scholarly journals The Influence of Innovation in Tangible and Intangible Resource Allocation: A Qualitative Multi Case Study

2020 ◽  
Vol 12 (12) ◽  
pp. 4989
Author(s):  
Rui Silva ◽  
Cidália Oliveira
Keyword(s):  
Resource Allocation ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Dynamic Capabilities ◽  
Business Processes ◽  
Research Area ◽  
Future Research ◽  
Resource Monitoring ◽  
Knowledge Resources ◽  
Research Areas

Considering the current turbulent macroeconomic environment, the aim of this research is to explore the influence of innovation in tangible and intangible resource allocation. The literature underlines that organizations are facing a revolution in their business processes. As such, there is a need to understand the value of knowledge resources and to identify ways to manage them. This paper explores the field of resource allocation, namely dynamic capabilities, and highlights the importance of monitoring intangible resources. This research has three specific contributions. The first contribution provides a comprehensive picture of what has occurred in the field of tangible and intangible resource allocation, such as intellectual capital and its importance towards organizational performance. Secondly, it offers evidence about the actual need for performance measurement tools that foster intangible resource monitoring. Organizations devote special attention to market demands which consequently lead managers to adapt their strategies in areas concerning resource allocation. Given this importance, this research, comprising major innovative organizations in Portugal from diverse activity sectors, provides new insights and stresses the importance of tools to follow the overall performance of resource allocation. Managers of innovative organizations recognize the very powerful features of the Balanced Scorecard (BSC) in monitoring and linking strategic resources of both tangible and intangible natures. Thirdly, this research, with a view to enrich the field of intangible natures, points out some aspects for future research areas, bearing in mind the relevance of this research area confirmed by managers of the major innovative organizations. Thus, it provides prominent information for both academia and innovative organizations.

Examining the Moderating Effects of Time-Since-Adoption on the Nexus Between Business Intelligence Systems and Organisational Performance

2019 ◽  
Vol 10 (3) ◽  
pp. 49-68
Author(s):  
Acheampong Owusu
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Structural Equation ◽  
Business Processes ◽  
Partial Least Square ◽  
Least Square ◽  
Organisational Performance ◽  
The Balanced Scorecard ◽  
Significant Difference

This article investigates the post-adoption impacts of business intelligence (BI) systems on organisational performance of Ghanaian banks through the lens of the balanced scorecard. It also examines if time-since-adoption moderates the hypothesized relationship between BI systems adoption and the banks' organizational performance. A survey data of 130 Ghanaian bank officials was analysed through a partial least square structural equation modelling (PLS-SEM) approach to examine the relationship among the study constructs. The results indicated that BI Systems indeed impacted significantly on Ghanaian banks' organisational performance by improving employee learning and growth, enhancing their internal business processes and improving their customer management performances. Nonetheless, BI Systems did not have a direct significant effect on the banks financial performance. Moreover, the findings show that there is no significant difference between early-adopters and late-adopters in terms of BI Systems impacts on the banks' organisational performance. Other implications are also discussed.

The balanced scorecard’s missing link to compensation

2014 ◽  
Vol 10 (4) ◽  
pp. 431-465 ◽  
Author(s):  
Oana Alexandra Albertsen ◽  
Rainer Lueg
Keyword(s):  
Organizational Performance ◽  
Research Design ◽  
Balanced Scorecard ◽  
Small And Medium Enterprises ◽  
Empirical Studies ◽  
Field Research ◽  
Future Research ◽  
Content Type ◽  
Future Research Agenda ◽  
Ex Post

Purpose – This paper aims to review the literature on the balanced scorecard (BSC) system. The BSC may well be one of the most popular performance measurement systems, but this is not synonymous with successful. The inventors of the BSC, Kaplan and Norton, actually emphasize that a BSC can only really impact the organizational performance if it is linked to the actors’ intrinsic and extrinsic incentives. As BSC has existed for more than 20 years, the authors find it relevant to survey the extant literature which elaborates on the BSC-incentives link within organizations. Design/methodology/approach – This paper identifies 117 empirical studies from leading academic journals published between 1992 and 2012 and then assesses 30 of these studies, which present the BSC-compensation link within the BSC literature. The authors analyze both research design (authors’ perspective) and the actual findings in the field (organizations’ perspective). Findings – First, it was found that only 30 of 117 empirical studies have a research design that is comprehensive enough to capture a full BSC as suggested by Kaplan and Norton, and only six of these studies elaborate on the link between the BSC and compensation. Second, extant research lacks valid constructs for the BSC and focuses too much on planning (ex-ante) with the BSC and not sufficiently on evaluation and control (ex-post). Third, the authors demonstrate that empirical BSC literature relies very strongly on field research in small and medium enterprises compared to similar research. Overall, the authors claim that the “relevance” of the BSC remains unproven. Originality/value – The authors synthesize the empirical BSC literature and derive a future research agenda.

