bluuebunny/crossref_metadata_2025 huggingface dataset:
CRM and customer service: strategic asset or corporate overhead?
Authors: Smith Alan
Published: January 2007

Purpose

To provide practitioners of management a sense of the importance of strategically leveraging the customer relationship management (CRM), which has been growing since the mid‐1990s. Many industries were experiencing increased demand from their customers for higher quality and easier access to service. Corporations and top managers started to rethink their traditional ways of providing service. Customer relationships started to become a strategic asset among corporations.

Design/methodology/approach

A review of the applied literature on practices for improving customer relationships include analyzing the customer, being proactive to their needs, segmenting customers by group and empowering employees to improve the customer experience.

Findings

Once the need and importance surfaced, tools such as technology to provide customers and employees faster and more useful information surfaced. Once a CRM strategy and technology for customer service was in place, it became vital to develop processes for measuring and monitoring performance. Metrics created to measure customer retention; acquisition and market share have been implemented and used as a key management tool.

Practical implications

This paper describes how strengthening customer relationships have been moved to the top of the corporate priority list and cites examples of how the technology can improve CRM strategies.

Originality/value

Going forth with understanding the customer by segment and implementing CRM processes and applying software tools. Continually monitoring of customer satisfaction and behavior and measuring successes with benchmarking and more will make sure the processes continue to evolve in the best method.
Twelve steps to CRM without eating an elephant
Authors: Lipka Stephen E.
Published: January 2007

Purpose

Implementing customer Relationship Management systems and processes can be a daunting task, particularly when it is viewed as an all‐or‐nothing proposition. There is, in fact, an implementation path that allows for stepwise deployment, with incremental investment and incremental returned value. This paper explores the capabilities to deploy, the interdependencies among them, and the order in which to deploy them.

Design/methodology/approach

The incremental capabilities and their relationships derive from the author’s experience in process and engineering and in deployment of CRM systems and processes.

Findings

A 12‐step process emerges from this mindset and experience. The first four steps describe foundation capabilities and activities, without which no CRM effort can succeed. The next four organize basic CRM activities surrounding knowing your customers, managing your channels, and managing your process. The last four describe advanced ways of thinking about the value propositions from the customer view, measuring accordingly, and continuous improvement.

Practical implications

From a practical perspective, this approach offers organizations a method of deploying CRM so that investment can be incremental and value can be returned at every step. Deploying organizations will find that they gain confidence in the value of CRM without a large up‐front investment.

Originality/value

For organizations new to CRM, this paper offers a roadmap for deployment, a rational approach to getting started, and a basis for choosing the scope of a first deployment. For organizations already applying CRM processes and using CRM systems, this paper offers a basis for understanding deficiencies in your CRM practices and system, and it also offers suggestions on how to improve the value of CRM.
Relationship marketing: why bother?
Authors: Harwood Tracy G. , Garry Tony
Published: January 2007

Purpose

This paper provides a general review of relationship marketing, its application to a business‐to‐business context and examines reasons for its failure.

Design/methodology/approach

Reporting on the literature and two separate research investigations undertaken by the authors, research suggests there are few companies that succeed in developing relationship‐marketing programs that produce significant benefits to both parties. Discussion of theoretical aspects on relationship marketing is followed by examination of evidence from research.

Findings

A series of potential failure points are identified and commented on in relation to the authors own research findings. This includes an analysis of how successful face‐to‐face interactions can be used to build relationships.

Originality/value

This article synthesizes and critically evaluates the role of relationship marketing in business and poses the key question on partnership development that many business managers are struggling with today: why bother? Throughout, the authors have made suggestions for relationship marketing managers on how relationship performance may be improved at strategic management and operational levels.
Ulcer‐free product development
Authors: Mockus Darrell
Published: January 2007

Purpose

To help people who are responsible for product management to avoid risks that often derail a product. Increase the success of a product by making better decisions.

Design/methodology/approach

Critical decisions of product development are outlined and solutions are given in the form of examples taken by other organizations.

Findings

Decisions made early with more information led to cost savings, higher return and lower occurrences of product failures. Risk can be significantly lowered while gains increased.

Practical implications

Product development strategy and management courses may need to incorporate CI as an integral part of their educational studies.

