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Showing papers in "Global Business and Organizational Excellence in 2016"


Journal ArticleDOI
TL;DR: Oriflame CIS, a regional subsidiary of a Swedish beauty and cosmetics company operating in the countries of the former Soviet Union, generated 43 percent of global sales and 62.2 percent of operating profits for the parent company in 2014 despite the fact that markets in Russia and Ukraine were stagnant or declining.
Abstract: Oriflame CIS, a regional subsidiary of a Swedish beauty and cosmetics company operating in the countries of the former Soviet Union, generated 43 percent of global sales and 62.2 percent of operating profits for the parent company in 2014—despite the fact that markets in Russia and Ukraine were stagnant or declining. Using an attractive remuneration scheme, Oriflame CIS was able to profit from its position as a latecomer to localized manufacturing by attracting managers with experience and skills gained from working with the manufacturing arms of other foreign multinationals in Russia. In addition, the firm was also able to enhance links with customers by localizing the process of designing the company's product catalogs. In significantly expanding its mandate, Oriflame CIS was able to overcome the challenges arising from a volatile market, increase robustness, and remain profitable. © 2016 Wiley Periodicals, Inc.

25 citations


Journal ArticleDOI
TL;DR: In this paper, an analysis of four leading US companies that have set up idea incubators in the Silicon Valley point to eight factors for success in establishing an innovative environment: carefully considering the decision to set up such a center, hiring the right people, designing a framework for effective output, creating a buffer from bureaucratic distractions, securing a leader to champion the effort, focusing on business outcomes, fostering disruptive over incremental innovation, and being patient.
Abstract: Firms around the world are eager to replicate the successes of enterprises that have established innovation labs in California's Silicon Valley. An analysis of four leading US companies that have set up idea incubators in the Valley—Xerox, Apple, Google, and Cisco—point to eight factors for success in establishing an innovative environment: carefully considering the decision to set up such a center, hiring the right people, designing a framework for effective output, creating a buffer from bureaucratic distractions, securing a leader to champion the effort, focusing on business outcomes, fostering disruptive over incremental innovation, and being patient. Regardless of where an innovation hub is established, the key to success lies in hiring creative, intrinsically motivated staff and then giving them the freedom to do what they do best. © 2016 Wiley Periodicals, Inc.

24 citations


Journal ArticleDOI
TL;DR: In this article, the authors proposed a six-stage model to address the shortcomings in the business excellence models that organizational leaders have turned to for guidance, particularly in addressing the challenge of remaining competitive in a fast-changing environment.
Abstract: Business excellence assessments—such as those proposed by the European Foundation for Quality Management and the administrators of the Malcolm Baldrige National Quality Award—have enabled many organizations to identify key areas for improvement, ranging from the role of leadership in developing a service-oriented culture to day-to-day waste reduction. Research over the last 15 years, however, has revealed serious shortcomings in the business excellence models that organizational leaders have turned to for guidance, particularly in addressing the challenge of remaining competitive in a fast-changing environment. The six-stage model proposed here offers a construct to address these gaps and serves as a basis for further inquiry and refinement. © 2015 Wiley Periodicals, Inc.

21 citations


Journal ArticleDOI
TL;DR: In this paper, a study of 438 customer-contact employees in 34 four and five-star hotels in Malaysia used a proposed research model to test the direct relationships of four human resources management practices (service training, service rewards, performance appraisal, and information sharing) with work engagement, as well as examine the mediating role of work engagement in the relationships between the four practices and service-oriented organizational citizenship behavior.
Abstract: Buffeted by fast-changing patterns of demand, the competitive hospitality industry requires a more precise understanding of the drivers of worker engagement that lead to high-quality service and customer satisfaction. To that end, a study of 438 customer-contact employees in 34 four- and five-star hotels in Malaysia used a proposed research model to test the direct relationships of four human resources management practices—service training, service rewards, performance appraisal, and information sharing—with work engagement, as well as to examine the mediating role of work engagement in the relationships between the four practices and service-oriented organizational citizenship behavior. The results showed that training and, in particular, performance appraisal programs elevate service-oriented organizational citizenship behavior through the mediating role of work engagement. Human resource managers in the hotel industry, therefore, can enhance the engagement of—and ultimate service delivery from—their frontline employees by refining their organizations’ training and appraisal policies and practices. © 2016 Wiley Periodicals, Inc.