Performance Implications of Management Ideas

2019 ◽  
pp. 373-390
Author(s):  
Christopher Wickert ◽  
Jost Sieweke ◽  
Riku Ruotsalainen
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Positive Relationship ◽  
Empirical Support ◽  
Superior Performance ◽  
Future Research ◽  
Knowledge Resources ◽  
Relational Resources ◽  
And Performance

Consultants and business gurus have stressed the positive implications of management ideas for performance. However, the evidence on whether management ideas lead to superior performance remains ambiguous. This chapter scrutinizes the link between management ideas and performance. It begins by reviewing research on technological resources-focused ideas, human resources-focused ideas, relational resources-focused ideas, and knowledge resources-focused ideas and shows that there is empirical support for a positive relationship between management ideas and organizational performance. However, this positive link only materializes and holds under certain conditions, which complicate the efforts of managers and organizations to reap the benefits of management ideas. The authors discuss two of these complications: the ‘performance dilemmas of management ideas’ and the ‘sustainability paradox of management ideas’. The chapter ends with a discussion of avenues for future research.

scholarly journals The Influence of Blue Ocean Strategy on Organizational Performance

2019 ◽  
Vol 8 (2) ◽  
pp. 91-104
Author(s):  
Md. Habibur Rahman ◽  
Sabbrina Choudhury
Keyword(s):  
Organizational Performance ◽  
Critical Analysis ◽  
Significant Contribution ◽  
Jel Classification ◽  
Future Research ◽  
Research Areas ◽  
The Creation

The study deals with the blue ocean strategy (BOS) that offers users a framework for making uncontested market space and diverts the outlooks from the existing competition to the creation of innovative value and demand. The purpose of the study is to determine the influence of BOS on organizational performance. In this study, we systematically examine previous research on these topics of BOS. The findings show that there is a significant contribution of BOS to the enhancement of organizational performance. The study recommends that the policymakers should perform a critical analysis of BOS before implementation to see its suitability in the desired organization. Additionally, we identify future research areas that provide scholars opportunities to push theoretical boundaries and offer further insights into the study of BOS. JEL Classification Codes: M31, L25

scholarly journals Sustainable Human Resource Management and Organisational Performance: An Integrating Theoretical Framework for Future Research

2020 ◽  
Vol 4 (2) ◽  
pp. e281
Author(s):  
Lucía Muñoz-Pascual ◽  
Jesús Galende
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Dynamic Capabilities ◽  
Future Research ◽  
Organisational Performance ◽  
Resource Based View ◽  
Knowledge Based

This paper identifies and analyses six relevant approaches for the analysis of Sustainable Human Resource Management and Organizational Performance: Resource-Based View, Dynamic Capabilities View, Knowledge-Based View, Behavioral Theory, Human Relations Theory, and Cooperative Systems and Ambidextrous Organizations. They are complementarity approaches. They can all be applied to the analysis of a specific resource or capability for sustainable human resource management (HRM) and, consequently, organisational performance. However, the contributions made by the Resource-Based View and the new approach of Ambidextrous Organizations seem to be the most comprehensive approaches for studying sustainable HRM from an internal perspective of firms that allows the long-term development of their organizational and society performance.

scholarly journals The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile

2018 ◽  
Vol 12 (33) ◽  
Author(s):  
Cidalia Oliveira ◽  
José Carlos Pinho ◽  
Anabela Silva
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Research Area ◽  
Management Tools ◽  
The Balanced Scorecard ◽  
Competitive Environments ◽  
Management Indicators ◽  
Measurement Tools

Organizational culture plays a key role, as it characterizes the way organizations behave, decide and guide their own success. Nowadays, due to highly competitive environments, performance is considered a leading concept in management. In the same vein, learning and growth are also important in order to fulfill the requirements related to the defined performance. Regarding the global competition that organizations increasingly face, there are a number of strategic measurement tools that support managers in their decisions. In this sense, the Balanced Scorecard (BSC) with its four perspectives, goes beyond the traditional management indicators as it monitors performance, promotes strategic alignment and fosters organizational communication. To put it another way, BSC is considered one of the most relevant strategic management tools to improve organizational performance. Despite the recognized relevance of this research area, this link of organizational culture with the BSC Learning and Growth perspective is yet unexplored. This study examines first the differences in organizational culture within organizations with and without the BSC. Second, the study focuses particularly on the learning and growth perspective in organizations with and without the BSC. Results indicate that organizations with the BSC are more receptive to Learning and Growth. A possible explanation for these results may be associated to the multinational level of the sampled organizations, which leverage Learning and Growth in higher proportions. 

