industrial sectors in five Asia countries/societies, namely, Singapore, Hong Kong, Taiwan, Japan and Thailand. There is partial support for the predicted relationships. The results from the present study add to our understanding of how organizational socialization affects career success. Implications for research and managerial practices, as well as future research directions, are provided.     

Measuring program success

Growth in the use of programs has led to a requirement of understanding what constitutes program success. A measurement construct for program success, which comprises four dimensions—delivery capability, organizational capability, marketing capability, and innovative capability—was developed based on 172 responses to a web‐based questionnaire to program managers. Analysis of variance (ANOVA) and canonical correlation analysis were applied to test for the relationship between program success and program context. Results showed that the measurement construct for program success was stable over different types of program contexts. It provides a tool for further investigation into program success assessment.     

Innovative human resource practices and organizational commitment: an empirical investigation

In the contemporary business environment, human resource (HR) is an indispensable input for organizational effectiveness. Hence, an effective management of human resources has an important role to play in the performance and success of organizations. Competitive pressures have encouraged organizations to be proactive in diagnosing HR problems and to adopt more innovative HR practices since these were no longer a matter of trend, but rather of survival. The present study attempted to explore the relationship of three dimensions of innovative human resource practices (IHRPs): that is, the extent of introduction of IHRPs, their importance for organizational goal achievement and satisfaction with implementation of IHRPs, with organizational commitment (OC). Regression analyses showed that the perceived extent of introduction of innovative human resource practices by the organizations was the most significant predictor of organizational commitment.     

ERP systems success: an empirical analysis of how two organizational stakeholder groups prioritize and evaluate relevant measures

Organizations worldwide are adopting enterprise resource planning (ERP) systems. A number of studies discuss the implementation and success of such systems, but our study of the literature indicates that discussions about ERP systems success from the perspectives of key organizational stakeholders are not easy to come across. This study is designed to fill this gap in research. Using surveys in Finland and Estonia, we obtained empirical data from 66 respondents in 44 diverse, private, industrial organizations. Our objective was to determine whether differences exist between two organizational stakeholder groups, i.e. business managers and IT professionals, concerning how each group believe ERP success measures and dimensions are prioritized and evaluated in their respective organizations. Prior literature suggests that differences exist between the two groups with regard to how each perceives organizational information technology (IT) issues. Our study indicates that no significant statistical differences exist between the two groups with the exception of one dimension of ERP success, i.e. vendor/consultant quality. The implications of our findings for both practice and research are discussed.     

Local Government Modernization: UK and Comparative Analysis from an Organizational Perspective

This article analyses three strands of local government modernization. The first takes an overview of the development of 'modernization' and 'improvement' of local government in the UK under the Labour government since 1997 and the overall programme of reform. We discuss both the shifts and the continuities with the previous decade and a half of the 'new public management' of Conservative administrations. We examine the implicit assumptions about how to achieve organizational and cultural change, arguing that much modernization is premised on a mechanistic metaphor of organizational change. The second section of the article examines other metaphors and theories of organizational change, arguing for the need to consider institutional and organizational perspectives in analysing local government modernization. The third section of the article then applies some organizational concepts to the comparative analysis of local government modernization.     

Variability in the Organizational Climate of Government Offices and Affective Organizational Commitment

Abstract

This study examined the shared perceptions of 739 professional and technical employees regarding organizational climate and the strength of affective commitment in fifty-one geographically dispersed offices of an agency of state government. The results indicated that the level of affective commitment in these offices could be predicted reliably (adjusted R 2 2James and colleagues (James et al., 1978 James, L. R., Hater, J. J., Gent, M. J. and Bruni, J. R. 1978. Psychological Climate: Implications fromCognitive Social Learning Theory and Interactional Psychology. Personnel Psychology, 31: 783–813. [Crossref], [Web of Science ®] , [Google Scholar]; Jones and James, 1979 Jones, A. P. and James, L. R. 1979. Psychological Climate: Dimensions and Relationships of Individual andAggregated Work Environment Perceptions. Organization Behavior and Human Performance, 23: 201–50. [Crossref], [Web of Science ®] , [Google Scholar]) initially identified five domains of climate, but in subsequent work they included only four domains. Aspects of the fifth domain, organizational and subsystem attributes, were included in the first (i.e. role stress and lack of harmony) and fourth domains (i.e. social environment characteristics) of their model.  = .75) from three of the eight dimensions of organizational climate included in the study: goal ambiguity, social cohesion and fairness and equity. Implications of these results with respect to developing effective human resource management strategies in public sector organizations are discussed in detail.     

