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Business Performance (business + performance)
Selected AbstractsMicrosimulation of Business PerformanceINTERNATIONAL STATISTICAL REVIEW, Issue 3 2000Philip Kokic Summary Microsimulation of business performance based on sample survey data is a relatively underdeveloped field, but its application in government economic policy formulation is potentially great since it can be used to measure the distributional effects of change rather than just average change. Techniques which account for the dynamic response of businesses to macro level price expectations have recently been developed (Kokic et al., 1993). These allow individual level business performance to be forecast from sample survey data. In this paper we outline a general methodology for combining these forecasting techniques with Monte Carlo simulation in order to produce a microsimulation of business performance that accurately captures the true distributional characteristics of the underling survey data. Applying this methodology to Australian farm survey data, we show that these methods may be used to forecast the distribution of farm business production and performance within arbitrary subdomains of the surveyed population conditional on a given set of expected commodity price outcomes. The microsimulations reflect both the uncertainty due to climatic variation from one year to the next, which in the Australian context depends largely on geographic location, as well as the uncertainty of commodity prices. [source] Community Social Responsibility and Its Consequences for Family Business Performance,JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 3 2008Linda S. Niehm Family-centered businesses may have unique perspectives of socially responsible behavior due to family involvement and ties to the community. This research explored the antecedents and consequences of community social responsibility (CSR) for family firms operating in small and rural markets. Using a national sample from the 2000 wave of the National Family Business Survey (NFBS), researchers profiled family business operators' (n = 221) to determine if their CSR orientation contributed to family business performance. Enlightened self interest and social capital perspectives provide a framework for elaborating the role of CSR in sustaining family businesses in changing small communities. Results indicate that three dimensions, commitment to the community, community support, and sense of community, account for 43 percent of the variation in family business operators' CSR. Size of the business was significantly related to family firms' ability to give and receive community support. Further, commitment to the community was found to significantly explain perceived family business performance while community support explained financial performance. Findings suggest that socially responsible business behaviors can indeed contribute to the sustainability of family businesses in small rural communities. [source] Supplier Selection and Assessment: Their Impact on Business PerformanceJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 4 2002Vijay R. Kannan SUMMARY Increasingly, firms are allocating more resources to their core competencies and encouraging the outsourcing of non-core activities, which increases their reliance and dependence on suppliers. This increases the importance of effective supplier selection and assessment. Sparse evidence exists regarding the impact of supplier selection and assessment on a buying firm's business performance. This research describes an empirical study of the importance of supplier selection and assessment criteria of American manufacturing companies for items to be used in products already in production. Moreover, it identifies relationships between criteria and a buying firm's business performance. Results indicate that soft, non-quantifiable selection criteria, such as a supplier's strategic commitment to a buyer, have a greater impact on performance than hard, more quantifiable criteria such as supplier capability, yet are considered to be less important. Assessment of a supplier's willingness and ability to share information also has a significant impact on the buying firm's performance, yet is again considered to be relatively unimportant. [source] Critical success factors for corporate social responsibility: a public sector perspectiveCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 4 2010Shirish Sangle Abstract Managers in the public sector consider corporate social responsibility (CSR) as strategically important for their organizations. A positive correlation between CSR and financial performance is well established in the literature. However, little research has been done to understand which factors lead to the positive correlation between CSR and business performance. This study aims to empirically analyze critical success factors (CSFs) for CSR in the Indian public sector. It seeks to evaluate the factors that make CSR successful. The research results show that ability to integrate CSR with other functional strategies is the most critical success factor for CSR. Other critical success factors are ability to manage stakeholder groups, ability to evaluate benefits of CSR and top management support. Based on the research findings, the study proposes some important managerial implications with respect to CSFs for CSR. