An empirical evaluation of the management resourcing strategy of a Western multinational within a post-socialist Polish subsidiary

The continued globalization process and internationalization of business is increasingly raising issues concerning human resource strategy and practice in those organizations operating across international boundaries. This paper presents an empirical evaluation of the management resourcing strategy of a Western multinational corporation (MNC) within a post-socialist Polish subsidiary. Findings suggest a high level of pragmatism in relation to management staffing decisions. Whilst normative resourcing models emphasize the importance of environment, organization and job analysis in selecting and preparing managers for expatriate appointments, these processes are contingency constrained. Difficulties of adaptation and integration of the Polish subsidiary serve to increase reliance on expatriate managers.     

The influence of organizational identification on organizational knowledge management (KM)

Information technology (IT) outsourcing vendor organizations contain isolated business units whose creation and sustenance greatly facilitate business operations. But they also introduce important challenges for organizational knowledge management (KM). In this paper, based on 7 months of intensive field-work at India Inc., a leading Indian IT firm, we looked at how members’ identification with two organizations, their own and their client organization, influences their compliance with an organizational KM initiative. The findings show that members have difficulties in complying with the expectations of the organizational KM initiative owing to a stronger identification with their client organizations. At the same time, they comply readily with KM initiatives at the business unit level. The findings show that KM managers at India Inc. use the help of middle level managers in the business units in their efforts to improve members’ compliance with organizational KM. Theoretical and managerial implications of the study are discussed.     

Dimensions of ethical business cultures: comparing data from 13 countries of Europe,Asia, and the Americas

This paper reports the results of a survey-based study of perceptions of ethical business practices in 13 countries of Europe, Asia, and the Americas. Responses from more than 23,000 managers and employees were analyzed using multivariate analysis of variance and post-hoc comparisons, aimed at identifying homogenous sets of countries. Anglo countries (US, UK, Australia, and Canada) clustered together, and were joined by India in most cases. Japan and Italy formed a homogenous subset significantly different from all other countries. Countries of continental Europe, China, Mexico, and Brazil formed various mid-range groupings. The paper discusses some salient differences between groups of countries and presents implications for human resource management (HRD) practice and research.     

Assurance of security in maritime supply chains: Conceptual issues of vulnerability and crisis management

Security assurance across maritime trading systems is a critical factor for international business managers and in the evolution of international trade generally. A number of initiatives are underway focusing on security issues in ports and ships (International Ship & Port Security Code), customs inspections in international ports (Container Security Initiative) and whole-of-supply chain outcomes (Customs & Trade Partnership against Terrorism). The main purpose of the above initiatives is to reduce the likelihood of maritime-vectored terrorism; however inappropriate implementation of these programs could affect competitiveness.This paper suggests that the complexity of interaction between ports, maritime operations and supply chains create vulnerabilities that require analysis that extends beyond the structured requirements of these initiatives and creates significant management challenges. Also the paper highlights the need for enhanced crisis management capabilities within ports as part of a standard management repertoire and suggests a new classification scheme for mapping vulnerability within ports and across supply networks. The paper concludes that there is a need to examine the goodness-of-fit of these security initiatives against business efficiency and competitiveness, and to consider the training needs for crisis management capabilities that will allow private and public sector groups involved in global trade to effectively mitigate the threat of maritime terrorism and loss of competitiveness.     

Decision knowledge sharing: flexible supply chains in KM context

Supply chain excellence has a real impact on business strategy. Building supply chains as flexible systems represents one of the most exciting opportunities to create value and one of the most challenging tasks for the policy makers. It requires integrated decision making amongst autonomous chain partners with effective decision knowledge sharing between them. The key to success lies in knowing which decision has more impact on the overall performance and this can be achieved by appropriate knowledge sharing. In this context, knowledge management (KM) can be used as an effective approach to achieve knowledge sharing and decision synchronisation in supply chains. Flexible supply chains (FSC_s) are more complex and involve multiple autonomous players with varying technical cultures (affects knowledge mindsets), managerial background (affects decision knowledge) and supply chain management (SCM) exposures (affects knowledge sharing attitudes). Thus there is a need to develop demo models that can encourage chain managers towards collaborative knowledge sharing in the supply chains. This paper presents the application of one such model based on decision knowledge sharing (DKS) for improved supply chain management. A simulation model of a flexible supply chain based on DKS framework is developed for demo purposes. The key results are highlighted along with industry implications. The cost based performance of DKS at different levels of flexibility is studied. Thus a careful analysis of the chain with a focus on collaborative decisions is useful to ensure success. This paper addresses this interesting and challenging domain.     

