Why communities of practice succeed and why they fail

A specific form of intra-organizational networks – a community of practice (COP) – is increasingly regarded as an important structure within organizations. This network structure is well suited for the development and sharing of knowledge and practices across divisions. Our research explores the most salient reasons for the success and failure of such networks. An investigation of 57 COPs from major European and US companies led to the discovery of 10 “commandments” that lead to the successful development and sharing of best practices. It also identified five main reasons for failure.     

Employee Involvement in Support of Corporate Values in Successful Organizations: Groups, Cooperative Interaction, and Influence

Employee involvement can supplement strong corporate cultures to develop innovative organizations. Executives from forty successful companies responded to interviews on the organization's values and involvement practices. Structural equation analysis indicate that effective involvement – measured by the use of employee problem solving groups, cooperative interaction, and employee influence – was a critical mediating mechanism between people-oriented values and firm performance. These results suggest the complex challenge of developing a successful organization and guides for making an organization both value-driven and productive.     

Markets with Hierarchies and the Network Structure of Organizational Communities

Using data on supplier relationships among 106organizations involved in the production of means oftransportation located in southern Italy, I exploresome of the consequences of the progressive erosion ofboundaries around corporate actors in modernorganizational economies. The paper is built aroundthe claim that – as companies are forced by variouslearning imperatives to rely more on other companies– interorganizational differences are sustained andreproduced by role structures emerging from theconcatenation of different types of relationshipsacross multiple networks. The analysis illuminatesselected implications of network relations for thestructuring of market relations in interorganizationalfields.     

Trust in leadership: A multi-level review and integration

Leaders have been argued to play a key role in determining organizational effectiveness across all levels (e.g., individual, team, unit) that exist within organizations. A key component in a leader's ability to be effective within such environments is the degree to which subordinates and co-workers trust him/her. Therefore, it is not surprising that researchers and practitioners alike are interested in identifying the mechanisms through which trust in leadership can be developed as well as those factors which moderate this relationship [e.g., Gillespie, N. A., Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19, 588–607; Kouzes and Posner, 1995; Roberts, K. H., O'Reilly, C. A. (1974). Failures in upward communication in organizations: Three possible culprits. Academy of Management Journal, 17, 205–215; Whitener, E. M. (1997). The impact of human resource activities on employee trust. Human Resource Management Review, 7, 389–404]. Despite this, research that has addressed the factors that foster trust in leaders and the outcomes of this trust has been disjointed and, as yet, no comprehensive model has been presented to systematically examine these factors. Therefore, the purpose of this article will be to present an integrative model of trust in leadership.     

Emerging organizational forms: Work and organization in the 21st century

This article begins with the premise that there is continuous and accelerating change in the Western World in the nature of work and how it is organized. An important contributory force is information technology — itself changing rapidly.When the dynamics of the external environment of organizations are added to changes in IT, we will see new forms of organizations evolving in the business world, such as the ‘starburst’ and ‘internal market’ structures.Michael Scott Morton supplies a diagram to illustrate the framework of research which the ‘1990s’ program at MIT is following — how to balance the dynamic tension between external forces and the internal dimensions of organizations to reward shareholders adequately. He refers to one of Peter Senge's ideas in The Fifth Dimension which is central in creating an organization which learns how to innovate constantly: System Thinking — the search for systemic patterns. It reinforces Scott Morton's argument, and seems a particularly appropriate discipline in a continuously turbulent business environment.     

3-Partitioning Problems for Maximizing the Minimum Load

The optimization versions of the 3-Partitioning and the Kernel 3-Partitioning problems are considered in this paper. For the objective to maximize the minimum load of the m subsets, it is shown that the MODIFIED LPT algorithm has performance ratios (3m – 1)/(4m – 2) and (2m – 1)/(3m – 2), respectively, in the worst case.     

Trade-offs among the elements of flexibility: a comparison from the automotive industry

Flexibility has long been recognized as a manufacturing capability that has the potential to impact the competitive position and the business performance of an organization ([1]: Cox Jr, T. Toward the measurement of manufacturing flexibility. Production and Inventory Management Journal 1989; First Quarter:68–72, [2]: De Meyer A, Nakane J, Miller JG, Ferdows K. Flexibility: the next competitive battle. Strategic Management Journal 1989;10:135–144). This recognition, however, has not led to a unanimous approach to flexibility. For example, Japanese manufacturers emphasize flexibility more than North American or European manufacturers ( [2]: De Meyer A, Nakane J, Miller JG, Ferdows K. Flexibility: the next competitive battle. Strategic Management Journal 1989;10:135–144). While this finding provides insight into the strategic choices made by these organizations in these countries, it does not provide an in-depth comparison of specific aspects of flexibility that are leveraged and emphasized differently. Such a comparison is necessary, however, if flexibility is to be more fully understood.This paper takes a step in that direction by first breaking down the concept of flexibility into its constituent elements and dimensions. Then we introduce the notion of looking at flexibility as a capability that must be planned for and built by a firm over a period of time along these constituent elements and dimensions. Questions are subsequently raised regarding whether trade-offs occur among different elements for a given flexibility dimension. We use industry wide as well as firm-specific qualitative data from the automotive industry to answer these questions, and show that several key aspects of manufacturing flexibility have been acquired and leveraged differently by American and Japanese producers. While linkages to business performance are not directly explored, our analysis reveals that even within the same industry, firms from different countries do indeed follow different strategies to developing their flexibility capability. Implications of these results for managerial practice, along with avenues for further research in this area, are also presented.     

