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The purpose of this paper is to provide insights into cross-functional team (CFT) members’ points of view on knowledge integration.

This study was conducted using Q methodology. The 22 respondents were members of CFTs in information systems development within 7 agencies of the Flemish Government administration.

The study resulted in three distinct perspectives. To the CFT player, the benefits and added value of information and knowledge diversity of CFTs outweigh the challenges of knowledge integration. By contrast, the CFT sceptic is doubtful that knowledge integration in CFTs can ever work at all. Finally, the organization critic highlights the lack of support from the organization for efficient and effective knowledge integration in CFTs.

The findings of this study suggest that CFT configurations have important implications for the development of shared team mental models and for teams’ cognitive performance.

Making CFT members aware of their peers’ mental models, ways of working and priorities could help strengthen knowledge integration. To improve knowledge integration in teams, managers should reduce knowledge boundaries that are the result of organizational structuring and power play between departments.

By focusing on daily experiences with knowledge integration, this study reveals that members of CFTs in information systems development hold contrasting perspectives on, and diverging attitudes towards, knowledge integration.

The purpose of this paper is to substantiate conclusions from De Waal's case study research about the role of behavioral factors in the use of performance management systems.

De Waal's exploratory research is replicated in four more Dutch organizations. Data were collected through the use of questionnaires, interviews and document research. Data of the additional case studies were combined with De Waal's. Pattern matching was used to compare all case studies. De Waal's initial research design was extended through the inclusion of different levels of matches in the pattern matching exercise.

Analysis on different levels of matches showed that behavioral factors can be ranked according to their relative importance. The research has demonstrated that it is possible to identify which behavioral factors are the most important ones for the use of a performance management system.

The results of the research are limited to the Dutch situation.

The research findings allow managers to focus their attention on what is most important to improve the use of their performance management systems, and hence to enhance the performance of their company.

This paper is useful for both researchers and practitioners in that it gives interesting new insights into the relative importance of behavioral factors in the use of performance management systems.

During choir rehearsals, a conductor continuously holds choir members accountable for what they do and how they sing. Hence, members are held accountable through action. This allows a conductor to emphasize his/her expertise and underline his/her authority. Choir members typically respond in certain ways when this is done, for instance by commenting on the feedback they receive or by trying to improve their singing. The interplay between these accounts, how they develop over time, and what they (do not) accomplish in terms of human relatedness are the focus of this study. We use Bauman's (1993) conceptualization of social space to investigate these issues.

By providing reasons for their conduct and behaving in a certain way, a conductor and choir members, but also a choir's management, can alter their position in social space. Thereby, they solidify or change how they relate to other individuals in the choir. Bauman assumes that processes of social spacing require so-called “misunderstandings”. We examine seven misunderstandings that occurred in a particular rehearsal of a top-level amateur choir, analyzing their impact on human relatedness. Video analysis methods, interviews and photo-elicitation are the main research methods used.

We find both short-term and long-term effects of misunderstandings on human relatedness, and offer two extensions of Bauman's (1993) conception of social space. Firstly, we assert that there is a reflective side to processes of social spacing that needs to be taken into account when changes in human relatedness are discussed. Secondly, we find that the emotional impact of accountability on how individuals behave ought not to be underestimated, as this can have lasting effects on how people relate to one another.

This research makes two contributions to the extant literature. It is shown how accountability through action unfolds when people engage in leisurely activity, and how this affects the way they relate to one another – in sometimes unintentional and unpredictable ways. It also extends a well-known theoretical framework on social space that has seen little application in the accounting literature. This framework is adapted so that it may be used more fruitfully in future accounting studies.

In this study the design of motion‐based flight simulators is carried out by specifying the performance required of the motion cueing mechanism, to generate translational and angular motions as a 6–3 Stewart Platform Mechanism (SPM). These motions are intended to approximate the specific forces and angular accelerations encountered by the pilot in the simulated aircraft. Firstly, the dynamics of this 6–3 SPM is given in closed form as in our earlier study. Then, for the control of obtained dynamic model, a leg‐length based PD algorithm is applied. In the optimization of the applied PD algorithm's coefficients, Real Coded Genetic Algorithms are used. So as to have faster and effective system's performance, the fitness function chosen, in Genetic Algorithms, having maximum overshoot value, settling time and steady state error which are obtained from the unit step response. The performance of the system studied is compared to the similar studies in the literature exist.

Private telecommunication companies in Yemen face huge challenges to improve their competitive position. Many of them suffer from performance management systems (PMS) that are not aligned nor integrated and do not give adequate support. This research aims at identifying the current state and quality of PMS in Yemeni private telecom companies and developing recommendations that will assist in improving their performance and competitive position.

As research tools, the performance management analysis – used to measure the quality of a PMS – and the high performance organization (HPO) framework – used to measure the quality of an organization and thereby its ability to achieve sustainable high competitive performance – are applied at three Yemeni private telecom companies.

There is a considerable performance gap between the actual and the ideal PMS in the Yemeni private telecom companies; this performance gap is highly correlated with competitive performance in a negative relationship. Both the structural and behavioral dimensions’ performance gaps have a significant impact on competitive performance, with the impact of the behavioral dimensions being considerably higher than that of the structural dimensions.

The current academic literature on HPOs and PMS in Yemen is scarce. This study adds knowledge to these areas, and thus provides a basis for further study. This research results also help managers of the Yemeni private telecom companies to take strategic action to redesign and implement new and improved PMS to increase their competitive performance.

The purpose of this paper is to formulate a model for developing, implementing and evaluating performance management systems in Jordan public universities that will ensure the successful achievement of their set goals in the competitive dynamic environment.

