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Top Management Support (top + management_support)
Selected AbstractsTechnological Innovativeness as a Moderator of New Product Design Integration and Top Management SupportTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2000Morgan Swink Many war stories, as well as a number of empirical research studies, point to the value of design integration and top management support in new product development (NPD) efforts, where design integration is conceptualized as the coordination of product and process design activities performed by various organizational groups. However, some emerging evidence suggests that these aspects of program management are not equally valuable in all NPD contexts. Furthermore, the benefits of these approaches may not extend to all dimensions of NPD performance. This article addresses these issues as they relate to technological innovativeness. The author reports the results of a research study designed to (1) assess the direct contributions of design integration and top management support to several dimensions of NPD performance, and (2) identify potential moderating influences of technological innovativeness on these direct effects. A survey of 136 NPD projects drawn from firms representing most of the major U.S. manufacturing industries provides data for the study. The overall goals of the study were to amplify our understanding of management's role in NPD and to further the development of contingency theory explaining new product success. The results indicate that design integration is positively associated with higher design quality in NPD, but it is not significantly linked with better financial performance. In addition, design integration appears to be an important influence on achieving NPD time goals, but only in cases of high technological innovativeness. This result suggests that increased design integration produces its greatest impacts when development processes are full of uncertainty. Top management support is positively associated with better time-based performance, design quality, and financial performance on the whole. However, a significant interaction effect suggests that high levels of top management support are ineffective in securing good financial performance in high technologically innovative environments. Other forces appear to be at work in these circumstances, making top management support less important. The article discusses the implications of these findings for management practice, a contingency-oriented view of NPD processes, and future research. [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] Benchmarking Innovation: A Short ReportCREATIVITY AND INNOVATION MANAGEMENT, Issue 1 2000Zoe Radnor A project is reported that benchmarked ,best practice' mature organisations, with a base in the United Kingdom, on the processes and practices that they perceive underpinned successful innovation projects. The majority of organisations had director level personnel involved in the innovation process but only three had active involvement of the top management. However, the majority saw the greatest level of innovation being obtained through the use of cross-functional teams. Five key innovation supports were identified during the benchmarking exercise. These were top management support for, and involvement in the process; the appointment of an innovation champion or sponsor; rewards for innovative behaviours and ideas; and finally a positive attitude to building on creative ideas, irrespective of their source. It is suggested that benchmarking can play a role in identifying best-practice innovation structures and procedures. [source] Success of activity management practices: the influence of organizational and cultural factorsACCOUNTING & FINANCE, Issue 1 2007Kevin Baird M40 Abstract This study examines the success of activity management practices and the organizational and cultural factors affecting success at each of Gosselin's (1997) three levels of activity analysis (AA), activity cost analysis (ACA) and activity-based costing (ABC). Data were collected by survey questionnaire from a random sample of managers of Australian business units. The results indicate that activity management is moderately successful in Australian organizations, with greater use associated with higher levels of success. Two organizational factors (top management support and link to quality) were associated with success at each of Gosselin's three levels, whereas training was associated at the AA and ACA levels. The cultural factor of outcome orientation was associated with success at each level, with attention to detail important at the ABC level. Organizational factors were more strongly associated with activity management success than cultural factors. [source] Technological and organizational influences on the adoption of activity-based costing in AustraliaACCOUNTING & FINANCE, Issue 3 2004David A. Brown The present paper examines one set of potential reasons for the paradox as to why so few firms have adopted activity-based costing (ABC) despite the demonstrated benefits of this costing system. A cross-sectional survey of Australian firms is used to examine the influence of seven technological and organizational factors on firms' initial interest in ABC and their decision to adopt it or not. The organizational factors of top management support, the support of an internal champion, and organizational size were shown to be associated with initial interest in ABC. The decision to adopt or reject ABC had one organizational factor associated with it, the support of an internal champion. [source] Comparing senior executive and project manager perceptions of IT project risk: a Chinese Delphi studyINFORMATION SYSTEMS JOURNAL, Issue 4 2010Shan Liu Abstract The success rate for information technology (IT) projects continues to be low. With an increasing number of IT projects in developing countries such as China, it is important to understand the risks they are experiencing on IT projects. To date, there has