A Comparison of Regulatory Implications of Traditional and Exact Two-Stage Dose–Response Models

We compare the regulatory implications of applying the traditional (linearized) and exact two-stage dose–response models to animal carcinogenic data. We analyze dose–response data from six studies, representing five different substances, and we determine the goodness-of-fit of each model as well as the 95% confidence lower limit of the dose corresponding to a target excess risk of 10^–5 (the target risk dose TRD). For the two concave datasets, we find that the exact model gives a substantially better fit to the data than the traditional model, and that the exact model gives a TRD that is an order of magnitude lower than that given by the traditional model. In the other cases, the exact model gives a fit equivalent to or better than the traditional model. We also show that although the exact two-stage model may exhibit dose–response concavity at moderate dose levels, it is always linear or sublinear, and never supralinear, in the low-dose limit. Because regulatory concern is almost always confined to the low-dose region extrapolation, supralinear behavior seems not to be of regulatory concern in the exact two-stage model. Finally, we find that when performing this low-dose extrapolation in cases of dose–response concavity, extrapolating the model fit leads to a more conservative TRD than taking a linear extrapolation from 10% excess risk. We conclude with a set of recommendations.     

Health Risk Assessment of a Modern Municipal Waste Incinerator

During the modernization of the municipal waste incinerator (MWI, maximum capacity of 180,000 tons per year) of Metropolitan Grenoble (405,000 inhabitants), in France, a risk assessment was conducted, based on four tracer pollutants: two volatile organic compounds (benzene and 1, 1, 1 trichloroethane) and two heavy metals (nickel and cadmium, measured in particles). A Gaussian plume dispersion model, applied to maximum emissions measured at the MWI stacks, was used to estimate the distribution of these pollutants in the atmosphere throughout the metropolitan area. A random sample telephone survey (570 subjects) gathered data on time-activity patterns, according to demographic characteristics of the population. Life-long exposure was assessed as a time-weighted average of ambient air concentrations. Inhalation alone was considered because, in the Grenoble urban setting, other routes of exposure are not likely. A Monte Carlo simulation was used to describe probability distributions of exposures and risks. The median of the life-long personal exposures distribution to MWI benzene was 3.2·10^–5 g/m³ (20th and 80th percentiles = 1.5·10^–5 and 6.5·10^–5 g/m³), yielding a 2.6·10^–10 carcinogenic risk (1.2·10^–10–5.4·10^–10). For nickel, the corresponding life-time exposure and cancer risk were 1.8·10^–4 g/m³ (0.9.10^–4 – 3.6·10^–4 g/m³) and 8.6·10^–8 (4.3·10^–8–17.3·10^–8); for cadmium they were respectively 8.3·10^–6 g/m³ (4.0·10^–6–17.6·10^–6) and 1.5·10^–8 (7.2·10^–9–3.1·10^–8). Inhalation exposure to cadmium emitted by the MWI represented less than 1% of the WHO Air Quality Guideline (5 ng/m³), while there was a margin of exposure of more than 10⁹ between the NOAEL (150 ppm) and exposure estimates to trichloroethane. Neither dioxins nor mercury, a volatile metal, were measured. This could lessen the attributable life-long risks estimated. The minute (VOCs and cadmium) to moderate (nickel) exposure and risk estimates are in accord with other studies on modern MWIs meeting recent emission regulations, however.     

The role of culture in technology management research: National Character and Cultural Distance frameworks

Management research exploring the role of national culture on topics such as management style, strategy, and firm performance can broadly be divided into two categories. Studies that attempt to compare and contrast the impact of culture on organizations in different cultures have been labeled as “National Character” studies. These studies attempt to determine how specific cultural attributes affect actions, strategies and performance. The second type of culture study focuses on the interactions between two firms embedded in different national cultures. These studies look at the impact of “Cultural Distance” on the ability of organizations to successfully interact. It is this latter area which is becoming increasingly important to technology management in the “Flat World” of the 21st Century. Research propositions for technology management for each of the two frameworks are developed.     

Charismatic leadership in business organizations: Some neglected issues

The article reviews some of the recent literature on charismatic leadership and notes that there has been a tendency for research and theorizing to emphasize a number of issues examined by Weber to the relative exclusion of others. Those areas that have been focused upon, have tended to reflect the “applied” emphasis in much research in the field of leadership in organizations. The article takes two areas that were central to Weber's work—routinization of charisma and loss of charisma—to demonstrate that these topics can illuminate and add to our understanding of the operation of charismatic leadership in business and other formal organizations.     