17 citations


Journal ArticleDOI
TL;DR: In this paper, the authors evaluate the role of environmental uncertainty in the relationship between BSC implementation and performance in small and medium enterprises (SMEs) and point out the value of gathering accurate and timely information about emerging conditions that interact with management systems.
Abstract: Originally developed as a performance measurement instrument, the balanced scorecard (BSC) has been successfully used by leaders in large organizations to implement their strategic initiatives. Very little research, however, has been conducted on the use of the BSC in small and medium enterprises (SMEs). These firms are particularly vulnerable to the external market and often lack the resources that their larger counterparts use to respond to and shape it. Grounded in contingency theory, an evaluation of the moderating role that environmental uncertainty plays in the relationship between BSC implementation and performance in SMEs points to the value of gathering accurate and timely information about emerging conditions that interact with management systems. Such relevant data can help business leaders identify business patterns, reduce uncertainty, guide personnel in recognizing opportunities for achieving scorecard targets, and ultimately align day-to-day processes and strategic efforts with organizational objectives. © 2016 Wiley Periodicals, Inc.

13 citations


Journal ArticleDOI
TL;DR: A survey of 34 five-star properties revealed that although most of the hotels are working toward business excellence, a number of areas still call for improvement, including benchmarking, the evaluation of historical data, and various aspects of human resources management.
Abstract: Economic crisis, technological innovation, and shifting social and cultural norms have changed the level of competition in the tourism industry. In Greece, tourism has a direct impact on the national economy, and hotels are its most prominent industry. The five enablers of quality contained in the European Foundation for Quality Management Excellence Model offer a framework for studying business excellence in the Greek hotel industry. Based on those enablers, a survey of 34 five-star properties reveals that although most of the hotels are working toward business excellence, a number of areas still call for improvement, including benchmarking, the evaluation of historical data, and various aspects of human resources management. © 2016 Wiley Periodicals, Inc.

12 citations


Journal ArticleDOI
TL;DR: A reliable tool for providing constructive feedback, the 360 assessment is widely used across multiple disciplines, countries, cultures, and industries as discussed by the authors, and is particularly effective in honing crucial skill sets among both seasoned professionals and new entrants to the workforce.
Abstract: A reliable tool for providing constructive feedback, the 360 assessment is widely used across multiple disciplines, countries, cultures, and industries. Although the basics of the 360 assessment process remain unchanged, its purpose and interpretations are evolving with the times. The ongoing focus on the importance of emotional intelligence and conflict management skills in business has shed light on the value of the 360 in appraising an individual's abilities in those areas. Identifying strengths and opportunities for improvement through input from a variety of stakeholders can spur career development and, when combined with post-evaluation simulation exercises, be particularly effective in honing crucial skill sets among both seasoned professionals and new entrants to the workforce. © 2016 Wiley Periodicals, Inc.

8 citations


Journal ArticleDOI
TL;DR: In this paper, the authors explored the moderating effects of personality traits and organizational identification on the turnover intention of inbound and outbound agents in a Canadian call center and found that the level of organizational identification among inbound agents is lower than it is among outbound employees.
Abstract: To contribute to the management of blended call centers, researchers explored the moderating effects of personality traits and organizational identification on the turnover intention of inbound and outbound agents in a Canadian call center. The results reveal that the level of organizational identification among inbound agents is lower than it is among outbound agents. Contrary to previous research, however, turnover intention among inbound employees was found to be lower than that among outbound employees. The results also illustrate that openness to experience, which serves to reduce turnover intention, is a trait common to both types of call center agents. The finding that two personality traits—conscientiousness and emotional stability—have a positive impact on organizational identification for both inbound and outbound call center agents can be used to improve recruitment selection processes at call centers of all types.