Originality/value

A greater awareness of the critical decisions points in the product development process forces the need for greater competitive intelligence needs. Useful for strategic product managers, executives overseeing product management and product development managers.
The role of marketing intelligence officers in strategy formulation and implementation
Authors: Trim Peter R.J. , Lee Yang‐Im
Published: January 2007

Purpose

This article highlights the role that marketing intelligence officers need to fulfill if they are to assist marketing strategists in a broad range of duties. The marketing literature incorporates several bodies of knowledge, and reference is made to corporate security and the work of organized criminal syndicates. The topics covered will be relevant to both academic researchers and practising managers.

Design/methodology/approach

The work is based on a review of a wide literature and various established and futuristic concerns have been highlighted. The paper can be viewed as a critical appreciation.

Findings

Marketing intelligence officers need to be given a wider role in order that they engage more fully in the analysis and interpretation of data and information. Marketing intelligence officers need to develop their skill and knowledge base, and adopt a proactive stance to strategy formulation and implementation. By raising their profile, marketing intelligence officers will be able to seek out future management challenges. Senior managers need to put in place an effective corporate security system.

Research limitations/implications

There is a need to establish how facilitating technology such as the internet is going to transform the working environment for marketing staff. Marketing intelligence officers need to undertake research in order to establish how consumer groups and associations exercise their power.

Practical implications

Senior marketing managers need to ensure that more attention is given to management development programs for marketing intelligence officers. The customer service management process needs to match more closely customer expectations with customer satisfaction levels.

Originality/value

A company’s vulnerability is highlighted and corporate security is linked to marketing. The usefulness of marketing intelligence systems and processes are made public, and so too is the strategic marketing concept.
The high‐performance organization: making good decisions and making them happen
Authors: Rogers Paul , Blenko Marcia
Published: January 2007

Purpose

To demonstrate that high performance in organizations results from their being decision‐driven.

Design/methodology/approach

Executives from 365 companies in seven countries were surveyed. More than 40 high‐performance companies were then interviewed. Industry leaders in the study were compared with trailing competitors, while transformations where organizational change was clearly a leading factor were also examined in depth. More broadly, the article draws on the experience of more than 1,000 organization cases for more than 500.

Findings

The findings were that only 15 percent of companies have an organization that helps them outperform and that these companies are differentiated by the quality of their decision‐making – and their ability to repeatedly implement their decisions successfully. Successful implementation depends on an integrated organizational system that aligns five attributes – leadership, accountability, people, frontline execution and a performance culture.

Practical implications

This research has lead to the development of a scorecard to measure organizational effectiveness. This enables companies to benchmark their performance against the 365 businesses in the survey. The scorecard gauges agreement (on a one‐to‐four scale) among managers and employees with ten key statements that reflect the five attributes of high performance.

Originality/value

The article will help focus company leaders on the organizational issues that drive high performance. In addition to identifying the key attributes of high performance, it presents an organizational effectiveness scorecard to isolate the causes of underperformance and guide change. It should be of value to all management levels from the chief executive to front line staff.
Strategic innovation: a new perspective on strategic management
Authors: Drejer Anders
Published: January 2007

Purpose

The purpose of the paper is to define the emerging concept of strategic innovation.

Design/methodology/approach

This is achieved by means of a literature review and discussion of the literature.

Findings

The concept is defined in precise and measureble terms.

Research limitations/implications

It is now possible and much necessary to conduct empirical research on strategic innovation in order to test and strengthen the definition.

Practical implications

The definition is related to empirical praxis and can be used to test or analyze the practice of management.

Originality/value

A useful and practical definition aimed to creating future research.
Hoshin planning: strategy of a different kind
Authors: Zairi Mohamed
Published: January 2007

Purpose

One of the key miracles of Japan’s success in dominating international markets for such a long period of time is their approach to strategic planning. This article talks about their success.

Design/methodology/approach

It first presents the origins, definition and methodology involved in Hoshin, contrasts it with other approaches to strategic planning and argues the case by demonstrating how Hoshin can be integrated with total quality management and performance measurement, two essential requirements for modern business practice. The paper covers various best practice case studies and concludes with a roadmap for the effective implementation of Hoshin.

