Joseph A. DeFeo and Alexander Janssen
This article represents the second in a series of articles on the topic of strategic deployment. In this installment the authors consider reasons underpinning the belief that…
Abstract
This article represents the second in a series of articles on the topic of strategic deployment. In this installment the authors consider reasons underpinning the belief that organizations can and should implement only those initiatives which support a strategic plan. The article concludes that lack of a structured approach for integrating programs into one plan is the major cause of strategic planning process deficiencies.
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Joseph A. DeFeo and Alexander Janssen
Predicts a major role for quality in the business world of the twenty‐first century. Considers a broad range of developments such as the possible advances in online business…
Abstract
Predicts a major role for quality in the business world of the twenty‐first century. Considers a broad range of developments such as the possible advances in online business, increased coverage of quality issues in higher education, and developments in tools aimed at facilitating the establishment of quality programs. Predicts that quality will impact more and more on all aspects of business – having sprung largely from the manufacturing environment it will spread to all types of organization and to all facets of business. Concludes that while the twentieth century could be seen as the century of productivity, the twenty‐first century will be seen as the century of quality.
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Joseph A. De Feo and Alexander Janssen
This is the third in a series of articles on strategic deployment and identifies the necessary steps to take in deploying the process. Describes ten such steps for corporate…
Abstract
This is the third in a series of articles on strategic deployment and identifies the necessary steps to take in deploying the process. Describes ten such steps for corporate strategy to become an integral part of an organization’s culture: establishing a vision; agreeing on a mission; developing key strategies; developing strategic goals; establishing values; communicating company policies; providing top management leadership; deploying goals, measuring progress with key performance indicators and finally, reviewing progress.
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Joseph A. DeFeo and Alexander Janssen
This first in a series of discussions introduces strategic deployment, a process that will equip an entire organization to perform at its peak in efficiency, profitability and in…
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This first in a series of discussions introduces strategic deployment, a process that will equip an entire organization to perform at its peak in efficiency, profitability and in meeting customers’ needs. The process identifies and integrates every operation throughout an enterprise that has a legitimate role in executing its strategic plan. It also surfaces activities whose resources represent costs not required for an efficient, responsive organization. Once a sound strategic plan has been developed to guide the future, a properly executed strategic deployment process will link research and development, manufacturing, human resources, finance, marketing, quality and customer services with each other and the corporate vision, mission and key strategies. The full series will define strategic deployment, look at why it makes sense, identify the steps to take in launching the process, and review lessons learned when it has been implemented.
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Corporate financiers looking to increase the success rate of merger and acquisition transactions should consider conducting a quality cost analysis.
Alexander Janssen and Wen Wu Yuan
Market conditions are undermining the commonly held view of the procurement function as a service‐providing cost centre. A benchmarking consortium of leading companies guided by…
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Market conditions are undermining the commonly held view of the procurement function as a service‐providing cost centre. A benchmarking consortium of leading companies guided by Juran Institute has been exploring best practice in a strategic context.
Joseph A. DeFeo and Alexander Janssen
This fourth and final article in a series on strategic deployment will review the values and obstacles in preparing an organization to be a leading competitor in its chosen…
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This fourth and final article in a series on strategic deployment will review the values and obstacles in preparing an organization to be a leading competitor in its chosen markets. Thoroughly integrating the process into the operating culture of an organization is absolutely essential to success.
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Tawnee Chies and Marcos Mazieri
The emphasis on short-term by project-based firms (PBFs) implies the adoption of project efficiency and impact on the team as project success drivers in PBFs context. Good…
Abstract
Purpose
The emphasis on short-term by project-based firms (PBFs) implies the adoption of project efficiency and impact on the team as project success drivers in PBFs context. Good performance by employees, as individuals in a team, can be explained by their behaviors, associated with goal orientation theory. Learning and performance orientations are associated with teams’ effectiveness and overall project performance. The purpose of this paper is to analyze the relationships between the dimensions of goal orientation, especially learning orientation, and project efficiency and impact on the team, in PBFs context.
Design/methodology/approach
A quantitative approach was adopted, based on data from a survey of 714 respondents, representing project managers, that turned into a valid sample of 315 composed only by PBFs respondents. The results were analyzed through multiple linear regression and, mainly, mediation analysis methods.
Findings
Performance-avoid orientation is a predictor of project efficiency; performance-prove orientation, a predictor of impact on the team. Learning orientation relates positively to both project success criteria. Project managers should balance/induce the proper orientation within the team, favoring learning orientation according to the results, to have short-term project success in PBFs.
Originality/value
There is a direct relationship between learning orientation and project efficiency, but it is fully mediated by impact on the team, which it was not found in previous studies. This study argues that they are not parallel constructs, constituent parts of equal weight in project success, but that impact on the team precedes project efficiency when learning orientation is considered.
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Gary Alexander Parung, Achmad Nizar Hidayanto, Puspa Indahati Sandhyaduhita, Karina Lia Meirita Ulo and Kongkiti Phusavat
This study aims to propose strategies to address the identified major barriers for giving the public open access to government data. The study adopts fuzzy analytical hierarchy…
Abstract
Purpose
This study aims to propose strategies to address the identified major barriers for giving the public open access to government data. The study adopts fuzzy analytical hierarchy process and technique for order performance by similarity to ideal solution (AHP-TOPSIS) to weigh the barriers and strategies, and it subsequently involves experts to identify and weigh the barriers and strategies. A case of Indonesia is used to contextualize the study.
Design/methodology/approach
The data were collected using fuzzy AHP-TOPSIS-based questionnaires given to several government representatives who had been working with data and information. The respondents were given sets of pairwise comparisons of which they were asked to compare the level of importance using one to nine fuzzy numbers between barriers and strategies. The data were then calculated using the fuzzy AHP-TOPSIS formula to obtain each weight of the barriers and strategies. The weight is used to prioritize the barrier and strategies.
Findings
In total, five barrier categories in the order of importance, namely, legal and privacy; government culture; social; technical; and economic, were identified from 27 barriers. In total, ten strategies of open government data (OGD) adoption were identified and ranked in the order of importance, and they can be grouped into five priorities. Priority 1 is to involve stakeholders in OGD planning and establish an OGD competence center. Priority 2 is to develop a legal compliance framework. Priority 3 is to adopt OGD gradually. Priority 4 is to create a collaboration feature on the portal for stakeholder communication and raise public awareness of OGD. Priority 5, finally, is to conduct training for government officials, develop standard operating practice for OGD management, use standard data formats and provide metadata.
Research limitations/implications
This study provides a perspective from the government’s view. One suggestion for future research is to conduct a study from the public’s perspective to formulate strategies based on the identified citizens’ barriers in using OGD. In addition, cross-country (of different characteristics) studies were required to generalize the findings.
Practical implications
The first strategy of the first priority implies that government institutions should be able to develop a preliminary plan to involve relevant stakeholders in OGD planning, which includes identifying relevant stakeholders and continuously engaging them to participate in the planning phase of OGD. The second strategy in the first priority entails that government institutions should realize an OGD competence center by creating a virtual team whose members are from various backgrounds and who are very knowledgeable about OGD and how to manage OGD in government institutions.
Originality/value
This research provides key strategies to address the main barriers to giving the public open access to government data.