This is a conceptual paper that focuses on the model for developing, implementing and evaluating performance management systems by public universities in developing countries.

As the focus is on a conceptual model for performance management systems in public universities in developing country, it is yet to be empirically tested.

The conceptual model is limited to developing, implementing and evaluating performance management systems by public universities in developing countries.

The implementation and evaluation of performance management systems by public universities in Jordan and developing countries will ensure successful achievement of their set goals in the competitive dynamic environment.

The originality of the paper lies in its methodology. In this paper, an innovative conceptual model is proposed for developing, implementing and evaluating performance management systems by public universities in developing countries.

This article aims to examine the influence of emotional intelligence on cross-functional teams, the formation of interorganizational networks and the impact of all three dimensions on operational effectiveness.

The analysis was based on 250 valid questionnaires collected from organizations in the Valle del Cauca region in Colombia in the service sector. The variables were analyzed using structural equation modeling to identify their relationships.

The results suggest that emotional intelligence contributes to establishing cross-functional teams but does not impact the development of interorganizational networks, influencing operational effectiveness only indirectly through the cross-functional teams. Contrary to what the literature suggests, interorganizational networks do not influence the operational effectiveness of organizations. Hence, in the pursuit of competitive advantage, companies in the studied region should encourage the creation of cross-functional teams within their organizations to maximize the returns received through the optimization of operational effectiveness.

Organizations are comprised of individuals whose emotional intelligence competencies and abilities enable them to form effective cross-functional teams. Furthermore, cross-functional teams that effectively establish relationships with other organizations are frequently employed in global, interorganizational collaboration environments like joint ventures and alliances. Cross-functional teams that fulfill their aims have the potential to benefit the organization's performance by boosting operational effectiveness and, therefore, its competitiveness.

The value of this article lies in providing a better understanding of the capabilities and strategies of organizations in the construction of interorganizational networks intended to improve their competitiveness. However, before operational effectiveness and a sustainable competitive advantage can be achieved, the role of the individuals comprising the cross-functional teams should be managed through the appropriate application of the concepts of emotional intelligence.

The purpose of this paper is to identify the challenges impacting performance management implementation (PMI) in public universities in Uganda.

The philosophy underpinning this study was the pragmatic world view. A mixed methods approach was adopted. Both qualitative and quantitative methodologies were used. The phenomenology strategy through interviews conducted with purposively selected top administrators of a selected public university; and a cross‐sectional survey strategy administered to academic staff in four public universities, using a disproportionate stratified random sampling technique, were applied.

The findings reveal that the major challenges impacting PMI in universities in Uganda could be categorised as: lack of a formal performance management environment; limited employee engagement/communication problems; institutional systems and structural constraints; and institutional governance challenges. Among the enlisted challenges the specific items on which respondents had the highest level of agreement are: limited motivation and staff morale; limited and uneven cash flows; and poor physical infrastructure.

Knowledge of the challenges impacting public universities allows managers to pay close attention to the critical challenges, thereby taking precautionary measures on how to minimize and overcome them.

This study is an empirical contribution to the literature on institutional performance management, specifically with regard to challenges of PMI in public universities in Uganda.

This study aims to explore the mediating role of strategy. First, we examine whether strategy mediates the relationship between competitive pressure and SPM. Second, we examine whether the strategy mediates the relationship between stakeholder pressure and SPM.

This study is designed as a quantitative study by utilizing partial least squares structural equation modeling (PLS-SEM) in order to test the hypotheses. A mediation model for the research framework was developed to investigate the mediating role of strategy.

Using a sample of 546 managers from higher education institutions (HEIs) in Indonesia, the results show that both competitive pressure and stakeholder pressure have a positive direct effect on SPM. Strategy fully mediates the relationship between competitive pressure and SPM and strategy also partially mediates the relationship between stakeholder pressure and SPM. The findings suggest that the management of the HEIs in Indonesia needs to accommodate the dynamic trends in the competitive environment and the stakeholder’s interests when they develop the strategy used. They need to build a reliable SPM to effectively execute the strategy.

This study has the following limitations: (1) the use of PLS-SEM may raise the issue of causality; (2) this study focuses only on the antecedents of the SPM, and therefore future studies should investigate the consequences of the SPM on other variables; (3) this study is context-specific for Indonesia and caution should be used when generalizing it to other countries; (5) this study employs the primary data that may raise the issue of perception bias, and therefore future studies should try to develop proxies of variables using secondary data.

This research provides a comprehensive understanding of the management of HEIs who wants to enhance their SPM. This suggests that management needs to verify the role of strategy. In the era of global competition in higher education, management needs to start from the dynamics of competitive intensity and stakeholder interest. Competition and cooperation need to be considered in their strategies if they want to survive in the higher education industry. Finally, management must be aware that they are now assessed using quantitative indicators, standardized processes, and algorithms, and therefore they need to have a more reliable SPM.

As the global competition increases in higher education, this research provides a model on how to improve the good university governance involving the strategy and the SPM. Higher education plays an extremely important role in society. This study provides a model that can be used by society to have better control of the HEIs by demanding improved good governance. This research provides empirical evidence of the importance of the strategy and the SPM. The society will get more benefits in terms of improved transparency, accountability, fairness, and responsibility of the HEIs.

This is the first study that explores the links between competitive pressure, stakeholder pressure, strategy and SPM in Indonesian HEIs. It provides empirical evidence in the HEIs research setting for the industry/organization (I/O) theory of competitive advantage which focuses on the external factors. It also supports the resource-based view (RBV) model of competitive advantage which focuses on internal factors.