Findings

The spread of Hosin planning from Japan to the USA has been well documented. The uptake of Hoshin in the West seems on the whole to be associated with organizations that are advocating the use of total quality management. This is an “implicit” consideration that Japanese corporations make, having always based their approach to doing business on the use of quality methods and techniques.

Originality/value

Several case studies of the successful implementation of this pioneering concept are illustrated and a proposed roadmap of Implementing Hoshin Planning is discussed. The roadmap is meant to assist organizations of different sizes and from different sectors, manage their strategic thinking more effectively.
Managing risky business: the case of Jardine Matheson & Company
Authors: Connell Carol
Published: January 2007

Purpose

Jardine Matheson & Company is a Hong Kong multi‐industry conglomerate that has gone through political upheaval, global and regional economic crises, and has survived and transformed itself several times in the process, using unique governance schemes and financial performance measures to manage risk and volatility.

Design/methodology/approach

This research paper answers the following question: how do firms manage risk? Can firms effectively use governance and financial measurements to manage risk? Is this a distinctive capability that contributes to competitive advantage and sustainability?

Findings

The analysis reveals the extent to which Jardine Matheson adapted to changes in the environment and learned from failure to manage risk.

Research limitations/implications

The research is analytical, observational and interpretive. The analytic approach is generalizable and provides insight useful to scholars and practitioners.

Practical implications

Firms seeking to reduce the volatility in their businesses (or in their stratregic business units) might restructure to allow low beta businesses to manage higher beta businesses, as in the case of Jardine Matheson & Company.

Originality/value

The research findings communicated here present a picture of Jardine Matheson’s ability to acquire, integrate and apply knowledge to manage risk and volatility of high beta businesses.
Winning through strategic communities: a case study
Authors: Kodama Mitsuru
Published: January 2007

Purpose

Aims to provide new practical viewpoints regarding the knowledge management and leadership theory of corporate innovation through an in‐depth case study.

Design/methodology/approach

Argues that community leaders can develop a business concept of a strategic community comprised of diverse types of business and process to achieve business innovation. Studies a mobile phone business in Japan towards mobile multimedia revolution that illustrates the new product and service development as an instance of the latest business case of networked strategic communities.

Findings

Community leaders serve an important function in creating networked strategic communities. The case study shows how community leaders have created networked strategic communities in which telecom carrier, contents providers, terminal manufacturers, platform vendors and international carriers take part in the business development of new mobile multimedia services.

Originality/value

Provides new practical viewpoints regarding the knowledge management and leadership theory of corporate innovation.
From hindsight to foresight in strategic cost management
Authors: Emblemsvåg Jan
Published: January 2007

Purpose

To show how we can turn cost management practices around and look forward, concentrate on managing risks and costs before they occur.

Design/methodology/approach

The paper expands my PhD work, which was a synthesis of three major ideas (life‐cycle costing, activity‐based costing and Monte Carlo methods), design of an approach and testing the approach in many real‐life cases. This paper is to show how this method adds utility in strategic cost management.

Findings

My research so far shows that the approach adds the intended value in cost management in general and in strategic cost management in particular.

Research limitations/implications

Since the method has been tested in many settings and rests on well‐tested theory serious limitations are avoided. However, future research should focus on how the method can be simplified and applied in budgeting, i.e. become more operational/tactical.

Practical implications

The main practical implication is that cost management practices need to become less historically oriented and more forward looking so that costs can be eliminated and not just reported. How this can be achieved is shown in practical application.

Originality/value

Both researchers and practitioners can benefit from this paper in that they can see how the merger of Monte Carlo methods, life‐cycle costing and activity‐based costing reduce the need for accurate numbers and improve the quality of cost management in general.
Making strategic planning work: a case study of Countrywide Financial
Authors: Flamholtz Eric , Kurland Stanford
Published: January 2007

Purpose

Strategic planning is a misunderstood and maligned managerial tool. Most organizations have tried it but relatively few actually achieve success in strategic planning.

Design/methodology/approach

The experience of Countrywide Financial Corporation demonstrates how strategic planning can be used as a key lever for change and describes the benefits that accrued to it through this process. Stanford Kurland, the Company’s COO, engaged Eric Flamholtz to assist with developing a more sophisticated approach to strategic planning at Countrywide. Flamholtz introduced: a template for organizational assessment and development; and a systematic process for strategic planning that had been applied elsewhere with considerable success. The new planning process s became a corporate priority.