8 citations


Journal ArticleDOI
TL;DR: The role of corporate social entrepreneurs in accelerating corporate social responsibility (CSR) efforts has been explored in this paper, where the authors define a model encompassing the dimensions of motive, opportunity realization, and resource cooptation.
Abstract: Over the past two decades, enterprises of all stripes have come to view corporate social responsibility (CSR) initiatives as a source of competitive advantage rather as a drain on financial resources. Against this background, research attention has increasingly been paid to the role of corporate social entrepreneurs in accelerating CSR efforts. Acting as social entrepreneurs in for-profit organizations, corporate social entrepreneurs are at the forefront of some of the most effective CSR efforts around the world. An evaluation of various ways of engaging in social undertakings leads to a precise definition of corporate social entrepreneurs and a model encompassing the dimensions of motive, opportunity realization, and resource cooptation. Further exploration reveals the environmental factors both within and outside corporations that can promote a new approach to achieving organizational goals: expanding the role of businesses in securing the well-being of the communities in which they operate. © 2015 Wiley Periodicals, Inc.

8 citations


Journal ArticleDOI
TL;DR: In this paper, the principles of reciprocity, the halo effect, and costly signaling, as well as the potential value in retooling traditional cause-related marketing efforts, ultimately may lead practitioners to more effectively develop, deploy, and communicate their firm's CSR strategies.
Abstract: How can organizational leaders deliver a credible corporate social responsibility (CSR) message to an increasingly distrustful and skeptical audience of internal and external stakeholders? The answer may lie in the field of psychology. Consideration of the principles of reciprocity, the halo effect, and costly signaling, as well as the potential value in retooling traditional cause-related marketing efforts, ultimately may lead practitioners to more effectively develop, deploy, and communicate their firm's CSR strategies. © 2016 Wiley Periodicals, Inc.

6 citations


Journal ArticleDOI
TL;DR: In this paper, a French company that specializes in the distribution of legal announcements and local economic news managed to use IT to not only reinvent its business model but also transform the rules of competition in its sector.
Abstract: For a variety of reasons, strategic innovation in a microfirm's business model can be particularly challenging. One French company that specializes in the distribution of legal announcements and local economic news managed to use IT to not only reinvent its business model but also transform the rules of competition in its sector. Its experiences highlight the particular difficulties that small firms encounter when introducing new technology and the importance of training and creative alliances to ease both internal and external resistance to change. \textcopyright 2016 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: In this article, an investigation of informal firms engaged in the cutting and polishing of diamonds in Surat, India, the world's hub of diamond manufacturing, reveals that in the absence of well-defined strategies, structures, and processes, the intangible aspect of organizing, specifically, organizational culture,governs business practices.
Abstract: As informal firms in emerging markets are expanding their role in global supply chains, managers of formal multinational organizations are increasingly relying on their services. Yet, little is known about the organizational aspects of enterprises in the informal sector. An investigation of informal firms engaged in the cutting and polishing of diamonds (CPD) in Surat, India, the world's hub of diamond manufacturing, reveals that in the absence of well-defined strategies, structures, and processes, the intangible aspect of organizing—specifically, organizational culture—governs business practices. Despite the strong clan-like orientation of these firms and a culture focused on loyalty, trust, team work, and consensus, the study found evidence of hierarchical characteristics and market-driven leadership. Coupled with insightful observations of the overall Indian CPD sector, these findings can help guide managers in planning strategies for effective partnerships with informal firms, regardless of their industry. © 2016 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: Abbott Diagnostics Longford, a healthcare manufacturing facility in Ireland, used its parent organization's well-established resources, created a customer-focused culture of system-wide empowerment in which employees at all levels would be comfortable with change, applied numerous lean Six Sigma techniques to enhance its processes, and linked its core competencies to the Shingo principles of operational excellence.
Abstract: To improve the efficiency and quality of its operations, Abbott Diagnostics Longford, a healthcare manufacturing facility in Ireland, used its parent organization's well-established resources, created a customer-focused culture of system-wide empowerment in which employees at all levels would be comfortable with change, applied numerous lean Six Sigma techniques to enhance its processes, and linked its core competencies to the Shingo principles of operational excellence. As a result, the facility dramatically cut costs, lead times, nonconformance rates, inventory, energy costs, and waste while improving output and employee development and morale. In 2015, Longford earned the Shingo Prize for its accomplishments. Management expects to continue to use the site's lean management systems and culture of employee empowerment to continue to drive the behaviors and processes consistent with ensuring world-class performance.

