Showing papers by "Chris W. Clegg published in 2007"

A circular and dynamic model of the process of job design.

Abstract: We present a model of the process of job design that attempts to develop theory in five ways. First, critical variables in the model include performance, perceived competence, trust, knowledge and self-efficacy. Second, job design is proposed to be a dynamic and circular process, with the variables acting as both predictors and outcomes. Third, the process is seen, at least in part, as a social one, involving job-holders, supervisors and peers. Fourth, we identify some of the contingencies affecting the model. Finally, we specify the causal ordering of events and speculate on the nature of the time lags involved in the process. We make a number of model-based predictions and consider the implications of the model for theory, research and practice.

Sharing knowledge: contextualising socio‐technical thinking and practice

Abstract: Purpose – The purpose of this research is to present the empirical findings from a case study in knowledge sharing with the aim of understanding knowledge sharing in a strategic context through a socio‐technical approach. Design/methodology/approach – Knowledge sharing facilitators and barriers were examined in a UK owned multinational engineering organisation. A total of 20 semi‐structured interviews were conducted and analysed using a combination of matrix and template analysis. Findings – The paper highlights leadership, organisational, and individual factors that are perceived to impact knowledge sharing. Furthermore, three sub‐factors: trust, individual motivation and geographical location, are discussed as double‐edged factors, i.e. their impact on knowledge sharing is complex in that they may act as both barriers and enablers. Research limitations/implications – The main limitation of this study is that it is conducted in a single organisational context. A second case study is currently being analysed to explore knowledge sharing in a different context within the same organisation. Practical implications – A balanced approach to knowledge management practices is emphasised where both technical and social aspects are taken into account. Originality/value – This paper provides important contributions. First, it emphasises the impact of strategic change on knowledge sharing as one aspect of the organisational knowledge management. Second, it frames knowledge sharing within a socio‐technical approach. Third, it provides us with empirical evidence through our use of case study in an organisational setting.

The Biggest Computer Programme in the World…Ever!’: Time for a Change in Mindset?:

Abstract: In this paper we offer a critique of ‘The National Programme for Information Technology’ (NPfIT) currently being undertaken in the National Health Service (NHS) in the UK. We begin by offering a brief introduction to the project. Next, we review the lessons learned from a wide range of experience with IT and business change projects and comment on why changes in the NHS are likely to be harder than in most other organizations. We then elaborate the implications of these ideas and identify potential areas for change, with particular focus on the current guiding mindset that this project is about the provision of a technical infrastructure. We argue that this is, thus far, a technology project and question whether the current strategy is the most appropriate way forward to achieve service improvements. We suggest changes in the underlying mindset, along with the leadership, ownership, metrics and labelling of the project.

Forecasting future competency requirements: a three‐phase methodology

Abstract: Purpose – The purpose of this paper is to introduce an integrated three‐phase methodology for forecasting future competency requirements more effectively than existing methods.Design/methodology/approach – The methodology is demonstrated with reference to empirical research conducted by the authors. The methodology consists of three phases: phase 1 – preliminary interviews, phase 2 – questionnaire, and phase 3 – critical incident technique interviews. Outputs from phases 1 and 2 are used to generate a framework through which to elicit future competency requirements during phase 3.Findings – The empirical findings, although included, are incidental to the current paper; they serve solely to illustrate the methodology. As such, the development and demonstration of this methodology are the main “findings” of the paper.Research limitations/implications – Methodologies for forecasting future competency requirements should adopt structured integrated approaches to improve predictive accuracy.Practical implicati...

Using intelligent agents to understand management practices and retail productivity

Abstract: Intelligent agents offer a new and exciting way of understanding the world of work. In this paper we apply agent- based modeling and simulation to investigate a set of problems in a retail context. Specifically, we are working to understand the relationship between human resource management practices and retail productivity. Despite the fact we are working within a relatively novel and complex domain, it is clear that intelligent agents could offer potential for fostering sustainable organizational capabilities in the future. The project is still at an early stage. So far we have conducted a case study in a UK department store to collect data and capture impressions about operations and actors within departments. Furthermore, based on our case study we have built and tested our first version of a retail branch simulator which we will present in this paper.

A multi-agent simulation of retail management practices

Abstract: We apply Agent-Based Modeling and Simulation (ABMS) to investigate a set of problems in a retail context. Specifically, we are working to understand the relationship between human resource management practices and retail productivity. Despite the fact we are working within a relatively novel and complex domain, it is clear that intelligent agents do offer potential for developing organizational capabilities in the future. Our multi-disciplinary research team has worked with a UK department store to collect data and capture perceptions about operations from actors within departments. Based on this case study work, we have built a simulator that we present in this paper. We then use the simulator to gather empirical evidence regarding two specific management practices: empowerment and employee development.

A Multi-Agent Simulation of Retail Management Practices

Abstract: We apply Agent-Based Modeling and Simulation (ABMS) to investigate a set of problems in a retail context. Specifically, we are working to understand the relationship between human resource management practices and retail productivity. Despite the fact we are working within a relatively novel and complex domain, it is clear that intelligent agents do offer potential for developing organizational capabilities in the future. Our multidisciplinary research team has worked with a UK department store to collect data and capture perceptions about operations from actors within departments. Based on this case study work, we have built a simulator that we present in this paper. We then use the simulator to gather empirical evidence regarding two specific management practices: empowerment and employee development.

Using Intelligent Agents to Understand Management Practices and Retail

Abstract: Intelligent agents offer a new and exciting way of understanding the world of work. In this paper we apply agentbased modeling and simulation to investigate a set of problems in a retail context. Specifically, we are working to understand the relationship between human resource management practices and retail productivity. Despite the fact we are working within a relatively novel and complex domain, it is clear that intelligent agents could offer potential for fostering sustainable organizational capabilities in the future. The project is still at an early stage. So far we have conducted a case study in a UK department store to collect data and capture impressions about operations and actors within departments. Furthermore, based on our case study we have built and tested our first version of a retail branch simulator which we will present in this paper.

Understanding Retail Productivity by Simulating Management Practises

Abstract: Intelligent agents offer a new and exciting way of understanding the world of work. In this paper we apply agent-based modeling and simulation to investigate a set of problems in a retail context. Specifically, we are working to understand the relationship between human resource management practices and retail productivity. Despite the fact we are working within a relatively novel and complex domain, it is clear that intelligent agents could offer potential for fostering sustainable organizational capabilities in the future. Our research so far has led us to conduct case study work with a top ten UK retailer, collecting data in four departments in two stores. Based on our case study data we have built and tested a first version of a department store simulator. In this paper we will report on the current development of our simulator which includes new features concerning more realistic data on the pattern of footfall during the day and the week, a more differentiated view of customers, and the evolution of customers over time. This allows us to investigate more complex scenarios and to analyze the impact of various management practices.