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment. [source] Innovation,What's Design Got to Do with It?DESIGN MANAGEMENT REVIEW, Issue 1 2004Bettina von Stamm If the goal is innovation, then Bettina von Stamm is sure design is an essential component in realizing that goal. She celebrates the differences between designers and other functions and documents how their unique perspectives can improve business performance, help expand market share, and leverage bottom-line results. She believes design must be an in-house expertise and outlines strategies to integrate design and designers into the innovation effort. [source] Rules of engagement in turbulent times: How Verizon Wireless uses a robust HR portal for employee communicationGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 4 2009Antonio Poglianich Turbulent times such as these will test the resilience of many companies' communication capabilities, particularly for rapid response with consistent messaging to focus and engage a wary and distracted workforce on the many challenges ahead. The answer may be an HR portal like that at Verizon Wireless, where it is a core part of an engagement strategy that is the envy of the industry. The article discusses the importance of engagement for organizational and business performance; the role communication can play in driving engagement; and five principles for accomplishing this. The article goes on to explore how Verizon Wireless has developed and positioned its HR portal for rapid as well as sustained messaging, personalization, and self-service tools that all help define the employee experience. © 2009 Wiley Periodicals, Inc. [source] Metrics: HRM's Holy Grail?HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 4 2009A New Zealand case study What gets measured in business is noticed and acted on. The importance of human resource management (HRM) to be noticed as a vital key to business success has been argued profusely by the HRM profession over the last three decades. While the importance of human resource (HR) measurement is not disputed by business managers, the search for meaningful generic HR metrics is like HRM's Holy Grail. The purpose of this research is to investigate the issues confronting a sample of business organisations concerning measurement issues. It examines the current measurement practices used and their HR measurement needs. Developing appropriate HR measures, in terms of adding value, allows organisations to refocus their resources for leverage. Inappropriate measures simply encourage inappropriate behaviours not in the long-term interests of the business. We know that HRM is less prepared than other business functions (like finance or management information systems) to quantify its impact on business performance. Our results suggest that HR metrics as the Holy Grail of HRM remain elusive. This research signals the importance of developing relevant and meaningful HR measurement models, while acknowledging that the actual metrics used (unlike accounting measures) may vary from business to business. [source] Microsimulation of Business PerformanceINTERNATIONAL STATISTICAL REVIEW, Issue 3 2000Philip Kokic Summary Microsimulation of business performance based on sample survey data is a relatively underdeveloped field, but its application in government economic policy formulation is potentially great since it can be used to measure the distributional effects of change rather than just average change. Techniques which account for the dynamic response of businesses to macro level price expectations have recently been developed (Kokic et al., 1993). These allow individual level business performance to be forecast from sample survey data. In this paper we outline a general methodology for combining these forecasting techniques with Monte Carlo simulation in order to produce a microsimulation of business performance that accurately captures the true distributional characteristics of the underling survey data. Applying this methodology to Australian farm survey data, we show that these methods may be used to forecast the distribution of farm business production and performance within arbitrary subdomains of the surveyed population conditional on a given set of expected commodity price outcomes. The microsimulations reflect both the uncertainty due to climatic variation from one year to the next, which in the Australian context depends largely on geographic location, as well as the uncertainty of commodity prices. [source] Market Orientation, Generative Learning, Innovation Strategy and Business Performance Inter-Relationships in Bioscience FirmsJOURNAL OF MANAGEMENT STUDIES, Issue 8 2008Robert E. Morgan abstract We propose conceptual arguments to establish relationships between market orientation and generative learning and their respective impact on exploitative innovation strategy and explorative innovation strategy. We then consider the ambidextrous association between both forms of innovation strategy and business performance. This model is subject to an empirical test using data generated from 160 bioscience firms. Using structural equation modelling, two mutually exclusive paths are specified where market orientation leads to exploitative innovation strategy, while generative learning leads to explorative innovation strategy. We then find that the ambidexterity exhibited by firms in the form of exploitative innovation strategy and explorative innovation strategy significantly explains improvements in firms' business performance. Discussion is given to these findings and managerial implications are presented along with avenues for further research. [source] Managing An Organizational Learning System By Aligning Stocks and FlowsJOURNAL OF MANAGEMENT STUDIES, Issue 4 2002Nick Bontis This paper considers the relationship between the stocks and flows of learning across levels in an overall