Ignoring Leaders who Break Promises or Following God: How Depersonalization and Religious Faith Inform Employees’ Timely Work Efforts

This study investigates the relationship between employees’ perceptions of psychological contract breaches and their failure to meet work-related deadlines, with a particular focus on the mediating role of the depersonalization they assign to organizational authorities and the moderating role of their religious faith. Results based on multisource data, collected among employees and their supervisors in Pakistani organizations, show that an important factor that underpins the connection between beliefs about broken organizational promises and a diminished propensity to finish work on time is that employees depersonalize organizational leaders. This mediating effect is mitigated by employees’ religious faith. For organizations, this study thus identifies a key mechanism – exhibiting indifference to the people in charge – by which employees’ frustrations about resource-depleting contract breaches may inadvertently escalate into ineffective time management, and it identifies some workers among whom this counterproductive dynamic is less likely, namely, employees who can draw from their religious faith.     

A Comparison of Methods of Benchmark-Dose Estimation for Continuous Response Data

Methods of quantitative risk assessment for toxic responses that are measured on a continuous scale are not well established. Although risk-assessment procedures that attempt to utilize the quantitative information in such data have been proposed, there is no general agreement that these procedures are appreciably more efficient than common quantal dose–response procedures that operate on dichotomized continuous data. This paper points out an equivalence between the dose–response models of the nonquantal approach of Kodell and West⁽¹⁾ and a quantal probit procedure, and provides results from a Monte Carlo simulation study to compare coverage probabilities of statistical lower confidence limits on dose corresponding to specified additional risk based on applying the two procedures to continuous data from a dose–response experiment. The nonquantal approach is shown to be superior, in terms of both statistical validity and statistical efficiency.     

Environmental forecasting and non-profit professional organizations

To undertake any kind of realistic planning activity, it is useful to have a long-term environmental forecast which provides the planner with an overall perspective. The planner will be functioning over the next decade in a very dynamic, complex and challenging political, economic, technological and social environment, and will require very effective planning efforts to cope with such changing environment. This article presents an approach and methodology that a planner could use in his/her organization's planning process. To the best of our knowledge, very few organizations—profit and non-profit oriented—undertake a formal long-term environmental forecast. This article might encourage several planners to examine this area of long range planning in their respective organizations. The long- term environmental forecasting approach presented in this article could be applied by planners in all types of organizations—small or large, profit oriented or non-profit oriented, old or new. This article, however, is based on a study which the authors did for a non-profit organization.     

Revisiting the stock price impact of quality awards

In an event study, Hendricks and Singhal [Hendricks KB, Singhal VR. Quality awards and the market value of the firm: an empirical investigation. Management Sci 1996;42:415–36.] find evidence that firms that win quality awards are further rewarded with a stock price increase on the day of the award announcement. We revisit Hendricks and Singhal (1996), extend their research and find four reasons why management, owners and analysts should be cautious about expecting an abnormal return when a firm wins a quality award. First, in our sample of Baldrige Award winners, the evidence of a stock price response on the announcement day is only marginally significant. Second, in our sample of State quality award winners, the announcement day relationship between stock returns and winning awards is not significant. Third, in the most recent subperiod, 1992–1997, we find no evidence of positive abnormal returns. Fourth, the marginally significant Baldrige results are actually driven by just four companies. A company-by-company microanalysis reveals that only 50% of the award winners experienced positive abnormal returns. The diminishing stock price response on event day does not necessarily imply a lack of stockholder rewards. Evidence from other studies suggests that the stockholders are rewarded for successful total quality management (TQM) implementation, but the rewards can come long before and after the formal award is presented. From a shareholder value perspective, TQM still matters but the award ceremonies may not.     

Is the professional self-managing or is there really a need for professional management?

Is the professional self-managing or is there really a need for professional management? The answer to that question is in both cases: “Yes”. The professional is largely responsible for directing his own activities. Managers must take due account of this by applying rules and procedures on a modest scale and aiming to achieve maximum harmonisation of the objectives of the organisation and the personal objectives of the people working there. If they can do that then there can be said to be professional management.The difficulty in managing professionals is the difficulty in steering the force and the direction of the thinking of others who are — by nature - often differently-minded: professionals have generally followed a specialised, usually scientific education, enjoy a high social standing, like to “perform solo”, have a dislike of management both in the active and the passive sense and the output of their work is difficult for others to evaluate because there is generally no clear consensus on the definition of performance indicators.Managing professionals could be considered as managing brain capacity and that calls for more than just good sense. A manager of a group of professionals can even sometimes experience a great deal of professional pleasure in his work if he is capable of acting as a specialised generalist, pacemaker and coach for his or her team.     

Changing Corporate Governance in Response to Negative Media Reports

We study how organizations change their corporate governance in response to negative publicity in the media. We build on insights from the literature on interpersonal trust to theorize how organizations respond to different types of trust‐damaging information. We suggest that organizations are likely to replace key individuals involved in the corporate governance process when trust‐damaging information provides evidence of low integrity. In contrast, organizations are likely to make changes in how the governance process is organized when trust‐damaging information provides evidence of low benevolence. We test our hypotheses by using data on publicly traded Korean firms from 2006 to 2013. Our results provide general support for our argument about corporate governance changes that organizations initiate in response to different types of trust‐damaging information. We also explore how foreign ownership and state ownership moderate organizational responses to trust‐damaging information.