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Article
Publication date: 22 November 2018

Julia A.M. Reif, Katharina G. Kugler and Felix C. Brodbeck

Managing business processes means establishing and maintaining their regulatory power, i.e., their capacity to guide and shape the practice of users and stakeholders. The purpose…

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Abstract

Purpose

Managing business processes means establishing and maintaining their regulatory power, i.e., their capacity to guide and shape the practice of users and stakeholders. The purpose of this paper is to examine how the regulatory power of standardized business processes can be established and managed.

Design/methodology/approach

Building on a theory of standardization and on qualitative data, the authors suggest a “model of self-reinforcing business process management.”

Findings

Business process management consists of several phases (process design, process implementation, process application and process follow-up). A cyclical perspective on how these phases work together to create process legitimacy as presented in the model of self-reinforcing business process management can foster better understanding of the self-reinforcing dynamics of business process management.

Research limitations/implications

The paper offers starting points for interdisciplinary research on business process management. The proposed model should be further examined with regard to its usefulness for overcoming tensions and dynamics associated with standardization.

Practical implications

The model of self-reinforcing business process management provides a guideline for managers involved in planning, implementing, applying, or improving business processes or further areas of change-related organizational governance.

Originality/value

By modeling a cyclical sequence of business process management and highlighting the role of different kinds of legitimacy, the authors integrate functionalist and social perspectives on business process management in one model.

Details

Business Process Management Journal, vol. 25 no. 5
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 2 November 2020

Eleni Georganta, Katharina G. Kugler, Julia A.M. Reif and Felix C. Brodbeck

Several theoretical models have been developed to describe the process of successful team adaptation. Testing the models through empirical research is lacking. This study aims to…

410

Abstract

Purpose

Several theoretical models have been developed to describe the process of successful team adaptation. Testing the models through empirical research is lacking. This study aims to empirically examine the way teams adapt to unexpected or novel circumstances and investigate the four-phase team adaptation process (i.e. situation assessment → plan formulation → plan execution → team learning), as proposed by Rosen et al. (2011).

Design/methodology/approach

To test the positive relationship between the four team adaptation phases and their suggested sequence, a cross-sectional field study was conducted. Data were collected from 23 teams participating during an 8-week team project.

Findings

Results from random intercept models confirmed that the team adaptation process consisted of four phases that were positively related to each other. As expected, plan formulation mediated the positive relationship between situation assessment and plan execution. However, team learning was independently related to all three previous phases, and not only to situation assessment as theory suggests.

Originality/value

To the best of the authors’ knowledge, the present study is one of the first attempts to test the theoretical model of the team adaptation process presented by Rosen et al. (2011). Findings illustrated that the team adaptation process is not a simple four-phase sequence, but it constitutes four dynamic phases that are strongly interrelated to each other.

Details

Team Performance Management: An International Journal, vol. 27 no. 1/2
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 10 February 2022

Julia A.M. Reif, Katharina G. Kugler, Mariella T. Stockkamp, Selina S. Richter, Valerie M. Benning, Lina A. Muschaweck and Felix C. Brodbeck

Traditional approaches to business processes and their management consider the “people dimension” as an antecedent of process performance. The authors complemented this approach…

846

Abstract

Purpose

Traditional approaches to business processes and their management consider the “people dimension” as an antecedent of process performance. The authors complemented this approach by considering employees as process perceivers and thus taking an employee-centered perspective on business processes. The authors investigated dimensions of healthy business processes, that is, processes which, while promoting performance, foster employee well-being.

Design/methodology/approach

Based on a qualitative dataset and two quantitative studies, the authors developed and validated a scale for healthy business processes, interpreted it from a salutogenic perspective and tested relationships with people and performance outcomes.

Findings

The scale comprises four factors reflecting the three dimensions of the salutogenic concept “sense of coherence”: manageability was represented by the factors process tools and process flexibility; comprehensibility was represented by the factor process description; and meaningfulness was represented by the factor management support. The scale and its subscales were significantly related to people and performance outcomes.

Originality/value

The authors propose that health-oriented business process management and performance-oriented business process management are two components of an integrated business process management that favors neither a functionalist, efficiency-oriented approach nor an employee-oriented approach, but takes both approaches and their interaction equally into account in the sense of person-process fit.

Details

Business Process Management Journal, vol. 28 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

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Book part
Publication date: 9 August 2005

Paul J. Hanges, Julie S. Lyon and Peter W. Dorfman

Managing a large multinational team such as the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project (ongoing since the early 1990s) presents numerous…

Abstract

Managing a large multinational team such as the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project (ongoing since the early 1990s) presents numerous leadership, communication and organization challenges. This chapter discusses the challenges that occurred in the GLOBE project owing to: (a) the long-term nature of the project, (b) the evolving (growing) size of the GLOBE team, (c) the large membership size of the GLOBE team, (d) the virtual nature of the team's communications, and (e) the cultural differences of the GLOBE participants. Survey responses from 50 researchers regarding their experiences in GLOBE help document our experiences. Because these challenges will be encountered by other multinational teams, we provide recommendations for forming and maintaining successful multinational teams.

Details

Managing Multinational Teams: Global Perspectives
Type: Book
ISBN: 978-1-84950-349-5

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Article
Publication date: 16 February 2011

Jonathan Crawshaw and Felix Brodbeck

This paper aims to explore the antecedents of careerist orientations to work. Hypotheses are drawn from referent cognitions theory. First, it is proposed that trust mediates the…

2473

Abstract

Purpose

This paper aims to explore the antecedents of careerist orientations to work. Hypotheses are drawn from referent cognitions theory. First, it is proposed that trust mediates the relationship between an individual's perceptions of procedural justice and their careerist orientations to work. Second, perceptions of distributive justice, regarding the allocation of career development opportunities, will moderate the relationship between trust and careerist orientations to work.

