Other affiliations: Manchester Metropolitan University
Bio: Roula Michaelides is an academic researcher from University of Liverpool. The author has contributed to research in topics: The Internet & Innovation management. The author has an hindex of 9, co-authored 32 publications receiving 329 citations. Previous affiliations of Roula Michaelides include Manchester Metropolitan University.
TL;DR: This is an assessment of the technology acceptance model (TAM) through action research, a practical implementation based upon understandings developed in the TAM, useful for those looking at the practical implementation of mobile technologies in an operations environment.
Abstract: Purpose – To provide a case study in the implementation of mobile technologies in an operations management environment, and viewed through a model for technology acceptance.Design/methodology/approach – This is an assessment of the technology acceptance model (TAM) through action research, a practical implementation based upon understandings developed in the TAM.Findings – Provides fresh data to further develop the TAM, shedding light on some of the factors expounded within TAM, and their relationships.Research limitations/implications – This is not the empirical research required to fully validate the TAM, but is useful in terms of investigating its various features within a detailed case study. It is also useful in terms of the project management implications for the implementation of new technologies.Practical implications – Useful for those looking at the practical implementation of mobile technologies in an operations environment, and highlights the role of technology acceptance in the project manage...
TL;DR: This paper analyses the applicability and opportunities that emerging participation-based internet technologies (Web 2.0) afford to digitally clustered companies and discusses the operational aspects of digital clustering with a unique focus on e-clustered procurement.
Abstract: This paper analyses the applicability and opportunities that emerging participation-based internet technologies (Web 2.0) afford to digitally clustered companies. In particular, it discusses the operational aspects of digital clustering with a unique focus on e-clustered procurement. It is based on the case study of an e-cluster in the UK food industry. The study indicated that Web 2.0 technologies can facilitate participation and enhance connectivity within in digitally enabled business clusters. It also indicated that significant e-procurement gains can be made by some e-cluster members, although issues relating to critical mass of membership, cultural inhibitors and selection of suitable products and services for e-procurement need to be addressed.
TL;DR: In this article, the authors examine how small and medium enterprises (SMEs) display a difficulty in partnering and collaborating in global networks, especially since their technological infrastructure may be lacking.
Abstract: Global patterns of industrial production have resulted in relocation of industrial operations groups in an effort to create new markets for mass and customised mass production. The collaborative effort between these dispersed teams increases the likelihood of combining ideas and knowledge in novel ways. Internet technologies enable these virtual collaboration networks to seamlessly engage in discussions that demonstrate a richness of perspectives when it comes to problem-solving and innovative idea-exchange. Indeed, knowledge creation and harnessing collective knowledge are salient features of collaborative networks (CNs) and this is witnessed by a new interest in these entities. However, small and medium enterprises (SMEs) display a difficulty in partnering and collaborating in global networks, especially since their technological infrastructure may be lacking. Given the widespread adoption of collaborative technologies in social contexts, this research seeks to examine how such informal interactions are...
TL;DR: In this article, the authors adopt the resource-based view (RBV) as a lens to explore the extent to which NHS resources support the strategic adoption of value-based approaches.
Abstract: Procurement in the UKs National Health Service (NHS) is facing its most significant financial challenge Despite the sheer scale and complexities of the public healthcare sector, the Government's solutions are all too often packaged as "collaborate more", "standardise products" and "leverage spend" Unfortunately, these over simplistic solutions take a myopic view of market drivers, conflate spend with potential savings and fail to deliver value Many contracts have already been commercially optimised yet the funding crisis continues to deepen New value-based procurement approaches are needed to drive longer-term innovation and cost reduction and to move debates from efficiencies to embrace effectiveness in integrated supply chains In this research, we adopt the resource-based view (RBV) as a lens to explore the extent to which NHS resources support the strategic adoption of value-based approaches An empirical case study on a regional cluster of six NHS Trusts in England, confirms the dominance of narrow price-based approaches that create barriers to moving towards longer-term, valuebased procurement The antecedent roots of price-based approaches are unpicked through a hermeneutic analysis of recent Government commissioned reports to show how these have set the tone, culture and priorities for healthcare procurement in the UK The analysis provides explanatory power to the case study by illustrating how Government reports have led to, and legitimised the dominance of price-based approaches and caused relational and resource-based barriers to adopting value-based procurement, despite stakeholder enthusiasm The findings provide unique insights into why public procurement has struggled to reach beyond its traditional cost orientated scope We contribute to an extended consideration of the RBV in public organisations through identifying the role of the policy environment in determining and legitimatising an organisation's strategic direction
TL;DR: In this paper, the authors develop an evaluation paradigm and employ it to examine how such interaction is facilitated through the medium of Web 2.0 technologies, and further the understanding of collaborative technologies by examining the impact of Web2.0 technol...