Journal ArticleDOI
TL;DR: In this paper, the Bosch Group's investment in the Chinese automobile aftermarket highlights the impact of four principal external factors (i.e., industry, technology, institutions, and market) on business model innovation.
Abstract: Adapting existing business models for use in developing economies poses particular challenges for established firms. Yet, few studies have separated stable internal factors from the novel external factors that drive change in the existing business model. The Bosch Group's investment in the Chinese automobile aftermarket highlights the impact of four principal external factors—industry, technology, institutions, and market—on business model innovation. A proposed framework comprising these factors offers managers who are charged with expanding into a developing economy guidance in modifying an existing business model to suit local conditions. By so doing, they will be better equipped to ensure the attainment of organizational objectives in their new setting. © 2016 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: In this paper, a shift in strategy that focused on cultural change from the top down to bolster the link between employee engagement and customer centricity at DHL Freight was presented.
Abstract: Organizational leaders have long realized the importance of fostering customer loyalty to ensure profitability and growth. To improve consumers’ experiences, they have traditionally captured and analyzed the voice of the customer and additional insights within their organization. Such customer experience management efforts tend to stall, however, when employees are not able or willing to act on the information that has been collected. At DHL Freight, collaboration with Gallup, Inc., led to a shift in strategy that focused on cultural change from the top down to bolster the link between employee engagement and customer centricity. The results of this effort not only accelerated implementation of the company's customer experience management program but also identified practical measures for fostering a customer-centric outlook and complementary behavior throughout the organization. © 2016 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: The socioeconomic approach to management (SEAM) as mentioned in this paper has been used in the management of Brioche Pasquier Group for more than three decades and has been shown to support the emergence of an agile organization.
Abstract: Seeking to grow its business while managing the risks of expansion, preserving a family business culture, and ensuring effective succession planning, the French baking firm of Brioche Pasquier Group in 1984 turned to consultants from the Institute for Socio-Economic Organization Research for assistance. Together, they implemented the socioeconomic approach to management (SEAM) to strengthen the firm's core planning, operational, and human resource structures; increase efficiency and convert hidden costs into value-added activities; reorganize production processes; streamline delivery; better connect with customers; and improve teamwork. Over time, the SEAM methodology supported the emergence of an agile organization. The practices put into place have helped the company adapt to the challenges in its industry for more than three decades. © 2016 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: Tchibo, Germany's leading coffee retailer, has created a hybrid commission-agent model of franchising, whereby the franchisee contributes a small investment but does not pay any start-up costs and receives a minimum salary plus a commission on sales.
Abstract: Hailed as one of the most successful business models for expansion in the Western world, franchising enables the owner of a brand (the franchiser) to overcome scarce resources and the problems of delegated responsibility by making the franchisee a residual claimant on profits. Tchibo, Germany's leading coffee retailer, has created a hybrid commission-agent model of franchising, whereby the franchisee contributes a small investment but does not pay any start-up costs and receives a minimum salary plus a commission on sales. A look at the history and development of Tchibo's hybrid franchising model and its internationalization strategies suggests lessons for other organizations seeking to expand their operations into rural and global markets. © 2015 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: In this article, an examination of the historic role of serious games in human resource management and the differences between serious games and other forms of professional development leads to the formation of a system for classifying serious games.
Abstract: Businesses around the world use serious games to make training more compelling and effective. An examination of the historic role of serious games in human resource management and the differences between serious games and other forms of professional development leads to the formation of a system for classifying serious games. Coupled with the experiences revealed in a study of 43 leading French firms that employ serious games to manage various aspects of HR, the typology can help managers, regardless of location and industry, choose or create the most effective serious games to attract, select, train, integrate, and retain today's top talent. © 2016 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: In the accounting profession, women hold more than three-quarters of the top ranks of CPA firms as mentioned in this paper, while men hold only one-third of the positions in CPA organizations.
Abstract: Ripe with opportunities for growth, the accounting profession is struggling to identify leaders to fill the shoes of its retiring baby boomers. Although more diverse organizations typically outperform their peers and certified public accounting (CPA) firms hire approximately equal numbers of men and women, men hold more than three-quarters of these firms’ leadership positions. Achieving gender equity in the profession's top ranks is challenging, particularly since organizational leaders tend to groom individuals who mirror themselves. CPA firms that utilize a conscious strategy to retain and develop female professionals, however, are beginning to balance the numbers. Their experiences offer valuable lessons for leaders of any organization striving for sustainable succession planning. © 2016 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the determinants of disaster news coverage and found that by considering the characteristics of the disaster, economic and technical factors, and the initial level of coverage, disaster managers can predict newsworthiness, the points of maximum demand for information and the most stressful time in terms of media attention, which can help those charged with disseminating information on disasters and relief efforts to communicate in a manner that best addresses the needs of the public and the organization they serve.
Abstract: When a disaster strikes, various organizations, including any affected enterprises and news agencies that cover the event, need to respond quickly. The key to an effective response is a consistent supply of authoritative information at the appropriate time. Using data from 159 disasters that occurred in China between 2003 and 2011, this study investigates the determinants of disaster news coverage. It is found that by considering the characteristics of the disaster, economic and technical factors, and the initial level of coverage, disaster managers can predict newsworthiness, the points of maximum demand for information, and the most stressful time in terms of media attention. All these factors can help those charged with disseminating information on disasters and relief efforts to communicate in a manner that best addresses the needs of the public and the organization they serve. © 2016 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: Pfizer's experience highlights some of the problems that can arise in even the best-considered consolidations in the ever-changing pharmaceutical industry as discussed by the authors, highlighting the need for companies to be extremely careful with their corporate inversion strategy.
Abstract: Although carefully planned and negotiated to reduce the company's corporate tax rate and further its expansion into global markets, Pfizer's high-profile plan for a $100 billion merger with UK-based AstraZeneca in 2014 never took place. The proposed arrangement was based on a corporate inversion, whereby the headquarters of the American pharmaceutical giant would be moved from New York to London. A subsequent attempt at merger with Allergan of Ireland also never materialized. Both proposals were strongly criticized by the US Government, local communities, and various stakeholders, leading Pfizer to withdraw its plans and remain in the United States. The company's experience highlights some of the problems that can arise in even the best-considered consolidations in the ever-changing pharmaceutical industry.