organizational learning system. A survey instrument based on the Strategic Learning Assessment Map (SLAM) was administered to 15 individuals representing senior-, middle- and non-management levels from each of 32 organizations, resulting in a total sample of 480 respondents. This research supports the premise that there is a positive relationship between the stocks of learning at all levels and business performance. Furthermore, the proposition that the misalignment of stocks and flows in an overall organizational learning system is negatively associated with business performance is also supported. [source] Do birds of a feather shop together?JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 6 2004The effects on performance of employees' similarity with one another, with customers Theories have suggested that employee diversity can affect business performance both as a result of customer preferences and through changes of relations within the workplace. We examine these theories with data from more than 700 retail stores employing over 70,000 individuals, matched to census data on the demographics of the community. While past theories predict that increasing the similarity between employees and customers will increase sales, we find no consistent relationship. The exception is that Asian employees appear to be most productive when many nearby residents are Asian immigrants who do not speak English. Diversity of gender and race within a store had no important effect on sales, while age diversity predicted lower sales. Copyright © 2004 John Wiley & Sons, Ltd. [source] Community Social Responsibility and Its Consequences for Family Business Performance,JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 3 2008Linda S. Niehm Family-centered businesses may have unique perspectives of socially responsible behavior due to family involvement and ties to the community. This research explored the antecedents and consequences of community social responsibility (CSR) for family firms operating in small and rural markets. Using a national sample from the 2000 wave of the National Family Business Survey (NFBS), researchers profiled family business operators' (n = 221) to determine if their CSR orientation contributed to family business performance. Enlightened self interest and social capital perspectives provide a framework for elaborating the role of CSR in sustaining family businesses in changing small communities. Results indicate that three dimensions, commitment to the community, community support, and sense of community, account for 43 percent of the variation in family business operators' CSR. Size of the business was significantly related to family firms' ability to give and receive community support. Further, commitment to the community was found to significantly explain perceived family business performance while community support explained financial performance. Findings suggest that socially responsible business behaviors can indeed contribute to the sustainability of family businesses in small rural communities. [source] Brand Management in Small to Medium-Sized Enterprises,JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2008Pierre Berthon Although an impressive body of literature has emerged focusing on the critical activities involved in brand management for larger organizations with well-established brands and substantial marketing budgets, no research has been undertaken to examine branding within small to medium-sized enterprises (SMEs). The present study therefore seeks to assess the nature and scope of brand management within an SME context. Findings show significant differences between small and large organizations along 9 of the 10 brand management dimensions reported in Keller's brand report card. Moreover, different brand management practices are associated with business performance in SMEs. Implications of the study are highlighted, limitations noted, and directions for future research outlined. [source] Environment,Flexibility Coalignment and Performance: An Analysis in Large versus Small FirmsJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 3 2006Antonio J. Verdú-Jover This paper takes a wide-ranging transnational look, within the frame of he European Union, at the differences between large and small firms based on practices of flexibility. More specifically, the research aims to evaluate whether small firms form a homogeneous body in applying flexible practices as opposed to large firms, as well as observing the differential effects on performance when there are discrepancies in the coalignment levels between a firm's actual flexibility and that required by the environment. The hypotheses are tested using data from 417 European firms. The results reveal that (1) good coalignments between actual and required flexibility (flexibility fit) have a greater influence on business performance in the case of small firms; (2) there are significant differences between small and large firms as regards operative flexibility, strategic flexibility, financial flexibility (organizational slack), and performance. The large firms analyzed coalign their flexibility fit better in their various dimensions (structural, operative, and strategic); (3) the degree of metaflexibility can be greater among small firms, which represents a greater information processing capacity, thus enabling the flexibility fit to be constantly coaligned to changes in the environment. However, a greater metaflexibility is not immediately reflected in the flexibility fit; and (4) this greater flexibility fit among large firms can be favored by their greater financial flexibility. [source] Relationships