A Multidisciplinary Critical Approach to Measure and Analyze Human Capital Productivity

2019 ◽  
pp. 1110-1132
Author(s):  
Marko Kesti ◽  
Jaana Leinonen ◽  
Antti Syväjärvi
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Human Resource ◽  
Production Function ◽  
Resource Development ◽  
Future Research ◽  
Research Areas ◽  
Performance Development ◽  
Effective Organization

The objectives of the article are, to illustrate the complex dimensions of the relationship between human capital management and organizational performance and to provide insight into new methods for organization development. Methods are a combination of several research areas, including system intelligence, tacit signals, quality of the working life index and the theory of human capital production function. This article presents a holistic approach of multi-disciplinary research that emphasizes the complexity of HRM-Performance and explains why, in some cases, human resource development increases business performance, and in other cases not. Development complexity is more difficult when organizational performance is measured by monetary value. The article presents human capital intangible assets' connection to monetary scorecards using human capital production function, which explains and also makes it possible to predict human resource development payback. This article's methods form a skeleton for future research and give fundamentals for effective organization human capital performance development.

A Multidisciplinary Critical Approach to Measure and Analyze Human Capital Productivity

2016 ◽  
pp. 1-22 ◽  
Author(s):  
Marko Kesti ◽  
Jaana Leinonen ◽  
Antti Syväjärvi
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Human Resource ◽  
Production Function ◽  
Resource Development ◽  
Future Research ◽  
Research Areas ◽  
Performance Development ◽  
Effective Organization

The objectives of the article are, to illustrate the complex dimensions of the relationship between human capital management and organizational performance and to provide insight into new methods for organization development. Methods are a combination of several research areas, including system intelligence, tacit signals, quality of the working life index and the theory of human capital production function. This article presents a holistic approach of multi-disciplinary research that emphasizes the complexity of HRM-Performance and explains why, in some cases, human resource development increases business performance, and in other cases not. Development complexity is more difficult when organizational performance is measured by monetary value. The article presents human capital intangible assets' connection to monetary scorecards using human capital production function, which explains and also makes it possible to predict human resource development payback. This article's methods form a skeleton for future research and give fundamentals for effective organization human capital performance development.

Incorporating Knowledge Sharing As a Sustainable Competitive Advantage with Business Processes

2013 ◽  
Vol 3 (3) ◽  
pp. 41-53
Author(s):  
Maziar Azimzadeh Irani ◽  
Mohd Zulkifli Mohd Ghazali ◽  
Hassan Mohd. Osman
Keyword(s):  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Business Process ◽  
Business Processes ◽  
Management Decision ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Management Decision Making

Objective - This paper aims to clarify the importance of knowledge sharing application in businesses, and to illuminate the effect of knowledge sharing as the key compartment of knowledge management on business process and organizational performance based on current research. Finally, this paper endeavours to suggest a model and some recommendation for future research. Methodology/Technique - A qualitative method based on a comprehensive search of numerous leading databases has been utilized for the purpose of this study. Findings - Knowledge sharing influences organizational performance from diverse aspects like; management, decision making, and production procedure. In knowledge based societies, the ability of a company to create, sustain, and communicate knowledge has a major impact on its performance. Knowledge sharing is the basis of competitive advantage due to its implicit dimension and the complexity to imitate or substitute. Therefore, companies who are capable of achieving a successful knowledge sharing are likely to perform better. Novelty - Knowledge sharing affects business overall performance. Therefore, knowledge sharing should be incorporated into business processes in order to maintain a business, organizational performance at a competitive level. Type of Paper: Review Keywords: Knowledge Sharing; Business Process; Organizational Performance;Organizational Success; Competitive Advantage.

Driving Forces Concrete-Polymer Composites

2013 ◽  
Vol 687 ◽  
pp. 68-74 ◽  
Author(s):  
Lech Czarnecki ◽  
Hulusi Özkul ◽  
Ru Wang
Keyword(s):  
Polymer Composites ◽  
Driving Forces ◽  
Research Area ◽  
Future Research ◽  
Research Needs ◽  
Research Areas ◽  
Starting Point ◽  
The Matrix ◽  
General Scope

The aim of the paper is an attempt to prepare draft about the matrix: drivers and research area in the C-PC with an intension to identify future research needs and priorities with relevance to C-PC development. The approach adopted in the paper is limited to the two terms: “drivers” and “research area”. Drivers have been selected to the research areas defined on the base of the 14thICPIC which reflect general scope of the C-PC domain. However, the identification and prioritization is not yet precise and do not define the result but try to establish the starting point. The purpose is that the paper is going to be used as a catalyst to guide discussion among the members of the C-PC community and to maximise the output in C-PC.

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