Findings

The planning system has also led to a variety of other significant organizational benefits including: a constructive forum for elevating management’s focus from tactical and operational concerns to broader strategic challenges; a shift away from a “silo mentality” to a “Countrywide perspective”; a clear set of priorities to guide operating unit activities and decision‐making; measurable objectives that emphasize linkages across organizational boundaries; and greater understanding and communication of the plan throughout the organization.

Originality/value

Kurland was focused on longer‐range issues for the company, but most of the other members of Countrywide’s senior management were more focused on short‐term competitive success in their own divisions. It led to significant changes and benefits at Countrywide, including a strategic shift in corporate direction.
The ethics of business strategy
Authors: Hansen Fred , Smith Michele
Published: January 2007

Purpose

This chapter examines the linkage between strategy and ethics in business.

Design/methodology/approach

We examine the implicit assumptions underlying the “business‐as‐war” versus the “business as value creation” models of business strategy. Drawing on the work of sociologists, we lay out the consequences those implicit assumptions have on the conduct of business.

Findings

We find that the “business‐as‐war” mindset sees corporations as sovereign states engaged in battle against other sovereign states, while the “value creation” mindset sees corporations as institutions engaged in an ongoing journey toward realizing potential, both in terms of capability and service. We further show how these two mindsets evoke different moral systems – a “guardian syndrome” for the “business‐as‐war” mindset and a “commercial syndrome” for the “value creation” mindset. Since both mindsets represent legitimate, though divergent moralities, we conclude that the recent crises in American business do not reflect the lack of morality or ethics. Rather, they reflect an application of an inappropriate morality/ethic dictated by the wrong model of business strategy.

Originality/value

This chapter serves executives by advocating a strategic mindset that that is more conducive to ethical business activity, and at the same time, is better suited to meeting the profit imperative and pressure from Wall Street. This chapter serves policy makers by showing that ethical reforms are unlikely to be effective if they simply add stiffer penalties without “changing the game” that executives are playing.
Breakthrough performance: a way out of predicaments
Authors: De Feo Joseph A.
Published: January 2007

Purpose

Identify breakthroughs that must occur and a step‐by‐step process that will enable organizations to achieve improved and sustained results.

Design/methodology/approach

A systematic process that reveals why organizations fail to achieve improvements, breakthroughs that must occur first before improvements are attempted, and a road map that leads to sustained results.

Findings

Global predicaments are wider in scope and more difficult to overcome. In dealing with unpredictable change, six reasons were found that prevent sustained improvements. The article shows why and how management must be proactive in meeting competition by creating a competitive level of quality and efficiency that will determine whether their organizations are leaders, followers or failures.

Originality/value

The systematic process detailed in this document will address the six specific breakthroughs that must occur first before any formal improvement steps can be taken to assure sustained results. A comprehensive five‐step road map process will then show in detailed sequence how to identify and achieve positive and cultural changes that will sustain major organization‐wide benefits.
Leadership decisions: issues to consider in the global environment
Authors: Rausch Erwin
Published: January 2007

Purpose

This article is intended to explain a conceptual model that can help to make higher quality decisions in management and in other situations where domestic or international stakeholders should be considered. It is solidly based on the management, leadership and motivation literature and adapts to any situation and culture.

Design/methodology/approach

To achieve the objective of the article, background for the need of such a model is provided and then, after the model is briefly presented, its use and benefits are demonstrated with an analysis of a hypothetical scenario.

Findings

The clearest theme that emerged in almost all of the topic areas (of the debate on leadership issues) was some disenchantment with leadership theory and education. The almost universal view seems to be that, while there are many useful aspects to leadership research in identifying characteristics of effective leadership, it has produced little that is of actionable use in helping practicing managers become more effective leaders, or educators provide students with specific guidance.