Journal ArticleDOI
TL;DR: In this paper, a case study of a manufacturing company reveals the value of developing a strategic planning process focused on data collection and targeted analysis, where the organization's leaders developed a multi-year strategic plan that included a comprehensive analysis of the firm's industry, market, and competitors; identification, prioritization, and selection of growth platforms; and detailed action plans for executing the strategic plan.
Abstract: Although often confused with each other, financial forecasting and strategic planning significantly differ. A case study of a manufacturing company reveals the value of developing a strategic planning process focused on data collection and targeted analysis. With the guidance of consultants, the organization's leaders developed a multiyear strategic plan that included a comprehensive analysis of the firm's industry, market, and competitors; identification, prioritization, and selection of growth platforms; and detailed action plans for executing the strategic plan. Using a fast-cycle approach, they were able to not only design a strategic planning process, but also develop and begin implementing a new strategic plan in only four months. As a result of their efforts, the company is well positioned for competitive differentiation and rapid growth. © 2015 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: In this paper, a study of 22 Moroccan companies during the first half of 2012 sheds light on the internationalization process of SMEs in that region and developed a causal model that incorporates various trans-Mediterranean factors, such as trade networks, that affect internationalization.
Abstract: The economies of the Maghreb, an area comprising Morocco, Algeria, and Tunisia, are dominated by small and medium-size enterprises (SMEs), have strong investment potential, and are underexploited. Yet few studies have examined the effect of internationalization on SMEs in this region. Taking into account the influence of economic liberalization and the development of the private sector in the southern Mediterranean, a study of 22 Moroccan companies during the first half of 2012 sheds light on the internationalization process of SMEs in that region. The data that were compiled led to the development of a causal model that incorporates various trans-Mediterranean factors, such as trade networks, that affect internationalization. This model can help business leaders refine their understanding of SMEs in the region and underscores the diversity of the paths to internationalization. © 2016 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: In this article, an attempt to address an ongoing talent retention crisis at a large service firm uncovered the root cause of staff members' discontent: employees working in the field felt disconnected from the organization's sense of purpose and community.
Abstract: An attempt to address an ongoing talent retention crisis at a large service firm uncovered the root cause of staff members’ discontent: Employees working in the field felt disconnected from the organization's sense of purpose and community. To address that concern, management enlisted IT consultants to improve communications throughout the enterprise. Both the consultants and company managers soon realized, however, that the mere introduction of a new system did not guarantee its widespread acceptance—particularly when employees were gaming the system for fear of being negatively affected by it. Careful mapping of the cause-and-effect relationships that led to employees’ overt and covert resistance to the initiative was instrumental in gaining the support needed to help management achieve its goals. © 2015 Wiley Periodicals, Inc.