Abstract: In times of rapid economic change, the decrease in knowledge value becomes inversely proportional to its speed of obsolescence, with successful organisations seeking to connect more rapidly and more effectively with others in the creation of new knowledge. The past decade has seen a growing interest in communities of practice as a method for transferring and generating knowledge within product development, rooted as they are in the nature of knowledge creation as a socially embedded process. Given the widespread adoption of collaborative technologies as facilitative platforms for innovation in the interactions of contemporary communities of practice, the objective of this research is to develop an evaluation paradigm and employ it to examine how such interaction is facilitated through the medium of Web 2.0 technologies. The contribution of this research to theory and innovation technology practice will be to further the understanding of collaborative technologies by examining the impact of Web 2.0 technol...
01 Jan 2008
TL;DR: Nonaka and Takeuchi as discussed by the authors argue that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy.
Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.
01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
01 Jan 1998
TL;DR: Tushman and O'Reilly as discussed by the authors define ambidextrous organizations as those having internally consistent structures and an internal operating culture that provides for excelling today, while also planning for the future.
Abstract: Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal Tushman, Michael L. and O'Reilly, Charles A., 256 pp., Cambridge, MA: Harvard Business School Press, 1997. Reviewed by Subodh P. Kulkarni, Assistant Professor in School of Business at Howard University, Washington, D.C. Professors Tushman and O'Reilly are well known for their research on innovation and organizational culture. In this book, the authors address a fundamental and interesting issue underlying organizational change and innovation: that of how firms can achieve a balance between stability and change. Businesses are not likely to prosper or survive in the long run without this balance. One of the book's key premises is that short-term success may constrain a firm's ability to change. Short term successes often occur in larger, older, more structured organizations, the source of structural and cultural inertia, which yields success in stable environments and failure when environments change. Therefore, a company's culture holds the key to success (or failure) in the long run. To create and sustain a competitive edge in the long run, companies must learn how to manage incremental and revolutionary change. The key, according to the authors, is to develop an "ambidextrous organization." Tushman and O'Reilly define ambidextrous organizations as those having internally consistent structures and an internal operating culture that provides for excelling today, while also planning for the future. The ambidextrous organizations are, thus, engaged in a balancing act between the management of incremental and revolutionary technologies. Further, these organizations have very different cultures within a company (or even a business unit, for that matter). Vision is vital to ambidextrous organizations, often displaying one vision that hosts multiple cultures in the unit. Of course, a firm can have multiple cultures under one roof by spinning off different business units and managing them independently. This is unacceptable to the authors. It is important to manage them as a whole, or as a system. The thing that holds the system components together is the overarching vision for the technology firm. That is why the book emphasizes strategic intent or competitive vision; because without a common, overarching purpose and set of values, the ambidextrous company just does not hold together. So it is not only different cultures, but different structures, systems, rewards, and competencies that need to be managed together. Drawing on their extensive research, consulting practice, as well as the experiences of managers from several "ambidextrous companies," the authors develop a model that can be used by executives to understand the dynamics of change necessary for long-term success. Toward this end, the book provides several tools for identifying and diagnosing the causes of performance gaps and for developing action plans to attain, and maintain, industry leadership. The book is divided into nine chapters. Chapter 1 is introductory, and it outlines the concepts underlying the authors' model. Chapter 2 highlights the significance of the concepts introduced earlier in the context of global change and innovation. Chapters 3 through 6 focus on the building of capabilities, competencies, and cultures that can generate a sustainable competitive advantage. Chapter 4 develops a model that highlights the congruence among an organization's strategies and four distinct factors: critical tasks, culture, structure, and people. A lack of congruence often results in performance gaps. Chapter 5 outlines how organizational culture-the selecting, socializing, and rewarding of workers consistent with the company's goals-promotes this congruence. It also illustrates how to assesses an organization's culture. Chapters 7 and 8 stand out in particular because in these chapters the authors introduce techniques for building an ambidextrous organization. …
25 Jun 1984
TL;DR: A study of teams: How it all started The Apollo Syndrome Teams Containing Similar Personalities Identifying further team roles Team Leadership The Missing Team Roles Developing an inventory Unsuccessful teams Winning teams Ideal team size Features of good members of a team Teams in Public Affairs How Belbin reports developed Case Studies in Using Belbin this article.
Abstract: A Study of Teams: How It All Began The Apollo Syndrome Teams Containing Similar Personalities Identifying further Team Roles Team Leadership The Missing Team Roles Developing an inventory Unsuccessful teams Winning teams Ideal team size Features of good members of a team Teams in Public Affairs How Belbin reports developed Case Studies in Using Belbin