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These experiences can provide two significant findings for researchers and other organizations seeking to develop similar training programs.
Abstract
Purpose
These experiences can provide two significant findings for researchers and other organizations seeking to develop similar training programs.
Design/methodology/approach
This paper documents how a financial institution developed a customized bank accounting course for its employees through the well-researched and frequently used “Corporate University Model.” It did so through leveraging the educational expertise of a local university professor, and the subject matter expertise of bank managers. The organization followed up on this success by developing a customized risk management course. As before, the bank utilized the Corporate University Model. However, the content was more specialized than that of the previous course since it related to the unique operations of the organization. Therefore, the bank found it necessary to make some adjustments to its development and delivery approach.
Findings
First, even though corporate universities are often depicted as complex separate entities within companies, the Corporate University Model can be successfully utilized to develop and deliver individual courses that are managed by individual departments. Second, the bank’s risk management course demonstrated how a professional instructor could be used in conjunction with a company’s subject matter experts to effectively deliver course content. This approach is very effective with course content that is unique to the organization’s specific operations.
Research limitations/implications
While literature indicates that corporate universities often involve the creation of a separate entity, which can be difficult to configure due to their complexity (Lui Abel and Li, 2012), the leveraging of the CU model to construct and deliver single courses has not been explored. Additionally, the existing models do not discuss how roles outlined in the CU model (Patrucco et al., 2017) may change due to content complexity. From a limitation standpoint, it would be helpful to apply this approach to additional courses and organizations. Additionally, data could be collected to evaluate course effectiveness by learning goal.
Practical implications
This case study shows that the CU model has value for individual courses that continue to reside and be managed in the departments that developed them. Additionally, it shows that even though a professional instructor may not have all requisite knowledge in more specific knowledge domains, this can be solved by involving SMEs in content delivery. This still allows the benefit of a professional instructor who is skilled in course delivery and development.
Originality/value
These findings provide insights that have not been described in other papers that detail the application of the Corporate University Model. This helps to expand the manner in which companies can attain its benefits.
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The second major step in the development of the balanced scorecard was the introduction of strategy maps. Although much has been written about the benefits of strategy maps, there…
Abstract
Purpose
The second major step in the development of the balanced scorecard was the introduction of strategy maps. Although much has been written about the benefits of strategy maps, there have been relatively few empirical studies that explore their use in a real-world setting. Additionally, the studies that have been done do not focus on the perspective of middle managers and employees who execute the strategy on a daily basis. This study addresses these gaps through observing the construction of strategy maps in two main business lines of a commercial bank. The participating managers are then asked if they agree that the resulting strategic performance measurement system assist organizations in the three ways most discussed in the literature: translating and operationalizing strategy, communicating the strategy and measuring the strategy. This study also provides some additional insights regarding the construction and use of strategy maps in organizations. The findings provide evidence to management that strategy maps are beneficial and guidance on how these could be implemented. The purpose of this study is to examine the implementation of strategy maps in a real-world setting. Strategy maps are an extension of the well-known and adopted balanced scorecard, but have received little attention in empirical studies.
Design/methodology/approach
The researcher introduced middle managers and operational staff to strategy maps and assisted them in the construction of a map for their business unit. The participants were then interviewed as to whether they agree with the benefits outlined in literature.
Findings
Participants agreed with the three main benefits outlined in literature and also provided additional feedback on the use of strategy maps from the perspective of their role as middle managers and those who had not used strategy maps in the past.
Research limitations/implications
This study should be replicated in a larger setting. It would be particularly helpful to involve multiple departments across one organization or replicate the research in different organizations in the industry.
Practical implications
It would be helpful to guide business units through the construction of strategy maps and then survey employees at different levels throughout the business units to obtain their feedback concerning the resulting product.
Social implications
Because this study involves middle managers and operational level employees, it provides insight on the use of strategy maps, which could be extrapolated to other strategic performance management tools. This is a level of management that has not been involved to a large extent in previous research.
Originality/value
This paper is the first to observe middle managers in their development of a strategy map, which puts it in the unique position to note the opinions of this group on the benefits of the tool.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Combining a balanced scorecard strategy with strategy maps can provide a better method for an organization to both communicate strategies as well as identify areas where performance is subpar.
Originality/value
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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The primary objective of this chapter is to synthesize and organize prevailing theoretical perspectives on metacognition into a framework that can enhance understanding of…
Abstract
The primary objective of this chapter is to synthesize and organize prevailing theoretical perspectives on metacognition into a framework that can enhance understanding of metacognitive phenomena, with the aim of stimulating future research in the field of organizational behavior and human resources management (OBHRM). The author starts with a review of the history of metacognition research, distinguishing it from related theoretical constructs such as cognition, executive function, and self-regulation. Following this, the author outlines five constituent elements of metacognition – metacognitive knowledge, metacognitive experiences, metacognitive monitoring, a dynamic mental model, and metacognitive control – with discussions on their interrelationships and respective functions. Two approaches to metacognition, a process approach and an individual-difference approach, are then presented, summarizing key questions and findings from each. Finally, three broad directions for future research in OBHRM are proposed: examining metacognitive processes, considering mechanisms beyond learning to explain the effects of metacognition, and exploring both domain-specific and general metacognitive knowledge and skills. The implications of these research directions for personnel and human resources management practices are discussed.
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Tom Schultheiss, Lorraine Hartline, Jean Mandeberg, Pam Petrich and Sue Stern
The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the…
Abstract
The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the RSR review column, “Recent Reference Books,” by Frances Neel Cheney. “Reference Books in Print” includes all additional books received prior to the inclusion deadline established for this issue. Appearance in this column does not preclude a later review in RSR. Publishers are urged to send a copy of all new reference books directly to RSR as soon as published, for immediate listing in “Reference Books in Print.” Reference books with imprints older than two years will not be included (with the exception of current reprints or older books newly acquired for distribution by another publisher). The column shall also occasionally include library science or other library related publications of other than a reference character.
Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these…
Abstract
Current issues of Publishers' Weekly are reporting serious shortages of paper, binders board, cloth, and other essential book manufacturing materials. Let us assure you these shortages are very real and quite severe.
Behavioral decision research focuses on cognitive biases and other barriers to economic rationality. However, if cognitive biases are costly to eliminate, the second-best solution…
Abstract
Behavioral decision research focuses on cognitive biases and other barriers to economic rationality. However, if cognitive biases are costly to eliminate, the second-best solution to bounded rationality may be less rationality rather than more. I define the concept of behavioral rationality and discuss two extreme forms of strategizing, which I call Romantic and Mercenary. Using twentieth century humanitarian Albert Schweitzer as a case study, I discuss the optimization of economic and behavioral rationality. I argue that the success of behavioral strategy as a field does not depend on removing cognitive biases but on helping people deliver more effective strategic actions.
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