Originality/value

The model helps to ensure that all relevant issues are given thought prior to, and during implementation of a decision. Managers, those with subordinates and those in one‐person functions, as well as individuals who may be in leadership roles on teams or projects, can all gain from developing the habit to ask the questions in the model. The same is true of family members when they have to make important decisions.
A major mistake that managers make
Authors: Ackoff Russell L.
Published: January 2007

Purpose

One does not learn from doing something right; one already knows how to do it. By doing something right one gets confirmation of what one already knows but no new knowledge. The fact that schools are more interested in teaching than in learning is apparent from their failure to determine if students learn from their mistakes. This is a critical problem in business schools and in practice in the business world.

Design/methodology/approach

Errors of omission, lost opportunities, are generally more critical than errors of commission. Organizations fail or decline more frequently because of what they did not do than because of what they did.

Originality/value

Many companies remain paralyzed and do not reach their potential. In such companies, no one in senior management is willing to do something that might turn out to be wrong. Every one of them wants someone else to assume responsibility for whatever they try. As a result, significant changes are seldom made.
Management by values (MBV): a new philosophy for a new economic order
Authors: Dolan Simon L. , Richley Bonnie A.
Published: January 2007

Purpose

This paper is aimed at presenting a conceptual model of managing by values (MBV) as an important philosophical and practical framework for leaders and managers of organizations use in today’s work environment. We briefly discuss the evolution of management from that of management by instruction (MBI) to management by objectives (MBO) and finally management by values (MBV). We outline the trends and examples of two influential organizations focusing on values and finally provide a MBV as critical and needed method that has been used in Spain and extensively in Cuba.

Design/methodology/approach

Although this is a conceptual article, we have included some practical examples where MBV has been used and also some research that has been conducted using this model on MBA students across business schools across the globe.

Findings

We present the three major dimensions of MBV (economical‐pragmatic, ethical, and emotional‐developmental). These dimensions were derived from research and practice using MBV in organizations and business schools.

Originality/value

In this article, we present a new management philosophy and practice that is pertinent to organizational leaders and managers in the twenty‐first century. We believe that MBA is not only an important method but also one that is very needed for organizations today. We believe this system of values is core to organizational success and development as it is critical to both practitioners and researchers.
Metrics that matter: seven guidelines for better performance measurement
Authors: Allio Michael
Published: January 2007

Purpose

Most strategies stumble in the implementation phase. This article outlines a market‐validated process, and practical guidelines, for deploying well‐calibrated metrics to optimize implementation. The primary audience is mid‐level and senior executives charged with the responsibility for implementing strategy.

Design/methodology/approach

This approach focuses on how to design and deploy a balanced set of performance metrics to guide the implementation of strategy. It reviews conventional approaches and pitfalls, citing examples from a diverse array of businesses, then presents “best practices” for measuring what’s important. A key thesis is that good metrics reinforce implementation, while poor metrics actually interfere with implementation.

Findings

Misaligned metrics often impede implementation, eliciting counterproductive behavior from key managers. A better approach involves creating and deploying a smaller set of multidimensional metrics, closely aligned with the firm’s strategies. Successful firms move beyond simple budgetary indicators: they formulate a small set of metrics that directs management focus outside the firm (into the marketplace); translate qualitative aspirations into quantitative targets, using a common language; align the firm’s metrics with other managerial systems (like rewards) to motivate and galvanize the management team.

Research limitations/implications

The approach and logic described are universal, but the actual metrics may need to be adapted to fit the strategies, stakeholders, and competitive position of each firm, and refined over time to dovetail with the firm’s budgetary process.

Practical implications

Strategy programs need to be expanded to focus on the implementation process – where performance measurement is instrumental. More attention should be given to simplifying and distilling performance indicators, and broadening and its stakeholders will help facilitate implementation, and ultimately, enhance stakeholder value. managerial perspective so that implementation challenges can be flushed out and resolved.

Originality/value

The rational, practical approach described offers managers specific guidelines for bringing strategies to life – for bridging the gap between aspirations and real performance. It illustrates common pitfalls, and outlines how to measure and optimize performance, improve implementation, and galvanize the management team.
Reframing the rules of value creation: leading through identity
Authors: Ackerman Larry
Published: January 2007

Purpose

The purpose of this article is to show how organizations become strategically more efficient when they are managed through the lens of identity.

Design/methodology/approach

To study the similarities between organizations and human beings. Consulting assignments with over 100 large ($5 billion +) companies, including thousands of interviews with executives, employees, customers, investors and others.