Journal ArticleDOI
TL;DR: In this article, a model of corporate emotional intelligence and assessed its influence on innovation in 65 companies in China, ranging from startups to multinationals, and found that the surveyed firms struggle with the unstructured aspects of innovation.
Abstract: Inspired by Daniel Goleman's work on emotional intelligence in individuals, research was conducted to determine whether and how his theories might be applied to organizations. Motivated by an ongoing campaign in China to promote innovation, the researcher created a model of corporate emotional intelligence and assessed its influence on innovation in 65 companies in China, ranging from startups to multinationals. Designed to show how this model could be used to interpret companies’ innovation capabilities, the study found that the surveyed firms struggle with the unstructured aspects of innovation. The model presented here can be used to obtain insights into the strengths and weaknesses of organizations of all sizes in any country.


Journal ArticleDOI
TL;DR: For example, the authors pointed out that what the leaders of a particular firm assume to be beneficial to society may not necessarily be perceived as such by their current and potential customers, who are likely to espouse different norms, values, and beliefs.
Abstract: Though widely considered to be a force for good, corporate social responsibility (CSR) programs can spark negative fallout. What the leaders of a particular firm assume to be beneficial to society may not necessarily be perceived as such by their current and potential customers. In today's globalized market, consumers from varied cultural backgrounds are likely to espouse different norms, values, and beliefs, which will certainly influence their response to CSR programs. To ensure that social responsibility programs further organizational objectives without alienating customers, the leaders of profit-making entities working in multicultural environments must learn to distinguish between the normative and instrumental grounds for CSR initiatives, factor in the cultural concerns of their stakeholders, and strategically assess the legitimacy of their CSR efforts early in the design and implementation stages. © 2016 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: The authors surveyed top managers at a leading Indian manufacturing firm to determine how strongly the company culture manifested these seven dominant characteristics: innovation and risk taking, attention to detail, people orientation, team orientation, stability and security, aggressiveness, and outcome orientation.
Abstract: Composed of values, beliefs, norms, language, symbols, and habits, an organization's culture is the systematic way that employees, leaders, and work groups behave and interact with each other. Researchers surveyed top managers at a leading Indian manufacturing firm to determine how strongly the company culture manifested these seven dominant characteristics: innovation and risk taking, attention to detail, people orientation, team orientation, stability and security, aggressiveness, and outcome orientation. They also polled respondents on the organization's subcultures. The results revealed a people-, detail-, and outcome-oriented company that values stability and security over innovation and risk taking and that fosters employee engagement in the form of democratic decision making and teamwork. © 2016 Wiley Periodicals, Inc.