Atif Açikgöz, Gary P. Latham and Fulya Acikgoz
The purpose of this study is to reveal the mediating role of scenario planning between reflection and task performance in new product development (NPD) teams.
Abstract
Purpose
The purpose of this study is to reveal the mediating role of scenario planning between reflection and task performance in new product development (NPD) teams.
Design/methodology/approach
A cross-sectional research design was used to collect data from 78 NPD teams and 194 employees. The mediation analyses were conducted through the bootstrap PROCESS macro method.
Findings
The results of this study yielded support for two of three hypotheses. The authors found that the relationship of reflection with product development speed and new product success is mediated by scenario planning. There was no mediation of scenario planning between reflection and product development cost.
Research limitations/implications
These findings show how teams can capitalize on reflective thinking practices to increase NPD task performance through scenario planning.
Practical implications
This study provides useful guidelines for team leaders on how to accelerate product development processes and to increase the market success of a new product. Leaders should encourage their teams to review their previous performance metrics with ongoing changes in the business environments.
Originality/value
To the best of the authors’ knowledge, this study is the first to examine the mediating role of scenario planning on the reflection–task performance relationship in NPD teams.
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Loren Kendall Webb and Brian H. Kleiner
Throughout America most managers complain about conducting performance appraisals. Most directors dread the time of the year when they must undergo increasingly strict and…
Abstract
Throughout America most managers complain about conducting performance appraisals. Most directors dread the time of the year when they must undergo increasingly strict and stressful reviews and then perform the same for their subordinates.
Ensuring employees have a clear line‐of‐sight to strategy is one of the most effective ways to drive profitable business performance. Here, Susan Layman describes how her…
Abstract
Ensuring employees have a clear line‐of‐sight to strategy is one of the most effective ways to drive profitable business performance. Here, Susan Layman describes how her organization implemented a goal alignment conference and subsequent tracking system to get all employees focused on strategy.
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Blue Wooldridge and Virginia Rose Cherry
A public library budget can serve varied purposes: a contract, a management tool, a communication mechanism, a financial control mechanism, a motivator, a plan, a major…
Abstract
A public library budget can serve varied purposes: a contract, a management tool, a communication mechanism, a financial control mechanism, a motivator, a plan, a major policy‐making tool and as an instrument of democracy. This paper presents a methodology that public library directors can use to determine if the budget contains the information they need in order to make decisions.
This paper suggests guidelines that are likely to significantly enhance a large proportion of those decisions that impact on the quality of management and leadership. Their use is…
Abstract
This paper suggests guidelines that are likely to significantly enhance a large proportion of those decisions that impact on the quality of management and leadership. Their use is illustrated with an analysis of a scenario that involves the development of a program for scanning data to reduce IT input costs. The case also raises an ethical issue. The guidelines are conceptually similar to the way the scientific and applied disciplines provide actionable foundations for theories. They can help those managers, who embrace them, acquire greater competence as managers and as leaders.
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Mark R. Edwards and J. Ruth Sproull
Traditional Reduction In Force (RIF) methods have been unpopular, damaging to morale, dysfunctional, probably too expensive and, in some cases, indefensible. The article describes…
Abstract
Traditional Reduction In Force (RIF) methods have been unpopular, damaging to morale, dysfunctional, probably too expensive and, in some cases, indefensible. The article describes an innovative and democratic solution to RIF decisions. In a steel company a productivity group was instituted to plan the means of managing RIF — fairness to employees being the most important consideration. Participative management appears to be the key to success.
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Scene I: A major hotel. 1. Guest A called the desk right after check‐in to report a burned‐out light bulb and an absence of hot water; both were fixed in an hour. Guest A also…
Abstract
Scene I: A major hotel. 1. Guest A called the desk right after check‐in to report a burned‐out light bulb and an absence of hot water; both were fixed in an hour. Guest A also slept better, as the hotel assigned him a quiet room when he identified himself as a light sleeper. Guest B did not communicate to management until check‐out time, when he complained that there was no hot water and he had to read in the dark; he was overheard by new guests checking in, who asked if the hotel was undergoing a disaster.
GARY D. HOLT, PAUL O. OLOMOLAIYE and FRANK C. HARRIS
The procedural and administrative aspects of UK tendering have remained largely unaltered for decades but this may soon change in light of the recent review of the construction…
Abstract
The procedural and administrative aspects of UK tendering have remained largely unaltered for decades but this may soon change in light of the recent review of the construction sector, headed by Sir Michael Latham. This paper presents findings of a nationwide survey of UK construction contractors assessing their opinion of the Latham procurement recommendations, along with their opinion of the authors' proposals for alternative selection procedure. Contractor usage/opinion of current tendering methods, tendering documentation and contractual arrangements are also identified. Analysis techniques primarily involve the derivation of contractor preference, agreement and importance indices (Pri, Agi and Imi respectively). Results show that clients are attempting to cut costs by increased use of open tendering coupled with plan and specification tender documentation, but that savings are offset by clients ultimately paying for contractors' costs associated with their achieving contract award for only 1 in 5 bids. Generally, contractors are in tune with the ideals of the Latham review and characteristics pertaining to the HOLT (Highlight Optimum Legitimate Tender) selection technique.
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Syed Muhammad Fazel-e-Hasan, Gary Mortimer, Ian Lings and Judy Drennan
Occasionally, retail employees “break the rules” in order to help customers. Currently, there is little research on the mechanisms by which a sales assistants’ positive deviance…
Abstract
Purpose
Occasionally, retail employees “break the rules” in order to help customers. Currently, there is little research on the mechanisms by which a sales assistants’ positive deviance intentions help them attain specific personal and organisational goals. The purpose of this paper is to examine one mechanism, hope, which develops employees’ deviance intentions to provide benefits to the customer, themselves and the organisation.
Design/methodology/approach
A survey captured responses from 270 frontline employees from the retail and services sector. AMOS 23 was used to conduct measurement, path and mediation analyses.
Findings
This study highlights the role of employee hope in developing employees’ positive deviance intentions, and improving perceptions of organisational performance. Results demonstrate that the direct positive impact of hope on positive deviance intention was significant. Furthermore, positive deviance intention was found to positively impact employee goal attainment and perceived organisational performance. The authors’ employee hope model offers a better understanding of positive outcomes of employee deviance, suggesting that retail managers should invest resources to build strong employee–organisation relationships.
Originality/value
This is the first study to empirically demonstrate that employee hope can explain how customer-oriented positive deviance intentions help employee goal attainment and improve their perceptions of organisational performance.