Lode De Waele, Tobias Polzer, Arjen van Witteloostuijn and Liselore Berghman
Numerous of today's public sector organisations (PSOs) can be characterised as hybrids. Hybridity is caused by different (at times conflicting) demands that stem from the…
Abstract
Purpose
Numerous of today's public sector organisations (PSOs) can be characterised as hybrids. Hybridity is caused by different (at times conflicting) demands that stem from the institutional environment, which is likely to affect performance measurement in these organisations. This paper focuses on the relationship between hybridity and organisational performance, which has so far not been studied in detail.
Design/methodology/approach
Based on a literature review (final sample of 56 articles), the authors systematise performance dimensions alongside the pillars “economy”, “efficiency”, “effectiveness” and “(social) equity”. The article summarises results in a framework for measuring performance in hybrid PSOs. The authors outline strategies as to how public managers can tailor frameworks to the requirements and idiosyncrasies of organisations.
Findings
Since hybrid PSOs combine logics from different administrative models (Weberian bureaucracy, market-capitalism and democracy), so need their organisational performance measurement systems. Potential synergies from and frictions between the different performance dimensions related to the four pillars are discussed.
Originality/value
This is the first literature review on performance dimensions and their application in hybrid PSOs. The distilled “hybrid performance measurement framework” can be scrutinised and further refined in future research.
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Paul Matthyssens, Koen Vandenbempt and Liselore Berghman
The purpose of this paper is to focus on how new value creation can be driven by value innovation. It aims to study the process of value innovation within the functional foods…
Abstract
Purpose
The purpose of this paper is to focus on how new value creation can be driven by value innovation. It aims to study the process of value innovation within the functional foods industry, one of the fastest‐growing segments of the food industry. The paper seeks to highlight value innovation efforts by ingredient suppliers in the functional foods industry and to describe how suppliers seek to break the dominant logic, highlighting drivers of and obstacles to doing so.
Design/methodology/approach
The paper builds on a qualitative methodology. Two focus groups with participants from different levels in the industry's value chain were organized, combined with in‐depth interviews with managers and industry experts. This interpretive approach allows for the identifications of managerial cognitions, considered a necessity, given the fact that these types of innovations are hard‐to‐detect strategic “embryos” and they must be continuously contrasted against the experienced “industry recipe”.
Findings
The study pin‐points contrasting business logics at different levels in the chain, which might block value innovation. Value innovation initiatives in this industry are undertaken along two dimensions: breaking the dominant chain logic through new forms of collaboration and/or by crossing existing industry boundaries; and breaking the dominant product focus through introducing original value concepts. This study also revealed that upstream companies increasingly build competencies for value innovation.
Research limitations/implications
Given the qualitative methodology, the study remains explorative in nature. Nevertheless, it can form the basis for further research by offering an approach to “operationalize” the identification of value innovation initiatives.
Practical implications
This research provides tools for managers in the food industry to question their value creation processes. For food companies the paper contains interesting thoughts on the industry recipes, methods for value innovation in this industry and suggestions on how to boost the value innovation propensity.
Originality/value
This is a first application of value innovation in the functional foods industry. The methodological approach used to identify the industry recipe and the dimensions found for categorizing value innovation efforts are also contributing to the “general” value innovation literature.
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Lode De Waele, Liselore Berghman and Paul Matthyssens
The discussion about public sector performance is still present today, despite the profound research that has already tried to address this subject. Furthermore, theory links…
Abstract
Purpose
The discussion about public sector performance is still present today, despite the profound research that has already tried to address this subject. Furthermore, theory links negative effects on organizational performance with increased levels of organizational complexity. However, literature thus far did not succeed to put forward a successful theory that explains why and how public organizations became increasingly complex. To answer this question, we argue that increased organizational complexity can be explained by viewing public organizations as the hybrid result of different institutional logics, which are shaped by various management views. However, former research mainly concentrated on the separate study of management views such as traditional public management (TPM), NPM, and post-NPM. Although appealing, research that approaches hybridity from this perspective is fairly limited.
Methodology/approach
We conducted a literature review in which we studied 80 articles about traditional public management, NPM, and post-NPM.
Findings
We found that these management views essentially differ on the base of three fault lines, depending on the level of the organizational culture. These fault lines, according to the management view, together result in nine dimensions. By combing dimensions of the different management views, we argue that a public organization becomes hybrid. Furthermore, in line with findings of contingency theory, we explain the level of hybridity might depend on the level of tight coupling for a given organization. Finally, we developed propositions that explain hybridity as the result of isomorphic forces, organizational change, and organizational resistance to change and that link hybridization with processes of selective coupling.
Originality/value
The value of this chapter lies in its real-life applicability.
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Daniel Vloeberghs and Liselore Berghman
Argues that for competence management to be a valuable tool in leveraging individual competencies to dynamic organisational core competencies, more stress should be laid on…
Abstract
Argues that for competence management to be a valuable tool in leveraging individual competencies to dynamic organisational core competencies, more stress should be laid on competence development. More specifically, focuses on the effectiveness of development centres (DC), in terms of personal development and pursuit of the development plan. In this way, attempts to meet the need for more studies on the whole DC process and, more specifically, on its effectiveness. Furthermore, looks to take a first step in integrating fields of coaching, self‐development and line management human resources involvement in DC studies.