among Strategic Capabilities and the Performance of Women-Owned Small VenturesJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 2 2002Miri Lerner This study of small, life-style ventures owned by women focuses on the strategic, firm-level factors related to business performance. A theoretical model drawing on the resource-based theory is developed and tested empirically. The model includes strategic capabilities, management styles, and their relation to performance. It is tested empirically on a sample of 220 Israeli female business owners. Analysis reveals that life-style venture performance is highly correlated with certain aspects of the business owner's skills as well as the venture&apops;s resources. Paradoxically, the owner/managers in the sample rate their skills and their venture's resources as being weak in precisely those areas that correlate positively with business performance. These findings suggest that performance of life-style ventures owned by women depends more on marketing, financial, and managerial skills than on innovation. [source] Who Are Ethnic Entrepreneurs?JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 2 2002A Study of Entrepreneursapos; Ethnic Involvement, Business Characteristics This article proposes that the term "ethnic entrepreneur" should be defined by the levels of personal involvement of the entrepreneur in the ethnic community instead of reported ethnic grouping. It hypothesizes that significant differences in personal and business characteristics will surface between the most community-involved and least community-involved ethnic entrepreneurs. T-tests were done on 112 Asian and Latino entrepreneurs split into top and bottom quartiles on the personal involvement scale. Results showed several significant differences between the two groups on variables relating to the entrepreneurs' background characteristics, business-related goals, cultural values, business strategies, and business performance. [source] Supplier Selection and Assessment: Their Impact on Business PerformanceJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 4 2002Vijay R. Kannan SUMMARY Increasingly, firms are allocating more resources to their core competencies and encouraging the outsourcing of non-core activities, which increases their reliance and dependence on suppliers. This increases the importance of effective supplier selection and assessment. Sparse evidence exists regarding the impact of supplier selection and assessment on a buying firm's business performance. This research describes an empirical study of the importance of supplier selection and assessment criteria of American manufacturing companies for items to be used in products already in production. Moreover, it identifies relationships between criteria and a buying firm's business performance. Results indicate that soft, non-quantifiable selection criteria, such as a supplier's strategic commitment to a buyer, have a greater impact on performance than hard, more quantifiable criteria such as supplier capability, yet are considered to be less important. Assessment of a supplier's willingness and ability to share information also has a significant impact on the buying firm's performance, yet is again considered to be relatively unimportant. [source] Knowledge exploitation, knowledge exploration, and competency trapKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2006Weiping LiuArticle first published online: 11 AUG 200 It is no surprise that knowledge exploitation and knowledge exploration have become the consistent theme in organizational learning literature. Strategy and organization theorists have similarly observed the dynamic capabilities anchored in a firm's ability to simultaneously exploit current technologies and resources to secure efficiency benefits, and creating variation through exploratory innovation. While some studies argue that excessive exploration or excessive exploitation can lead to a competency trap, the ,competency trap' component actually has received less empirical scrutiny. This paper provides a study about how competency traps are formed in the process of knowledge exploration and exploitation as well as their effects on business performance. The paper includes three main sections: First, the theoretical interpretation of the ,competency trap' construct is broadened by investigating the formation of competency traps based on organizational learning theory; second, factors leading to the formation of different competency traps are identified; and third, the relationship between an organization's competency trap and business performance is investigated. The article ends with a discussion of implications for the organizational learning literature. Copyright © 2006 John Wiley & Sons, Ltd. [source] The Impact of Public Ownership and Competition on ProductivityKYKLOS INTERNATIONAL REVIEW OF SOCIAL SCIENCES, Issue 4 2005José Manuel González-Páramo Summary Are private firms more efficient than public ones? Does privatisation improve performance? In order to answer these questions, it is necessary to disentangle the impact of ownership and competition upon business performance. This paper presents empirical evidence relating to the hypothesis that public ownership and competition are determinants of firms' productivity. It concludes that public ownership has a significant negative effect on productivity and also that privatisation has a positive impact on efficiency. Furthermore, increased competition is found to have a positive effect on productivity. These results are interpreted as confirming that privatisation is effective as a means of increasing firms' efficiency, at