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Case study
Publication date: 1 January 2011

Jayashree Payyazhi

HR, strategic alignment, organizational culture and change and organizational theory and design.

Abstract

Subject area

HR, strategic alignment, organizational culture and change and organizational theory and design.

Study level/applicability

Suitable for undergraduate and graduate students taking up advanced courses in HR, Change Management, Organizational Theory and Design.

Case overview

This case spotlights Production Services Network (PSN) Emirates JV and the strengths of its global network. The case raises many important issues related to building a unified culture across a global organization. The case specifically focuses on the significance of sourcing the right talent and training them for the success of PSN's global network.

Expected learning outcomes

This case may be used to teach topics such as leading cultural changes, steps to build a strong organizational culture and the significance of systemic alignment for successful strategy execution.

Supplementary materials

A teaching note is available on request.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 1 January 2011

Melodena Stephens Balakrishnan, Payyazhi Jayashree and Ian Michael

Strategy, Emiratisation (national policy); human resources (recruitment, training and development, organizational culture and values) and marketing (branding, communication)…

Abstract

Subject area

Strategy, Emiratisation (national policy); human resources (recruitment, training and development, organizational culture and values) and marketing (branding, communication), tourism (destination image).

Study level/applicability

Undergraduate and Postgraduate Business and Management.

Case overview

This case highlights the strategy and initiatives taken by Etihad to attract Emirati employees (local nationals) to join the organization. Etihad Airways is the national airline of the United Arab Emirates (UAE), based in Abu Dhabi, the national capital. Since its inception in 2003, the airline has grown faster than any other in commercial aviation history; it currently flies to more than 60 destinations in Africa, Asia, Australia, Europe, the Middle East and North America. In the UAE, nationals or Emiratis comprise only 20 per cent of the overall population. According to the UAE 2021 Vision, the government's focus is on building the human capabilities on knowledge and innovation for Emiratis. This vision is reinforced in the Abu Dhabi Economic Vision 2030, which aims to boost national participation, encourage women (national women are on average more highly educated than the men) and decrease the education – market demand gap through training.

Expected learning outcomes

This case can be used to teach strategy from the point of view of government, human resources and marketing. From the government point of view parallels can be drawn to other nations whose government have focused on policies to create opportunities for and to encourage local employability. An example of a similar programme that was very successful is the “Bumiputra” programme created for indigenous Malaysians in 1971. In the area of human resource strategy, recruitment, training, inculcation of corporate values are some areas that can be reinforced. Form the point of view of marketing; the case can be used to discuss branding from the point of view of people, loyalty building (internal) and communication (internal and external). Destination branding and the role airlines play can also be a discussion point from the strategic point of view with some opportunity for macro-environmental analysis using the PESTLE model.

Supplementary materials

A teaching note available upon request.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Article
Publication date: 7 April 2020

Payyazhi Jayashree, Valerie Lindsay and Grace McCarthy

Taking a career capital approach, this paper addresses the issue of “pipeline block” frequently experienced by women seeking career advancement. Focusing on the Arab Middle East…

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Abstract

Purpose

Taking a career capital approach, this paper addresses the issue of “pipeline block” frequently experienced by women seeking career advancement. Focusing on the Arab Middle East (AME) region, the authors take a contextually relevant multi-level approach to examine these issues.

Design/methodology/approach

The study uses a qualitative, interview-based approach, drawing on data obtained from women leaders from the AME region. Drawing on Bourdieu's capital-field-habitus framework, we explore how women in the AME developed career capital in particular organisational fields.

Findings

The findings show the importance of human and social capital, as well as the influence of habitus for women's career advancement in specific fields. The study also highlights the unique contribution of cultural capital in helping women to navigate organisational fields where it is necessary to both challenge, and conform to, traditional norms.

Research limitations/implications

Limitations of the study include assumptions of homogeneity across countries of the AME, whereas differences are known to exist. Future research should consider these contextual differences, and also include a study of women who were not successful in gaining career advancement.

Practical implications

The study’s multi-level approach highlights practical implications for women, organisations and society. For organisations, the authors propose some context-relevant coaching strategies that can help women to attain leadership positions.

Social implications

The study’s multi-level approach highlights practical implications for women, organisations,and society. Focusing on organisations, the authors propose some context-relevant coaching strategies that can help women to attain advancement in their careers.

Originality/value

The study demonstrates originality in the findings by showing how women overcome the pipeline block in relation to their career advancement. The use of the Bourdieusian framework, an in-depth qualitative approach, and the AME context also add to the study's originality.

Details

Personnel Review, vol. 50 no. 4
Type: Research Article
ISSN: 0048-3486

Keywords

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Article
Publication date: 8 June 2022

Abdulaziz Karam, Nick Ashill, Payyazhi Jayashree and Valerie Lindsay

This paper aims to extend the traditional conceptualization of localization, which has largely focused on recruitment, by examining “employability” and “retention” as crucial…

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Abstract

Purpose

This paper aims to extend the traditional conceptualization of localization, which has largely focused on recruitment, by examining “employability” and “retention” as crucial determinants of localization success.

Design/methodology/approach

Using survey data from local (Emirati) employees in private sector organizations in the United Arab Emirates (UAE), the authors develop a holistic model of localization and test the relationships between stereotypes, organizational socialization, employability and retention outcomes, using Smart-PLS.

Findings

Among the main findings are the significant influence of stereotypes on organizational socialization (OS) experiences of Emirati employees, with a negative relationship between “work ethics stereotypes” and perceptions of OS experiences. Strong evidence is also found for the indirect effects of OS experiences on retention of Emirati employees, mediated by employability.