Role of explicit and tacit knowledge in Six Sigma projects: An empirical examination of differential project success

This research develops a conceptual model for predicting success of process improvement projects as a result of knowledge-creation practices employed in the projects. The model is empirically examined in the context of Six Sigma black belt projects. New scales are developed to measure explicit- and tacit-knowledge-creation practices in process improvement. Data is gathered via a cross-sectional sample, and the hypotheses are tested using hierarchical regression. Our results support the notion that knowledge-creation practices influence the success of process improvement projects. Specifically, the inclusion of softer, people-oriented practices for capturing tacit knowledge explains a significant amount of variance in project success, as much as the more analytically focused practices that capture explicit knowledge. This research offers practical insights about the influence of practices that project managers use to create new knowledge by capturing explicit and tacit knowledge, and seeks to advance theoretical understanding of process improvement.     

组织的社会化策略与员工离职倾向：一个组织进入过程的实证研究

组织社会化策略在新员工的组织进入过程中扮演重要的角色,对新入职员工的态度和行为有重要影响.本研究以一家家电企业上海总部的员工为对象,研究在中国环境下,组织社会化策略对新入职员工离职倾向的影响,发现制度化的组织社会化策略对新入职员工的离职倾向有显著的负面作用,而对老员工的离职倾向影响不显著.论文的结论对组织对新员工的组织进入过程的管理有借鉴意义.     

Organizational types and leadership roles

Certain managerial functions are necessary or of greater importance in certain organizations. The following relations between organization types and leadership roles are hypothesized: expert organizations and producers, bureaucratic organizations and administrators, group organizations and integrators, and task organizations and entrepreneurs. The analysis shows that striving for results and achieving goals (i.e. producer role) is a role requirement that appears in all types of organization, whereas integrating behavior was required as a secondary requirement, again in all four types of organization. It was also found that the union stewards overestimated their leaders’ efficacy as administrators and entrepreneurs, whereas the leaders themselves overestimated their own efficacy as producers and integrators. The leader’s length of service with the organization reduces the inclination towards the producer role, but is conducive to the role of administrator.     

An empirical investigation of scheduling performance criteria

Planning and scheduling significantly influence organizational performance, but literature that pays attention to how organizations could or should organize and assess their planning processes is limited. We extend planning and scheduling theory with a categorization of scheduling performance criteria, based on a three-stage survey research design. Particularly, the results show that, next to schedule quality, the planning process factors timeliness, flexibility, communication, and negotiation are important performance criteria, and especially so in organizations that are faced with high levels of uncertainty. The results suggest that organizational and behavioral aspects of planning and scheduling cannot be mitigated with advanced models and software that solely focus on good schedules. Rather, high quality schedules and high quality scheduling processes need to be facilitated simultaneously to attain high planning and scheduling performance.     

Organizational interfaces and innovation: The challenge of integrating supplier knowledge in LEGO systems

Suppliers have become increasingly important as partners in firms' innovation efforts. Reaping potential collaboration benefits is complex due to challenges in combining internal and external knowledge. The paper explores how various types of organizational interfaces between buyer and supplier create both opportunities and problems for their joint actions. The paper is based on a longitudinal case study of attempts to develop an innovative packaging solution for the toy manufacturer LEGO systems. The study shows that buying firms need to carefully analyse what form of organizational interface access to prioritize since each type offers its specific possibilities and drawbacks. Furthermore, the feasibility of organizational interfaces may change over time due to mutual organizational learning.     

Critical success criteria for B2B E-commerce systems in Chinese medical supply chain

The paper presents an exploratory investigation to determine and prioritise the critical success criteria, which can measure and guide the successful application and performance improvement of business to business e-commerce system (BBECS) in a medical supply chain's selling and buying functions, in the context of global business expansion. The research reveals that the buying and the selling functions have different prioritisations on the majority of the determined critical success measuring criteria. These criteria are categorised into three Critical Success Measuring Criteria Groups, for the selling and the buying functions, respectively, guiding medical supply chain members in harnessing the full advantage of a BBECS. For the selling function, the top critical success measuring criteria are as follows: integrating information searching/transmission and application processes, ensuring the reliability and timeliness of technical support, ensuring recognition and acceptance of e-commerce processes, displaying the organisation's business focus and product/service provisions online, securing a large scale/amount of business transactions, adjusting production outputs and inventory levels and having more registered users than competitors do. The top critical success measuring criteria for the buying function are as follows: securing the establishment of business relationships between businesses, displaying the measures ensuring mutual trust and cooperation online, ensuring employees' recognition of the benefit of e-commerce in increasing revenue, ensuring the contribution to the development and realisation of corporate strategy, achieving cost reduction for the organisation, making the purchase of famous brand products available/doable, securing a large scale/amount of business transactions, and ensuring the attainability of products/services at a lower price.     