least in a non-regulated and relatively competitive sector, such as manufacturing. [source] Work, organisation and Enterprise Resource Planning systems: an alternative research agendaNEW TECHNOLOGY, WORK AND EMPLOYMENT, Issue 3 2006Kristine Dery This paper reviews literature that examines the design, implementation and use of Enterprise Resource Planning systems (ERPs). It finds that most of this literature is managerialist in orientation, and concerned with the impact of ERPs in terms of efficiency, effectiveness and business performance. The paper seeks to provide an alternative research agenda, one that emphasises work- and organisation-based approaches to the study of the implementation and use of ERPs. [source] Going beyond competencies: An exploratory study in defining exemplary workplace learning and performance practitionersPERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2009Terri Freeman Smith This study was an exploratory investigation used to identify exemplary performance in four of the areas of expertise (AOEs) as described in the American Society for Training and Development's Mapping the Future: New Workplace Learning and Performance Competencies (2004). Qualitative data were collected from the following four AOEs: (1) delivering training, (2) designing learning, (3) improving human performance, and (4) measuring and evaluating. Research suggests that an exemplary performer could have productivity differences 12 times greater than performers at the bottom of the performance scale and 85% greater than an average performer (Hunter, Schmidt, & Judiesch, 1990). Critical incidents were collected from behavioral event interviews of 23 exemplary performers and 9 typical performers. An analysis of the findings suggests that an exemplary performer may hold at least four key behaviors: taking calculated risks, entrepreneurial and visionary planning, documented business performance to support and influence change, and political prudence and leadership savvy. [source] THE IMPACT OF HUMAN RESOURCE MANAGEMENT AND WORK CLIMATE ON ORGANIZATIONAL PERFORMANCEPERSONNEL PSYCHOLOGY, Issue 2 2003GARRY A. GELADE This paper examines relationships between human resource management (HRM), work climate, and organizational performance in the branch network of a retail bank. It extends previous research on group-level climate-performance and HRM-performance relationships and examines how climate and HRM function as joint antecedents of business unit performance. Significant correlations are found between work climate, human resource practices, and business performance. The results show that the correlations between climate and performance cannot be explained by their common dependence on HRM factors, and that the data are consistent with a mediation model in which the effects of HRM practices on business performance are partially mediated by work climate. [source] The role of project management maturity and organizational culture in perceived performancePROJECT MANAGEMENT JOURNAL, Issue 3 2009Hulya Julie Yazici Abstract This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey-based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results-oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project-based organizations. [source] Managing platform architectures and manufacturing processes for nonassembled productsTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2002Marc H. Meyer The article presents methods for defining product platforms and measuring business performance in process intensive industries. We first show how process intensive product platforms can be defined using the products and processes of a film manufacturer. We then present an empirical method for understanding the dynamics of process intensive platform innovation, allocating engineering and sales data to specific platform and product development efforts within a product family. We applied this method to a major product line of a materials manufacturer. We gathered ten years of engineering and manufacturing cost data and allocated these to successive platforms and products, and then generated R&D performance measures. These data show the dynamic of heavy capital spending relative to product engineering as one might expect in a process intensive industries. The data also show how derivative products can be leveraged from underlying product platforms and processes for nonassembled products. Embedded within these data are strategies for creating reusable subsystems (comprising components, materials, etc.) and common production processes. Hard data on the degree to which subsystems and processes are shared across different products frequently are typically not maintained by corporations for the duration needed to understand the dynamics of evolving product families. For this reason, we developed and applied a second method to assess the degree of reuse of subsystems and processes. This method asks engineering managers to provide subjective ratings on an ordinal scale regarding the use of technology and processes from one product to the next in a cumulative manner. We find that high levels of reuse generally indicate that a product family was developed with a platform discipline. We applied this measure of platform intensity to two product lines of integrated circuits from another large manufacturer. We used this method to gather approximately ten years of information for each product family. Upon analysis, one product family showed substantial platform discipline, emphasizing a common architecture and processes across specific products within the product line. The other product family was developed with