Findings

The main finding has been that there is one set of natural laws – the Laws of Identity – which governs the lives and welfare of organizations and individuals alike.

Practical implications

All business functions, including board level agendas, should be organized to account for the impact of the company’s identity on performance expectations. Business strategy, including mergers, acquisitions and divestitures, should be assessed through the lens of identity, which supplies important decision criteria.

Originality/value

The article illuminates the linkages between human and organizational identity, providing specific roadmaps for leaders, managers and individuals to follow in comprehending their own organizations as living beings and in developing new ways to create value.
Four learning approaches to enhancing employee productivity
Authors: Dorsett Deborah
Published: January 2007

Purpose

The purpose of this article is to inform employers of the benefits of a learning analysis model. By studying the way employees learn and adjusting teaching methods accordingly, employee productivity and effectiveness increases more quickly.

Design/methodology/approach

The theoretical scope is based on the learning approaches of different people. The article uses examples from the workplace to support the principles described in the article.

Findings

Companies that have utilized this process have found that it is both easier and faster to train employees and assign them specific tasks. Employees leave workshops with a greater understanding and appreciation of one another’s skills.

Practical implications

Employers need to customize their teaching/training methods based on the individual needs of the trainees.

Originality/value

The revelation of this article is that everyone learns differently. This information is of value to any company or educator.
Toward zero management learning organizations
Authors: O’Keeffe Ted
Published: January 2007

Purpose

To determine the percentage of organizations that have moved beyond best practice and lean manufacturing toward zero management learning organizations.

Design/methodology/approach

The research utilized a structured undisguised survey by Weiers to generate the data. A quantitative survey was utilized to elicit information on the various issues identified from a comprehensive review of the literature. The second stage entailed four case study companies randomly selected from the learning organizations identified from the earlier quantitative research In the first stage dichotomous, multiple choice and open questions were utilized while the second qualitative research utilized semi‐structured interviews on a longitudinal basis.

Findings

The findings suggest that those companies pursuing active learning strategies are more likely to possess those attributes that constitute the bedrock of learning organizations. The findings also show the internal drivers to be the need to improve productivity, operational crises, cost reduction and corporate directives while external drivers centered on technology, capacity, customer pressure, new entrants and price sensitivity.

Research limitations/implications

One limitation is that no definitive rules have been devised for managers to transform their firms into learning entities. The view of organizational learning presented here is less straightforward and more complex than those definitions typically offered in consultancy reports and the popular management literature. However, this perspective is more likely to strike a cord with practicing managers as it conforms more closely to their own tacit understanding of the concept. Other limitations result from practical and methodological constraints.

Practical implications

This research has lead to a new learning model that facilitates individuals, groups or organizations to accurately locate themselves on their own unique learning curve cost effectively, the interactive model can be reviewed at the following web site www.thelearningmodel.com Originality/value – This paper will help focus company leaders on the more critical softer issues that drive organizational performance. It identifies the key learning parameters common to all high performing organizations. It should be of value to all management levels from the chief executive to front line staff. When utilized in conjunction with the interactive flash learning model sited earlier individuals or organizations will be able to identify training and development deficiencies cost effectively).
The configuration of long‐term executive directors incentive schemes
Authors: Pass Christopher
Published: January 2007

Purpose

The Article seeks to identify the configuration of executive directors conditional option and LTIP arrangements used to align the interest of the company’s directors and shareholders.

Design/methodology/approach

The article presents an empirical study of the option and LTIP arrangements (current and previous) of 51 major UK companies. The article focuses on the configuration of option schemes and LTIPs in respect of three critical elements: the performance target selected, the comparator used to benchmark performance and the quantitative performance target level requirement to be achieved to trigger rewards. The period 1989‐2002, covered by the research indicates a substantial degree of “experimentation” with many companies amending their original option schemes and LTIPs and a larger number of other companies introducing new arrangements. A substantial number of schemes can be characterised as being “undemanding” rewarding average rather than excellent performance.

Research limitations/implications

It is It is proposed (in a follow up paper) to econometrically test for associations between particular configurations (identified in this article) and actual corporate financial performance, i.e. which configurations have the most robust impact on performance.