Design/methodology/approach

A total of 325 employees of a large UK financial institution completed a structured questionnaire. Regression analysis (using SPSS version 11) was used to test the presented hypotheses.

Findings

All hypotheses were confirmed. However, the interaction effect observed was different from that hypothesised. It appears that trust only matters, in terms of the development of careerist orientations to work, when individuals feel that they are receiving equitable career development opportunities.

Research limitations/implications

Much more research is required in different organisational contexts if one is to fully confirm and understand these relationships. However, these findings suggest that employers will only reduce the development of careerist attitudes in their workforce if they ensure the fair distribution of career development opportunities and engender trusting relations through the implementation of fair decision‐making procedures.

Originality/value

This paper adds much needed empirical research to the literature on new career realities and careerist orientations to work. Moreover, referent cognitions theory is presented as a new theoretical framework for understanding the cognitive processes involved in an individual's development of careerist attitudes.

Details

Personnel Review, vol. 40 no. 1
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 May 1998

Robert J. House

This paper discusses the issues relating to the origin, development, and management of the Global Leadership and Organizational Behavior Effectiveness research program (GLOBE…

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Abstract

This paper discusses the issues relating to the origin, development, and management of the Global Leadership and Organizational Behavior Effectiveness research program (GLOBE) project. GLOBE is a cross‐cultural research program involving 160 scholars in research teams in 60 nations. The discussion includes designing the research program; recruiting participating scholars; obtaining commitment to the program objectives; replacing country teams which fail to meet their objectives; establishing electronic and Web links; designing the documentation for data collection and coding; establishing rights to data sharing and authorship; and dividing responsibility for data analysis and writing. Special attention is given to lessons learned from managing the project.

Details

Journal of Managerial Psychology, vol. 13 no. 3/4
Type: Research Article
ISSN: 0268-3946

Keywords

Available. Open Access. Open Access
Article
Publication date: 11 September 2018

Claudia Felix, Sebastian Aparicio and David Urbano

The purpose of this paper is to examine the influence of cultural leadership factors (charismatic/value-based, team oriented, participative, humane, autonomous and…

19731

Abstract

Purpose

The purpose of this paper is to examine the influence of cultural leadership factors (charismatic/value-based, team oriented, participative, humane, autonomous and self-protective) on the rates of opportunity and necessity entrepreneurship.

Design/methodology/approach

The study integrates insights from institutional and cultural leadership theories to provide a fresh perspective to advance comparative entrepreneurship research. To test the hypotheses, the authors conduct a multiple regression analysis with observations from 34 countries, using data (from the year 2013) from the Global Entrepreneurship Monitor for the dependent variable and from Global Leadership and Organizational Behavior Effectiveness to create leadership factors as independent variables.

Findings

The results show that all the types of leadership considered in the study have a relevant effect on entrepreneurial activity. However, charismatic leadership has a greater effect on entrepreneurial activity, particularly on opportunity entrepreneurship. The research also shows that autonomous leadership has a negative impact on entrepreneurial activity, although, when it is moderated by the humane dimension, this relationship changes.

Practical implications

Since the alternative dimensions facilitate or inhibit the generation of new firm creation, it is critical for researchers, teachers and leaders to learn about and to foster such leadership types.

Originality/value

This research covers a gap in the cross-cultural evidence presented in the literature and suggests the integration of the concepts leadership and entrepreneurship.

Details

Journal of Small Business and Enterprise Development, vol. 26 no. 3
Type: Research Article
ISSN: 1462-6004

Keywords

Available. Content available
Book part
Publication date: 19 December 2017

Karin Klenke

Free Access. Free Access

Abstract

Details

Women in Leadership 2nd Edition
Type: Book
ISBN: 978-1-78743-064-8

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Article
Publication date: 8 May 2023

Miriam R. Aziz and Charbel Salloum

The purpose of this study is to examine the influence of culturally endorsed implicit leadership theories (CLTs), specifically the cultural assumptions regarding ideal leadership…

419

Abstract

Purpose

The purpose of this study is to examine the influence of culturally endorsed implicit leadership theories (CLTs), specifically the cultural assumptions regarding ideal leadership, on individual entrepreneurship within the context of Lebanese culture. This paper investigates the relationship between culture and entrepreneurship by incorporating cultural values such as uncertainty avoidance and in-group collectivism, cultural practices and two types of CLTs: self-protective and charismatic. By exploring these factors, this study aims to gain a deeper understanding of the role of culture in shaping entrepreneurial behavior.

Design/methodology/approach

As a fundamental quantitative research, this study used a snowball sampling method to collect primary data from 118 Lebanese entrepreneurs, avoiding selection biases. Three models were used, relevant to nascent entrepreneurship, new entrepreneurship and old entrepreneurship, and the data was analyzed using logistic regression analysis and likelihood ratio tests.

Findings

The findings indicate that there is a correlation between CLTs, cultural values and practices and individual entrepreneurship. However, this study did not find evidence of a causal relationship between cultural values and individual entrepreneurship through the mediating role of self-protective and charismatic CLTs.

Practical implications

The research findings shed light on the beneficial synergy between cultural leadership ideals and individual entrepreneurship in the Lebanese context, providing a closer and more productive approach to studying entrepreneurship and leadership. From a managerial standpoint, these results have important implications for promoting entrepreneurship among various stakeholders, including educators, policymakers and support organizations.

Originality/value

This study differs from previous research by examining a country that demonstrates high levels of entrepreneurial awareness and involvement despite its unstable political and economic conditions.

Details

European Business Review, vol. 35 no. 5
Type: Research Article
ISSN: 0955-534X

Keywords

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