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Organizational Activities (organizational + activity)
Selected AbstractsAge differences in career activities among higher-level employees in the Netherlands: a comparison between profit sector and non-profit sector staffINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 2 2006Beatrice Isabella Johanna Maria Van Der Heijden The present study describes age differences in the occurrence of career activities among profit sector and non-profit sector employees in the Netherlands. Three different types of variables have been studied, i.e. individual, job-related and organizational variables. Hypotheses have been tested with original survey data from 423 profit sector employees and 136 non-profit sector employees. The employees are all working in higher-level jobs in large organizations. Overall, we may conclude from this study that the differences between profit sector and non-profit sector workers are not consistent at all. For some factors the situation is more advantageous for profit sector employees, whereas for other factors the outcomes point in the opposite direction. Regarding age effects, we have found that, in general, for profit sector employees the differences between starters (20,34 years) and middle-aged workers (35,49 years) are not univocal, whereas the differences between middle-aged workers and seniors (over-fifties) imply that the amount of individual initiatives and organizational activities is less for the latter group of employees. When the three age groups are compared for the non-profit sector employees, most factors do not vary significantly. For the factors where the F-test is found to be significant, by and large, the situation regarding the possibilities for a further career development is worst for the seniors. [source] How Critical is Employee Orientation for Customer Relationship Management?JOURNAL OF MANAGEMENT STUDIES, Issue 2 2008Insights from a Case Study abstract This paper explores the interface of employee orientation and the Customer Relationship Management (CRM) process based on an in-depth case study of a leading firm in the UK automotive services sector. Employee orientation is embedded in the Organizational Culture (OC) of the firm and manifested through its key elements, notably assumptions, values, behaviours and artefacts. CRM consists of four organizational activities: strategic planning, information, value creation, and performance measurement sub-processes. Based on the case study evidence, the widely postulated link between CRM success and employee orientation is empirically supported and the mechanisms underlying this association elucidated. [source] A longitudinal study of the relationship between career management and organizational commitment among graduates in the first ten years at workJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 6 2002Jane Sturges This paper reports the findings of a two-wave longitudinal study investigating relationships between organizational and individual career management activities and organizational commitment in the early years of graduate careers. Several hypotheses are tested and receive mixed support. High organizational commitment predicts the practice of career management activities by graduates to further their career within the organization while low commitment is closely associated with behaviour aimed at furthering the career outside the organization. Graduates who manage their own careers also receive more career management help from their employer. This suggests that there may be the potential for employers to create a ,virtuous circle' of career management in which individual and organizational activities complement each other. Copyright © 2002 John Wiley & Sons, Ltd. [source] Dynamic or Static Capabilities?THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2009Process Management Practices, Response to Technological Change Whether and how organizations adapt to changes in their environments has been a prominent theme in organization and strategy research. Within this research, there is controversy about whether organizational routines hamper or facilitate adaptation. Organizational routines give rise to inertia but are also the vehicles for change in recent work on dynamic capabilities. This rising interest in routines in research coincides with an increase in management practices focused on organizational routines and processes. This study explores how the increasing use of process management practices affected organizational response to a major technological change through new product developments. The empirical setting is the photography industry over a decade, during the shift from silver-halide chemistry to digital technology. The advent and rise of practices associated with the new ISO 9000 certification program in the 1990s coincided with increasing technological substitution in photography, allowing for assessing how increasing attention to routines through ISO 9000 practices over time affected ongoing responsiveness to the technological change. The study further compares the effects for the incumbent firms in the existing technology with nonincumbent firms entering from elsewhere. Relying on longitudinal panel data models as well as hazard models, findings show that greater process management practices dampened response to new generations of digital technology, but this effect differed for incumbents and nonincumbents. Increasing use of process management practices over time had a greater negative effect on incumbents' response to the rapid technological change. The study contributes to research in technological change by highlighting specific management practices that may create disconnects between firms' capabilities and changing environments and disadvantage incumbents in the face of radical technological change. This research also contributes to literature on organizational routines and capabilities. Studying the effects of increasing ISO 9000 practices undertaken in firms provides an opportunity to gauge the effects of systematic routinization of organizational activities and their effects on adaptation. This research also contributes to management practice. The promise of process management is to help firms adapt to changing environments, and, as such, managers facing technological change may adopt process management practices as a response to uncertainty and change. But managers must more fully understand the potential benefits and risks of process management to ensure these practices are used in the appropriate contexts. [source] Corporate social responsibility and the identification of stakeholdersCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2003Janita F. J. Vos As a management problem the identification of stakeholders is not easily solved. It comprises a modelling and a normative issue, which need to be solved in connection with each other. In stakeholder literature knowledge can be found, e.g. on various stakeholder categorizations, that could be useful for the modelling issue. However, the normative issue remains unresolved. Additionally, the modelling of the so-called stakeholder category ,the affected' further complicates this issue. Nevertheless, from a normative perspective, this group holds justified interests in aspects of organizational activity and its members are, for that reason, legitimate stakeholders. In this article it is explored to what extent critical systems heuristics can help in resolving the managerial problem of identifying stakeholders. Critical systems heuristics is a modelling methodology in which the normative aspect of modelling is crucial. Using the distinction between ,the involved' and ,the affected', a variety of boundary judgments are discussed. Special attention is given to the so-called ,witness' as a representative of the affected. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment. [source] Studying the Accuracy of Managers' Perceptions: A Research OdysseyBRITISH JOURNAL OF MANAGEMENT, Issue 1 2003John M. Mezias Much organizational activity and academic research relies on the accuracy of managers' perceptions. However, few studies have assessed the accuracy of managerial perceptions, and these studies indicate that managers' perceptions are often very inaccurate. This article discusses an odyssey into the study of managerial perceptions spanning two decades and two empirical studies. It depicts the evolution of research questions, samples, study designs, problems with such research and inferences drawn. It also identifies some errors that tend to be especially large and suggests some corrective actions. These corrective actions include using education and training to inform managers about organizational and environmental properties, exploiting improved technology, helping organizations to identify and correct misperceptions and designing robust organizations that can tolerate misperceptions. [source] | ||||||||||