Exploring the Conceptual Expansion within the Field of Organizational Behaviour: Organizational Climate and Organizational Culture

Developments within social and exact sciences take place because scientists engage in scientific practices that allow them to further expand and refine the scientific concepts within their scientific disciplines. There is disagreement among scientists as to what the essential practices are that allow scientific concepts within a scientific discipline to expand and evolve. One group looks at conceptual expansion as something that is being constrained by rational practices. Another group, however, suggests that conceptual expansion proceeds along the lines of ‘everything goes’. The goal of this paper is to test whether scientific concepts expand in a rational way within the field of organizational behaviour. We will use organizational climate and culture as examples. The essence of this study consists of two core concepts: one within organizational climate and one within organizational culture. It appears that several conceptual variations are added around these core concepts. The variations are constrained by rational scientific practices. In other terms, there is evidence that the field of organizational behaviour develops rationally     

Organizational citizenship behaviour and turnover intention: a cross-cultural study

This study investigated the relationship between organizational citizenship behaviour (OCB) and turnover intention in 162 production workers in the same organization within Malaysia, Germany and England. Further, differences in ratings of OCB across cultures were examined. Self-report questionnaires measuring turnover intention and five dimensions of OCB (altruism, courtesy, conscientiousness, sportsmanship and civic virtue) were administered to the samples. Results illustrated that OCB related significantly to turnover intention, with sportsmanship emerging as the strongest predictor of turnover intention across cultures. Cultural differences in OCB ratings were seen, with the Malaysian sample generally scoring higher than the other two samples. However, the relationship between OCB and turnover intention was similar within each culture group. Explanations of the findings and limitations are discussed.     

组织情景下权力来源的类型、关系与趋势:一个跨层次分析框架

随着信息技术的快速变化,组织中的权力及其来源也在变化。本文在梳理相关文献的基础上首先从组织和个体两个层面总结权力的主要来源,并从组织间关系理论视角分析组织权力来源和个体权力来源的彼此关系,构建了组织与个体的权力来源跨层次关系模型。其次,分析不同管理模式下组织权力来源和个体权力来源的发展趋势,认为长期合约、层级结构、规章制度、物质资源、物质依赖成为传统的组织权力来源,短期雇佣、异质结构、文化价值观、关键资源、多层依赖成为新型的组织权力来源;固定职位、天赋魅力、纵向关系成为传统的个人权力来源,跨界流动、成长型能力、网络关系成为新型的个人权力来源。文章最后讨论了未来值得研究的重要课题。     

Organizational adaptation to disruptions in the natural environment: The case of climate change

Dynamic and intensified changes in the global ecosystem result in significant disruptions to the natural environment. One of the most prominent examples of this is climate change and the resulting natural disasters. As firms are embedded within the natural environment, they need to adapt to any environmental disruptions that transpire. Using Swiss and Austrian electric utilities as case studies, this paper empirically explores the underlying organizational capabilities necessary to enable adaptation to climate-related disruptions to a firm's resource supply, production processes, and product distribution. Through a case- and literature-based iterative process of analytical induction, three organizational capabilities are derived: climate knowledge absorption as an essential information generating and internalizing capability, climate-related operational flexibility as a short-term adjustment capability, and strategic climate integration as a long-term, innovation-focused capability.     

Story-dismantling,story-meandering,and story-confirming: Organizational identity work in times of public disgrace

This study aims to enhance our understanding of organizational identity work (OIW), building upon previous studies’ emphasis on the usefulness of understanding OIW in terms of storytelling. The paper offers an extended vocabulary for making sense of alternative narration forms. Based on an in-depth study of a humanitarian organization in Sweden, the discursive OIW struggles of employees in times of public disgrace are explored and the following conceptualizations suggested:a) Story-dismantling (attempting to deconstruct a dominant discrediting narrative).b) Story-meandering (attempting to tell a coherent counter-story but without success).c) Story-confirming (claiming that a dominant historical narrative remains valid).These concepts open up and invite considerations of uncertainty, fragmentation, fluidity, and contextuality in future studies of both organizational identity (OI) and OIW.     

中小型高科技服务企业的组织文化:基于某IT公司的实证研究

本文通过对一家IT公司的组织文化的实证研究,探讨了新兴中小型高科技服务企业的组织文化特点和发展趋势。文章首先对组织文化的概念和测评模型进行了回顾,接着介绍了实证研究中采用的文化测评工具及被研究对象的概况,最后文章对研究结果加以阐述、分析和讨论,并在此基础上提出了相关建议。