been little research documenting Asian perceptions of IT project risk. In this research, we examine the risks identified by Chinese senior executives (SEs) and project managers (PMs), and compare these two groups. The importance of top management support in IT projects is well documented. Prior research has shown that from the perspective of IT PMs, lack of support from SEs is the number one risk in IT projects. Surprisingly, senior executives' perceptions towards IT project risk have never been systematically examined. One reason why lack of support from senior executives continues to represent a major risk may be that senior executives themselves do not realize the critical role that they can play in helping to deliver successful projects. In this study, we use the Delphi method to compare the risk perceptions of senior executives and project managers. By comparing risk factors selected by each group, zones of concordance and discordance are identified. In terms of perceived importance ascribed to risk factors, PMs tend to focus on lower-level risks with particular emphasis on risks associated with requirements and user involvement, whereas SEs tend to focus on higher-level risks such as those risks involving politics, organization structure, process, and culture. Finally, approaches for dealing with risk factors that are seen as important by both SEs and PMs are provided. [source] Technological Innovativeness as a Moderator of New Product Design Integration and Top Management SupportTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2000Morgan Swink Many war stories, as well as a number of empirical research studies, point to the value of design integration and top management support in new product development (NPD) efforts, where design integration is conceptualized as the coordination of product and process design activities performed by various organizational groups. However, some emerging evidence suggests that these aspects of program management are not equally valuable in all NPD contexts. Furthermore, the benefits of these approaches may not extend to all dimensions of NPD performance. This article addresses these issues as they relate to technological innovativeness. The author reports the results of a research study designed to (1) assess the direct contributions of design integration and top management support to several dimensions of NPD performance, and (2) identify potential moderating influences of technological innovativeness on these direct effects. A survey of 136 NPD projects drawn from firms representing most of the major U.S. manufacturing industries provides data for the study. The overall goals of the study were to amplify our understanding of management's role in NPD and to further the development of contingency theory explaining new product success. The results indicate that design integration is positively associated with higher design quality in NPD, but it is not significantly linked with better financial performance. In addition, design integration appears to be an important influence on achieving NPD time goals, but only in cases of high technological innovativeness. This result suggests that increased design integration produces its greatest impacts when development processes are full of uncertainty. Top management support is positively associated with better time-based performance, design quality, and financial performance on the whole. However, a significant interaction effect suggests that high levels of top management support are ineffective in securing good financial performance in high technologically innovative environments. Other forces appear to be at work in these circumstances, making top management support less important. The article discusses the implications of these findings for management practice, a contingency-oriented view of NPD processes, and future research. [source] Constraints to organizational change processes regarding the introduction of organic products: case findings from the Swiss food industryBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 2 2001Simone Maier The combination of the power dimension with the cognitive dimension on the basis of Giddens' theory of structuration provides a powerful concept for analysing constraints to organizational change. In the case of the introduction of organic products to Swiss food processing companies, four interacting and mutually re-enforcing factors could be identified to constrain organizational change for a successful introduction of organic products: the organic products' low share of overall turnover (resources), missing top management support (power), missing adjustment of the collaborators' performance assessment criteria (norms) and missing collaborators' acceptance for the organic ideology (interpretative schemes). The strategies to overcome these constraints must be designed carefully according to the specific situation of the organization. Copyright © 2001 John Wiley & Sons, Ltd. and ERP Environment [source] Understanding the role of managerial agency in achieving business benefits from ERP systemsINFORMATION SYSTEMS JOURNAL, Issue 3 2010Lorraine Staehr Abstract Previous enterprise resource planning (ERP) research has identified ,top management support' as an important factor in implementation success. However, most studies are short on the detail of exactly how and why ,top management support' contributes to ERP success. Moreover, although ,improved management decision-making' is often claimed as a business benefit of ERP systems, there is little evidence in previous ERP research of it having actually occurred. This paper examines the role of managerial agency at all levels in four Australian manufacturing organizations in achieving business benefits from ERP systems during the post-implementation period. The research contributes to current understanding of the role of managerial agency in achieving business benefits from ERP systems by providing theoretically based, detailed and interesting insights from four interpretive case studies. [source] | |||||||||||||