Research limitations/implications

This study contributes to the literature on localization by examining the relationships between key variables not examined together in previous research. In terms of limitations, the cross-sectional nature of the study prevents the identification of direction of causality among these relationships. Since employee integration, as part of localization efforts, is a gradual process, future research should include longitudinal studies.

Practical implications

Employability has emerged as a significant challenge for organizations and governments working to implement successful localization initiatives. This study’s findings highlight several opportunities for organizational and governmental policy interventions to support successful localization.

Originality/value

The authors’ holistic model extends localization literature by providing evidence for the role of stereotypes and employability as key constructs to be examined along with OS experiences and retention.

Details

Personnel Review, vol. 52 no. 5
Type: Research Article
ISSN: 0048-3486

Keywords

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Article
Publication date: 30 August 2011

Payyazhi Jayashree and Syed Jamal Hussain

Change literature emphasizes the significance of aligning change at a systemic level for sustained effectiveness of strategic change initiatives. While this body of literature

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Abstract

Purpose

Change literature emphasizes the significance of aligning change at a systemic level for sustained effectiveness of strategic change initiatives. While this body of literature emphasizes the significance of psychological and process dimensions of managing change, research on an integrated and strategic approach to deploy, track, measure and sustain large‐scale changes has been limited and inconclusive. The purpose of this paper is to address this gap in the literature to propose a holistic conceptual framework for identifying, formulating, deploying, measuring, aligning and tracking strategic changes in organizations.

Design/methodology/approach

Specifically, core concepts drawn from scholarly literature and practitioner writings from distinct fields of change management and strategy deployment tools, primarily the Balanced Scorecard (BSC) as proposed by Kaplan and Norton, are reviewed, synthesized and critiqued, to inform and advance the integrated framework proposed.

Findings

The suggested approach draws significantly from the BSC framework and focuses on the use of formal steps such as developing change themes and results, setting change objectives, developing lead and lag performance measures for measuring strategic change objectives. Furthermore, the proposed framework also provides directions on how to track the progress of change initiatives with respect to the desired objectives, for evaluating the effectiveness of change deployment efforts, all through applying cause and effect linkages.

Research limitations/implications

Although the focus on individual change arose to support technical deployment of change, over the years the strategic deployment process itself has not received the desired focus in the change strategy literature. The proposed framework extends the current literature on strategic change to offer academics fresh insights on the significance of a strategic approach to change deployment. An application of the framework in the context of large‐scale transformational changes in organizations can provide further evidence related to the validity of the proposed approach.

Practical implications

A total of 70 percent of all change efforts fail. While some fail due to incomplete diagnoses, others fail due to gaps in deployment or measurement. However, there is uncertainty about how to prevent change failure, with no one having explicitly articulated the same. A rigorous and practical approach to systematically deploy change with a continuous focus on strategic alignment has specifically been found missing in the literature. The proposed framework fills this gap to offer managers and organizational decision makers a holistic and practical tool to successfully navigate the complexities of their strategic change efforts by measuring strategic alignment in a step‐wise manner throughout the change process.

Originality/value

Mention of the need to use integrated and strategic performance management tools, such as the BSC proposed by Kaplan and Norton, to measure and review change and to manage the change process has been found in recent literature. However, no studies have yet provided any direction on “how” to use such integrated and strategic tools throughout the change process, to deploy measure and ensure continuous strategic alignment during transformational changes. The paper addresses this gap to propose a systematic, integrated and holistic approach for aligning change deployment.

Details

Measuring Business Excellence, vol. 15 no. 3
Type: Research Article
ISSN: 1368-3047

Keywords

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Article
Publication date: 28 October 2014

Arijit Sikdar and Jayashree Payyazhi

Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or through…

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Abstract

Purpose

Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or through a process of “muddling through”. Although evidence suggests that 70 per cent of business process reengineering programmes have failed due to lack of alignment with corporate change strategy, the question of alignment of workflow redesign with the organizational change process has not received adequate attention. The purpose of this paper is to provide a framework for managing organizational change in a structured manner during workflow redesign, a perspective missing in the literature on business process management (BPM) implementation.

Design/methodology/approach

This paper attempts to integrate the 8-S dimensions of Higgins model across the different phases of workflow redesign to develop a process framework of managing organizational change during BPM workflow redesign. As an exploratory study the paper draws on existing literature on BPM and change alignment to conceptualize an alignment framework of associated managerial activities involved during different phases of BPM workflow redesign. The framework is evaluated against two case studies of business process implementation to substantiate how lack of alignment leads to failure in BPM implementation.

Findings

The paper provides a conceptual framework of how organizational change should be managed during BPM implementation. The model suggests the sequence of alignment of the 8-S dimensions (Higgins, 2005) with the different phases of the workflow redesign and identifies the role of the managerial levels in the organization in managing the alignment of the 8-S dimensions during business process change.

Practical implications

This framework would provide managers with an execution template of how to achieve alignment of the workflow redesign with the 8-S dimensions thus facilitating effective organizational change during business process implementation.

Originality/value

This paper proposes a process model of how organizational elements should be aligned with the workflow redesign during business process change implementation. No such model is available in BPM literature proposing alignment between hard and soft factors.

Details

Business Process Management Journal, vol. 20 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

Available. Content available
Book part
Publication date: 11 March 2021

Abstract

Details

Corporate Success Stories in the UAE: The Key Drivers Behind Their Growth
Type: Book
ISBN: 978-1-80043-579-7

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