人工智能时代企业管理变革的逻辑与分析框架

人工智能作为社会发展和技术创新的产物,已经成为新一轮科技创新和产业变革的核心驱动力,正在对世界经济、社会进步和人民生活产生极其深刻的影响。人工智能的商业应用会改变企业内部运作和生产经营的过程,为企业管理带来了诸多挑战和变革机遇。本文结合人工智能的特征与发展趋势,从管理对象、管理属性、管理决策和管理伦理四个方面对人工智能时代企业管理变革的逻辑进行了梳理,得出如下推论:第一,人工智能时代,被管理者将出现越来越多的"人工智能员工",以"社会人"为中心的管理理论和管理手段的适用性降低,如何管理"人工智能员工"以及协调人类员工与智能机器人的关系将对管理者提出挑战;第二,人工智能时代,管理属性不仅包括管理理论的科学性、管理实践的艺术性,还包括管理过程的技术性;第三,人工智能时代,将出现一批优秀的技术管理者,此时,技术管理者指的不是管理技术的人,而是掌握智能技术的管理者;第四,人工智能时代,管理者的决策环境得到优化,管理活动中的决策准则将由"满意决策"过渡为"最优决策";第五,人工智能时代,管理手段的智能化发展可能会加剧管理效率和管理伦理的冲突,管理者必须提升管理道德,经营过程中强化社会责任的履行;第六,随着人工智能技术发展,政府、社会团体和行业协会有必要从政策、法律与行业标准等多个方面构建人工智能发展伦理的多层次约束机制。     

The Effects of Personality and Management Role on Perceived Values in Business Settings

This paper examines the effects ofpersonality variables and functional management role,either entrepreneur, manager in an entrepreneurialfirm, manager in a traditional firm, or small businessowner, on perceived business values. Functionalmanagement role had minimal discernible effects;personality variables differentiated entrepreneursfrom managers and produced many effects for ratings ofbusiness values. Results are discussed in terms ofMBTI and DISC theoretical constructs and theirimplications for entrepreneurship and management.     

Knowledge management in consultancy-involved process improvement projects: cases from Chinese SMEs

Abstract

Knowledge management (KM) is considered as an effective strategy to improve organizational performance. In its application to small and medium enterprises (SMEs), resource constraints mean that exploitation of knowledge from external sources is often needed. This study explores practical KM issues encountered by Chinese SMEs when working with management consultants to introduce new business improvement practices. A comparative case study is conducted focusing on two consultancy-involved process improvement projects in Chinese manufacturing SMEs. The case results suggest a clear KM strategy is needed at the outset of the project and SME managers and employees need to play a proactive role in the learning and adoption of new knowledge. The research is novel in that it is the first study to explore knowledge management and the notion of liminality within the context of consultancy-involved Chinese SME improvement projects. The paper culminates with two research propositions that require further empirical study.     

On the strategic project management process in the UK upstream oil and gas sector

This paper reports on an investigation into strategic project management in the UK upstream oil and gas sector. The management process is represented by a set of elements which covers context, content and output and are balanced across financial, internal business, external environment, and learning and innovation perspectives. The paper uncovers elements that appear to explain successful project management and compares these with the elements to which managers pay greatest attention. There appears to be a mismatch between those elements which are associated with success and those receiving significant management attention.     