Practical implications

The author makes a number of recommendations aimed at making option schemes and LTIP, more “stretching”, rewarding only excellent rather than average performance.

Originality/value

This is the first paper to explicitly look at the components of option schemes and LTIPs in a detailed way, questioning the merits/demerits of the targets and comparators commonly used to evaluate performance.
Adopting new technologies
Authors: Carneiro Alberto
Published: January 2007

Purpose

This article intends to contribute to a better understanding of the reasons why some organizations have almost completely ignored the need to adopt new technologies or they are being too slow to decide and start the respective adoption processes.

Design/methodology/approach

The aim of these considerations is to propose an adequate and critical perspective of management mentality and attitudes, which hinder organizations to achieve excellence, to enhance productivity, and to strength competitiveness. Findings – Many medium sized enterprises seem to be reluctant to adoption due to some factors, namely, owners’ mentality, lack of technical qualification, resistance to change, and fear of being possible to face new technologies as a source of organizations’ insecurity.

Practical implications

To protect organizations, a good level of knowledge on risk controls, incident response, and disaster recovery should support the implementation of a security policy and its consequent program.

Originality/value

The need to redraw management mentality and attitude regarding security to build an adequate business continuity plan is recognized.
Web accessibility: guidelines for busy administrators
Authors: Burgstahler Sheryl
Published: January 2007

Purpose

The purpose of this article is to guide administrators in making their organizations web sites accessible to people with disabilities.

Design/methodology/approach

It summarizes legal issues, access challenges for people with disabilities, accessibility guidelines and standards, accessibility tests, and steps that can be taken by administrators to assure that web sites are accessible.

Findings

The author concludes with steps that administrators can take to assure the accessibility of web sites.

Originality/value

It is made clear that administrators do not need a broad range of technical skills regarding web site design in order to direct staff to make organizational web sites accessible and provide them with the tools and guidance they need.
Embedded ethics: how to build better IT mousetraps
Authors: Gleason David H.
Published: January 2007

Purpose

To help the reader understand how the ethics of management decisions become embedded into technology systems.

Design/methodology/approach

The article explains better approaches based on a core principle known as “Subsumption ethics.” Using many sources, it explains the concepts and methods in order to help readers avoid unintended consequences in technology development.

Findings

Technology can be dramatically improved by attending to its ethics. There are particular tools available to help.

Practical implications

Ultimately, these principles will require a higher level of professionalism in technology deployment, and formal processes devoted to impact analysis.

Originality/value

This paper represents a new way of looking at the technology development process that incorporates ethics in a cost‐effective manner. Business and technology leaders will learn how to improve the outcomes of technology projects.
Getting your infrastructure components to work together
Authors: Rooney Renate
Published: January 2007

Purpose

The purpose of this article is to help companies successfully align their strategies with their people, processes and technologies to achieve effective integration and deliver desired results for the organization.

Design/methodology/approach

The first half of the article focuses on addressing the need for a strong foundation – the right plan, culture and performance metrics – before beginning the process of integrating a new strategy. Readers learn how to assess their organization’s current situation and address any weaknesses or potential problem areas. The second half delves into the strategic integration phase and discusses the importance of integrating strategy into the infrastructure, specially with employees, processes and technologies. Throughout the article, readers receive series of questions and step‐by‐step instructions designed to help them think about their unique business situation and tailor solutions to best fit their organizational needs.

Findings

Because few companies take the time to do the upfront work outlined in this article, many organizations suffer from inconsistent or unsatisfying results. While companies commonly invest time and effort developing great strategies, they rarely give the same attention to the implementation stage.

Originality/value

The value of this article is its focus on a vital and often overlooked stage of strategic development. Readers that take the actions recommended in this article will give their organizations a significant competitive advantage by creating a streamlined, productive and profitable organization.
Communication strategies in the age of accountability
Authors: Pharoah Andrew
Published: January 2007

Purpose

To help executives understand the communications implications of the current climate and devise successful strategies. To promote a better understanding of the importance of reputation, its determinants and the role of communications in managing it.

Design/methodology/approach

Economist intelligence unit conducted a survey of 175 senior executives in North America, Europe and Asia Pacific for Hill & Knowlton looking at executive attitudes to a wide range of litigation issues. We analyzed this research and came to a number of important conclusions.

