Exploring the Creation of Organisation Strategy when Commercialising a New Technology

<p>This thesis takes a mixed methodology approach to exploring the creation of organisational strategy from the perspectives of both the classical strategy frameworks and Sarasvathy's theory of effectuation. The experience of working within the Masters of Advanced Technology Enterprise (MATE) is portrayed through using an ethnographic approach in conjunction with critical reflection to build ‘thick descriptions’. Following this descriptive phase, analysis is conducted through both classical strategic management frameworks and Sarasvathy’s theory of effectuation. The multifaceted approach was chosen enable a deep understanding of the variety of strategic directions, reasoning’s that were undertaken throughout the year.</p>

Exploring the Creation of Organisation Strategy when Commercialising a New Technology

<p>This thesis takes a mixed methodology approach to exploring the creation of organisational strategy from the perspectives of both the classical strategy frameworks and Sarasvathy's theory of effectuation. The experience of working within the Masters of Advanced Technology Enterprise (MATE) is portrayed through using an ethnographic approach in conjunction with critical reflection to build ‘thick descriptions’. Following this descriptive phase, analysis is conducted through both classical strategic management frameworks and Sarasvathy’s theory of effectuation. The multifaceted approach was chosen enable a deep understanding of the variety of strategic directions, reasoning’s that were undertaken throughout the year.</p>

“Mass,” “Movement,” “Personal,” or “Cartel” Party? Fidesz’s Hybrid Organisational Strategy

In the last decade, Fidesz has dominated the Hungarian political landscape, becoming the most extensive Hungarian party organisation in terms of party members, structuration, resources, and influence. The party’s organisational development has been determined by a constant strategic adaptation to new circumstances of political reality and new demands of the electorate. The article argues that in three phases of its development, Fidesz adopted different party organisation guidelines. As a result, a hybrid party architecture was formed involving various characteristics and strategies of mass parties (e.g., relatively large membership and ideological communication), movement parties (i.e., top-down generation of mass rallies and protest activities), personal parties (i.e., personalisation, centralisation of party leadership), and cartel parties (i.e., use of state resources, control over party competition). Instead of switching from one strategy to another, the party often used these strategies simultaneously. This flexible party organisation can balance among the different needs of effective governance, constant mobilisation, and popular sovereignty. The article aims to dissect these building blocks of Fidesz to gain insight into the emergence of the hybrid party model.

Critical Success Factors for Fundraising in Non-Profit Organisations: An Emerging Market Perspective

Non-profit organisations (NPOs) are key players in the socio-economic development of nations. This is evident in their proliferation at the local, national and international levels. Despite their increasing number, NPOs are confronted with diverse challenges which hinder their sustainability. This paper highlights some of the challenges confronting NPOs especially in the area of fundraising from an emerging market perspective. It examines some critical factors that drive success in fundraising among NPOs. Using a quantitative research design, a survey was sent to 200 randomly sampled participants with 130 responses received and the data analysed using Exploratory Factor Analysis and regression analysis. It emerged that having proper structures, coupled with credibility and accountability was critical to successful fundraising among NPOs in emerging markets. Also, NPOs need to carefully address a complex mix of external and internal issues to successfully raise funds for their operations. Prevailing economic conditions stood out as a key determinant of fundraising success. The study also revealed that the giving motive of fund givers was very important in affecting the relationships between economic conditions, internal resources of the entities, organisational strategy and success in fundraising. Keywords: Non-profit organisations, emerging market, fundraising, critical success factors, accountability, economic conditions.

Traditional and new ways in competence management: Application of HR analytics in competence management

This article within the magazine Gruppe. Interaktion. Organisation. (GIO) provides an overview of established and new ways in competence management, with a focus on the HR Analytics approach. Competence management has come a long way. Since the beginning of competence research in the 1970’s technological progress and altering competence demands among employees have drastically reshaped the landscape of employment. Handling complexity and large amounts of information has become essential in order to keep up with developments of today’s world. The globalised competition has fostered an increasingly intense ‘War for Talents’ under volatile circumstances. How can an organisation develop an anticipative competence strategy if there are so many variables regarding the future? Since digitalization and the evolving field of big data and predictive analytics enable new ways of information processing, new concepts for human resources management are required. The most prominent approach nowadays is a company-specific competence model that is derived from the organisational strategy. Employees are developed with regard to the competence strategy—even though it might turn out as too rigid to react flexibly to changing environmental conditions in a steadily faster global competition. We state that this process can be extended by a data-driven approach in order to support HR departments and achieve an improved rate of correct assessments for future HR developmental measures.