significantly less sharing and reuse of architecture, components, and processes. We then found that the platform centric product family outperformed the latter along a number of performance dimensions over the course of the decade under examination. [source] A metric for corporate environmental indicators , for small and medium enterprises in the PhilippinesBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 1 2009Purba Rao Abstract This paper is an outcome of the empirical research, funded by UNDP Philippines and National Economic Development Authority (NEDA), done to establish and implement a metric of corporate environmental indicators for SMEs in the Philippines. SMEs have always played a vital role in the creation of goods and services in the country. It is therefore imperative that SMEs adhere to safe environment practices so that the greening of industries in this region is consummate. In this research we have considered SMEs operating in the food and beverage, furniture, fashion accessories, hotel and restaurant, automotive parts and electroplating sectors. The metric adopted in this research follows the framework given by the Federal Environmental Ministry in Bonn and the Federal Environmental Agency in Berlin. ,,The empirical approach develops an exploratory analysis and a structural equation model to bring out statistically significant linkages between five latent constructs: environment management indicators, environment performance indicators, environmental performance, business performance and competitiveness. The research hopes to urge SMEs to implement this metric with confidence given that this would not only enhance their environmental performance but also lead to superior business performance and enhanced competitiveness. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] Does Canada Need Mandatory HACCP?CANADIAN JOURNAL OF AGRICULTURAL ECONOMICS, Issue 4 2006Evidence from the Ontario Food Processing Sector The likelihood of the voluntary adoption of hazard analysis and critical control point (HACCP) among food processing firms is evaluated by exploring the perceptions of food safety managers with respect to a range of possible motivating factors including the exogenous pressure to adopt HACCP, efficacy of existing food safety controls, perception that HACCP will improve the firm's food safety controls, relative costs and benefits of HACCP implementation, impact of HACCP on business performance, and the nature of barriers to implementing HACCP. While market-based factors exert substantial pressure on firms to adopt HACCP, many food safety managers perceive that their existing food safety controls are adequate to meet existing food safety demands. While good manufacturing practice (GMP) and traceability are considered the most efficacious food safety controls, HACCP is most often perceived to provide intangible and "incidental" benefits that are often not recognized by food safety managers a priori. An important barrier to the voluntary adoption of HACCP is the perceived questionable appropriateness of HACCP for enhancing food safety controls, while financial constraints can be an absolute barrier to implementation. The results suggest a number of potential strategies through which the implementation of HACCP might be facilitated and enhanced through cooperation and coordination between regulators and industry organizations. La probabilité que les entreprises de transformation des aliments adoptent volontairement le système HACCP (analyse des risques et maîtrise des points critiques) a étéévaluée en examinant les perceptions des gestionnaires de sécurité alimentaire envers certains facteurs de motivation possibles tels que la pression exogène, l'efficacité des moyens de contrôle existants, la perception voulant que le système HACCP améliore le contrôle de la sécurité alimentaire de l'entreprise, les coûts et les avantages relatifs de la mise en place du système, les répercussions du système sur la performance de l'entreprise et la nature des obstacles à la mise en place du système. Bien que des facteurs de marché exercent d'importantes pressions pour que les entreprises adoptent ce système, de nombreux gestionnaires de sécurité alimentaire estiment que leurs moyens de contrôle existants répondent adéquatement aux demandes actuelles de sécurité alimentaire. Bien que les bonnes pratiques de fabrication (BPF) et la traçabilité soient considérées comme les moyens de contrôle de la sécurité alimentaire les plus efficaces, le système HACCP est le plus souvent perçu comme procurant des avantages intangibles et ,accessoires, qui, souvent, ne sont pas reconnus a priori par les gestionnaires de sécurité alimentaire. La pertinence discutable perçue du système HACCP comme moyen d'améliorer le contrôle de la sécurité alimentaire constitue un important obstacle à l'adoption volontaire du système, bien que les contraintes financières peuvent être un obstacle absolu à sa mise en place. Les résultats suggèrent un certain nombre de stratégies potentielles grâce auxquelles la mise en place du système pourrait être facilitée et améliorée par la collaboration et la coordination entre les organismes de réglementation et les entreprises de l'industrie de la transformation des aliments. [source] The role of project management maturity and organizational culture in perceived performancePROJECT MANAGEMENT JOURNAL, Issue 3 2009Hulya Julie Yazici Abstract This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey-based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results-oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project-based organizations. [source] | |||||||||||||