Findings

That reputation is central to business success and is importance to a range of audiences. That litigation is a serious concern. That corporate social responsibility is gaining ground but full value is not been achieved from it

Practical implications

The companies who adapt quickest to the new environment can derive competitive advantage, but to do so they must be willing to take ultimate responsibility for communications out of the PR team and on to the boardroom table; break down the functional silos and deliver integrated communications; think afresh about their role and responsibility and, most of all, be willing to take a more confident and pro‐active approach to handling the challenges of the age – showing the same confidence that created the successful businesses that they are.

Originality/value

A combination of quality attitudinal research plus practical advises from a leading advisor on reputation management.
Paradoxes of culture: how to make more accurate interpretations
Authors: Bell Roger
Published: January 2007

Purpose

The purpose of this article is to address a problem I have experienced over many years teaching culture classes to undergraduates, MBA and working managers, who may confuse the interpretations of behavior in terms of value dimensions. I aim to help in dealing with this problem, which frustrates students, leads to false conclusions and brings the idea of value dimensions into discredit.

Design/methodology/approach

To achieve this I explain the problem and give examples of the paradoxical results that may arise. By explanation and reference to more complete sources I show that one needs to be clear about the meaning of the dimensions and make sure one is comparing like situations with like. This means taking into account situational factors in each case and sorting out cultural from non‐cultural variables such as individual differences. I illustrate this by 15 cases, which show how the confusion can arise and why it leads to false contradictions.

Findings

I found the most common confusions concern uncertainty avoidance versus expressiveness and risk taking, gender distinction and goal orientation, collectivism and politeness, directness between unequals and harmony between social peers, prohibition for welfare ends and prohibition for authorities’ interests and finally collectivism and goal orientation in teamwork.

Originality/value

The value of the paper is that it offers concrete help to students of culture and that little attention has been given to the area in the literature. One exception is Osland, who reach similar conclusions without underlining the specific issue of confusing dimensions in interpreting behavior.
The importance of constituency management
Authors: Pagano Bob
Published: January 2007

Purpose

Today, many companies manage their corporate reputation in a reactive or ineffective way. Bad press, damaging rumors, and public outrage over corporate scandals has impacted a number or organizations’ bottom lines as of late.

Design/methodology/approach

With case studies and real‐company examples, we show the reader how a negative reputation can be the demise of a company, and how managing a company’s constituents holds the key to the success of a positive reputation.

Findings

Unfortunately, too many companies are still coming up short in this critical arena. Some remain more reactive than proactive, waiting for a crisis to hit (by which time it is too late) before investing seriously in a constituency management program.

Practical implications

Constituency management is the answer for managers who are looking for a way to grow through optimizing corporate strategy, building brand equity, and addressing key corporate issues. And, it is not just about enhancing reputation; it is about the bottom line.

Originality/value

Companies that proactively invest in a constituency management program rather than waiting for a crisis to hit will ultimately have more control over their reputation, and their company’s value to investors.
High performance organizations: creating a culture of agreement
Authors: Levine Stewart
Published: January 2007

Purpose

The paper is written for the purpose of providing insight and understanding of organizational culture – how and from what does it develop, and how can you consciously create, impact and sustain it.

Design/methodology/approach

The objective is achieved by sharing the viewpoint of the author backed up by more than 15 years of practical research working in hundreds of organizations in many different contexts in many different industry’s. What is also shared is the specific methodology used in working with these organizations.

Findings

What has been found as a result of working in organizations over time is that most organizations operate from a place of moving to action before they have clarity about where they are headed. The complexity increases when joint vision and joint action are added to the mix. I have found that when people have a “conversational road‐map” they can prevent a great deal of the conflict that often gets in the way of “High performance.” More important, they can design and operationalize what high performance is for the particular organization, and how to sustain it.

Practical implications

This article suggests a new conscious process that fosters and sustains a collaborative culture. The potential for immediate productivity, creativity and more satisfying work experience is present in this report.

Originality/value

What is new in the paper is the thesis of being able to impact organizational culture directly by focusing on the fundamental agreement that is the core of any relationship. The idea of “agreements for results” as a means of creating joint vision and a road‐map to it is also new.