Empirical Evidence of Organizational Strategy and the Performance of Faith-Based Organizations

Effective implementation of organisational strategy is considered a major tool for facilitating firm performance and global competitiveness. However, most academic discussions and debates in existing literature have limited the discourse of strategy implementation in profit-oriented organisations, particularly in the Nigerian context. Therefore, this study explored the impact of the constructs of organisational strategy and performance of a faith-based organisations. A survey of 297 respondants constitute the population for this study. The research study is descriptive in nature, and it adopted a mixed method research design. A simple regression analysis was utilized for the analysis of the completed questionnaire. Also, thematic analysis was used to analyse the qualitative interview. The result shows that personality of the employees significantly influences member satisfaction. Therefore, this study recommends that faith-based organisations must ensure that their organisations consistently provide training for employees in order accommodate people irrespective of their peculiarities.

Humanistic leadership in the Tata group: the synergy in personal values, organisational strategy and national cultural ethos

PurposeTo identify the characteristic features of humanistic leadership in the Tata group in India, and to explicate the key facilitating factors.Design/methodology/approachNarrative case-study inquiry via semi-structured interviews with top management leaders and middle managers, and secondary sources of information.FindingsThe top leaders of the Tata companies emphasised the following values and leadership experience: (1) Adherence to the founder's philosophy and the basic core values, (2) Leadership with Trust, (3) Community as the key purpose of the enterprise, (4) Senior leaders as mentors and role-models, (5) Abiding by the ethical code of conduct, (6) Employee-focus and (7) Tacit alignment with Indian cultural values. These resonated with the humanistic leadership tenets. Based on the literature the authors also identified that in Tata leadership, there is an amalgamation of personal values (humata, hukhta, hvarshta: good thought, word and deed) and national cultural ethos (dharma, karma and jnana: emphasis on duty-bound action and knowledge). These leadership values are conveyed and institutionalised in the organisation via strategic initiatives such as the Tata Trusts, Tata Business Excellence Model, Tata Code of Conduct. This synergy of personal values, national cultural ethos and organisational strategy makes Tata group realise the humanistic leadership objectives, while achieving business targets.Research limitations/implicationsThe thematic analysis of interview data provides a contextualised understanding of how humanistic leadership gets realised at both the individual behavioural level, as well as at the broader organisational strategic level. This provides inputs to building the theory of humanistic leadership.Practical implicationsBy unravelling the factors that facilitate the realisation of humanistic leadership in the Tata group, the authors provide an exemplar for other organisations and business leaders to draw insights from.Social implicationsHumanistic leadership, oriented towards upliftment of community and society, and not just profit maximisation, is critical to creating a more sustainable and peaceful world.Originality/valueThis is one of first studies that conceptualises the Tata leadership from the humanistic perspective. The theoretical insights are of basic and applied use.

The Potential of Organisations’ SWOT Diagnostic Assessment

The need to demonstrate high organisational efficiency has become central. In this context, organisational assessment becomes a critical element, although the specificities of each organisation are indisputable and have to be considered in their assessment. This paper aims to reflect on a specific type of diagnostic assessment – SWOT (Strengths, Weaknesses, Opportunities and Threats) – in its potential, implementation and limitations and, thus, to add to the analysis of organisations. For this purpose, the methodology used was based on the researchers’ reflection and discussion of an empirical process of organisational diagnosis. The results of this reflection allow concluding that the SWOT diagnostic assessment needs to incorporate, in its systematic analysis, a prospective dimension to improve its efficiency in organisational strategy.