An empirical study of quality management practices in the petroleum industry

The purpose of this paper is to empirically study quality management practices in the petroleum industry in Iran. A reliable and valid survey instrument has been used for data gathering from managers in the petroleum industry in Iran. The instrument has been developed based on the criteria of the Malcolm Baldrige National Quality Award (MBNQA), which consists of 13 dimensions of quality management. Correlation analysis has been used to test for a relationship between the quality management constructs and quality results (internal quality results and/or external quality results). Most of the linkages within the Baldrige criteria were supported, which indicates the universal applicability of the Baldrige Award criteria. The result of the correlation analysis indicates that top management support is the major driver for quality management implementation which is significantly correlated with most of the quality management constructs. Furthermore, the results indicated that employee training and employee involvement are significantly correlated with internal (operational) quality results. Customer orientation and supplier quality are not significantly correlated with external quality results (business performance).     

Decision-making Autonomy in UK International Equity Joint Ventures

This paper investigates approaches to decision making in international joint ventures (IJVs) from the perspectives of the transactions cost and resource‐based theories of the firm. In particular, the concept of autonomy in decision‐making in a sample of UK‐European equity joint ventures is examined. The study adopts a multi‐method personal interview and self‐administered questionnaire approach to examine managerial perceptions of decision‐making and autonomy in the parent firms and the joint venture. The findings show that there are differences in the perception of autonomy between each of the parent firms, and between the parent firms and the IJV management. When we unpack the nature of autonomy in detail, it is found that IJV managers have greater degrees of operational autonomy than strategic autonomy and that decision making by IJV managers takes place within the context of constraints set within the IJV's business plan. This confirms the transaction cost theory which posits that key internal markets (for management, technology and capital) will be under parent control and also supports the resource based view that key capabilities are protected under the business plan established by the parent firms. The influence on IJV autonomy of the moderating variables IJV performance and IJV duration are also examined.     

Capturing the broader picture of value co-creation management

The interactional, interdependent, and dynamic nature of value co-creation has made value management in business relationships a particularly challenging issue for both academicians and practitioners. In addition, studies on this topic have mostly focused on managing value co-creation in isolation from the wider relational context without completely capturing the influence of other value processes on value co-creation. This paper examines the broader picture of value co-creation management by providing a model based on interlinked value processes, namely, value communication, value appropriation, value measurement, and value representation. We adopted a qualitative approach based on 86 interviews with managers of both customer and supplier companies, which operated in different industries. Results showed that the management of value co-creation implies considering complex patterns of interconnections with other value processes. In particular, the study will shed light on the centrality of value appropriation to co-create value and on the importance of value representation to coordinate ideas and enable future co-creation opportunities.     

网络经济时代的商务模式变革与知识管理

企业组织基于信息的竞争优势正向基于知识创造的优势转移,如何根据商务环境的变化调整战略和商务模式是所有企业组织在跨入网络经济必然面对的课题。分析了近几十年来商务模式的发展和变革,指出了其最新形式--知识管理认识和实践上的误区,并综合阐述了如何根据电子商务战略实施知识管理,通过结合数据、信息技术的处理能力和人的创造、创新能力来提高组织在非连续性变化环境中的生存能力、创新能力和竞争能力。     

Scandinavian Managers on Scandinavian Management

This study explores how Scandinavian managers perceive themselves as managers.In particular the focus is on how and to what degree they perceive themselvesas Scandinavian managers, i.e. managers working within a cultural(and political) context to which they have to adapt their management style.Scandinavian management as a concept is discussed. It is furthermore proposedthat management in the three Scandinavian countries does not differsignificantly from one another, but differ from that in non-Scandinaviancountries. In oder to obtain a deeper understanding of the conceptScandinavian management, a constructivistic approach was chosen. Based onFocus-group interviews the motives behind the preferred managementstyle were revealed. Two types of motives were identified: an ideological andan instrumental, meaning that one group of managers had a more calculativeapproach, whilst the other had a more voluntaristic one.     

Integration of project management,human resource development,and business teams: a partnership,planning model for organizational training and development initiatives

The changing business environment has challenged organizations to explore unique ways to ensure the success of online training initiatives. Thus, project teams, including training managers, should not only support organizational training and development initiatives; but, they also need to use project-focused, planning models for implementation. This paper proposes a model that is an extension of the model for business and training partnership developed by Price. The proposed model includes the integration of project management, human resource development (HRD), and business teams in order to enhance the success of training implementations through a sequential, planned framework. The model includes phases, best practices, and supporting tools to assist in managing and administering training and development projects. The approach developed in this research includes an account of the activities associated with initiating, planning, executing, monitoring and controlling, and closing processes for an online training initiative conducted in an oil and gas organization. This research also discusses implications of the proposed model for HRD professionals, because they are typically the champion of training and development initiatives within organizations today.     

Anxiety, Politics and Critical Management Education

The focus of this paper is a discussion of anxiety and politics as they relate to business school pedagogy. Using ideas from critical management education (CME), the paper explores why and how to engage with the anxiety mobilized through attempts to learn. The aim is to discuss emotional and political dynamics that are generated, and too often avoided, in management education. Making these dynamics overt in the classroom can help managers to comprehend the political context within which management takes place. Examples informed by CME are presented, as well as reflections from the author on the anxiety and politics that emerge for the critical management educator in a business school context. The contribution in the paper is to show the way that anxieties and politics within the business school classroom offer opportunities to change how business schools approach the teaching of managers. CME adds value to management education because it challenges what and how individuals and groups expect to learn, and consequently it challenges assumptions about how learning takes place within business schools. Such challenges are seen as an important and integral part of 'making the business school more critical'.     

Management and Business Ethics: A Critique and Integration of Ethical Decision-making Models

This paper critically reviews the literature relating to the management of ethics within organizations and identifies, in line with other authors, a gap between theory and practice in the area. It highlights the role of management (both as an academic discipline and from a practitioner perspective) in bridging this gap and views managers, with their sense of individual ethical agency, as a key locus of ethics within organizations. The paper aims to address the theory–practice gap by surveying the business ethics literature in order to identify, draw together and integrate existing theory and research, with a particular emphasis upon models of ethical decision-making and their relationship to work values. Such an endeavour is necessary, not only because of the relative neglect of management practice by business ethics researchers, but also because of the current lack of integration in the field of business ethics itself. The paper outlines some of the main methodological challenges in the area and suggests how some of these may be overcome. Finally, it concludes with a number of suggestions as to how the theory–practice gap can be addressed through the development of a research agenda, based upon the previous work reviewed.     

Selecting managers for cross-border assignments: building value into the process

Selecting cross-border managers simply by relying on an assessment of technical competence, isolated and domestic management success as well as perceived commitment to the organization has become inadequate. Multiple value orientations associated with cross-cultural business performance need to be examined as an integral part of the selection process. Value orientations associated with cultural identity, cross-border business focus and personal and professional development, are missing from and need to be taken into consideration when selecting managers for cross-border assignments.
A cross-cultural manager typology is developed, which identifies four cross-border manager 'types'. These 'types' are described as (1) transnationalist, (2) internationalist, (3) ethnocentrist and (4) transitionalist. The implications of these 'types' for the selection of cross-border managers are then explored within the context of, and interplay between, three value orientations. First, how and why managers value their cultural identity. Secondly, how and why managers value involvement in cross-border business activity. Finally, how these two value orientations are better understood based upon personal and professional development.     

Knowledge management for sustainability in operations

Abstract

The purpose of this paper is to examine the effect of Knowledge Management (KM) as a platform to enable sustainability in firms’ operations and to provide recommendations for managers to integrate sustainable operations into their business strategies. The urgency to create and implement sustainable operations is also argued. The conceptual framework is based on the hypothesis that KM contributes to the achievement of more suitable operations. To test this hypothesis, a model of structural equations was developed with data collected from 345 SMEs. Empirical evidence supported the hypothesis, indicating that KM represents an important alternative to implementing sustainability. The results suggest that managers need to implent KM, as they will enable a better understanding and awareness regarding the global dangerous impacts from unsustainable operations mainly focused on sales and cost reduction. For this reason, this research provides evidence that KM offers an alternative impulse on the quest for more sustainable operations.