bluuebunny/crossref_metadata_2025_split huggingface dataset:
A strategic framework to achieve stellar results
Authors: Lippitt Mary 
Published: January 2007

PurposePresent the selection of strategy as a new filter for examining leadership effectiveness.Design/methodology/approachThis paper relies on the ability to discern business priorities and the ability to integrate them into a sound strategy. Data collection from 2,000 leaders was collected via assessment to determine how many priorities were in use at one point in time.FindingsThe study found that 45 percent of the leaders used one priority to set their goals/visions/actions and 31 percent used two of the six priorities associated with the organizational life cycle framework. Research limitations/implications – This research suggests that the priority framework should be used in conjunction with a competency analysis and style assessment to develop an understanding of leadership effectivenessPractical implicationsThe practical implications are that leaders can identify the priority mindset that others are using to evaluate the level of their commitment to a strategy. Unlike other frameworks which have to use an inventory or assessment, this framework enables a leader to ask questions to deduce the driving priorities and use it to achieve results.Originality/valueThis research applies to leaders in various size organizations.
Strategic roles for model leaders
Authors: Mitchell Donald W. 
Published: January 2007

PurposeDefine the unique aspects of the roles that the leaders have played in the most successful organizations.Design/methodology/approachIn‐depth interviews with CEOs and their top officers in companies whose stocks had greatly and repeatedly outperformed competitors and other companies in North America during the prior three years while that CEO held the job over the period from 1989‐2001.FindingsCEOs directed their companies to repeatedly improve their business models on a three‐four year frequency and set a good example of encouraging new business models.Research limitations/implicationsFuture research should continue this methodology to update what best practices are and expand the universe to include more companies that are based outside of North America.Practical implicationsCEOs need to shift their focus from increasing the effectiveness and efficiency of their existing business models to supplementing and replacing those models on a frequent basis.Originality/valueIdentifies a major new source of strategic leadership value added in the CEO’s attention to creating processes and encouraging efforts for business model innovation. This information will be helpful to those who are CEOs, aspire to be CEOs, and recruit CEOs and the company directors who select and evaluate CEOs.
Why today’s corporate cultures must change
Authors: Robb Dean 
Published: January 2007

PurposeThis article examines how certain historical forces – the scientific revolution and “scientific management” – have created a legacy of organizational “design DNA” that can create only organizational machines: good at execution, but poor at innovation and change. Next, it examines leadership and management practices that can overcome this legacy and create a climate of corporate creativity.Design/methodology/approachThe article traces the effect of the scientific revolution and “scientific management” on deeply‐embedded cultural assumptions about the nature and purpose of organizations, leadership, and work. It argues that those assumptions drive an overwhelming organizational bias toward rationality, uniformity, stability, continuity, predictability and control, all of which militate against diversity, creativity, adaptation and change. Then the article describes a transformation in leadership and management practices that can overcome this historical legacy and create a culture of corporate creativity.Practical implicationsThe article calls on executives to: adopt an adult‐to‐adult (mutual partnering) relationship with the workforce, treating employees as independent, highly capable, unique adults; build social systems that maximize both social differentiation and social integration; build a culture that rewards creativity and creative (right‐brained) people; build alignment on a mutually‐shared “deep purpose”; and unite in community with the workforce. Originality/value – This article argues that sustainable profound innovation is possible only if formal innovation processes are accompanied by a fundamentally new paradigm for leadership and management. Its goal is a workforce primed for sustainable performance and innovation excellence; its foundation is an ultra‐high‐engagement, ultra‐high‐inclusion culture based on an adult‐to‐adult, mutual partnering relationships.
High involvement management and human resource line sustainability
Authors: Gollan Paul J. 
Published: January 2007

PurposeThis article will outline a number of issues for organizations to consider when pursuing sustainable high performance workplace outcomes through high involvement management (HIM) initiatives and identifies those outcomes, which reinforce corporate profitability and corporate survival, and those that satisfy employee aspirations and needs in the workplace.Design/methodology/approachA model is presented that highlights the major factors, influences and outcomes of human resource sustainability in organizations. The paper then advocates an integrated model of the HIM process, emphasising the influence of organizational culture and the impact of the external environment based on human resources capabilities and sustainable organizational outcomes.FindingsOverall, what can be drawn from the research is that high quality communication and consultation between management and employees at the workplace is essential in achieving HIM and improved organizational performance and sustainable outcomes for organizations and employees.Research limitations/implicationsImportantly, the current evidence suggests that there are a number of necessary conditions when implementing HIM processes and approach: the research suggests management should inform, train and equip shopfloor employees to make decisions at their workplace and share ownership in the process.Practical implicationsThe practical implications are that managers need to reassess the role and level of the HR function, specifically its role in persuading organizations to adopt practices that support a sustainable approach.Originality/valueOnly by acknowledging the importance of employee satisfaction and commitment through the development of integrated employee consultation, organizational change, work and life policies, workplace institutions and comprehensive career development programs, will the organization achieve greater efficiency, and productivity.
The role of executive coaching in performance management
Authors: Kaufman Barbara 
Published: January 2007

PurposeThe purpose of this article is to identify circumstances under which executive coaching is and is not an appropriate performance management tool. Alternative performance management measures and guidelines for structuring executive coaching engagements are also included.Design/methodology/approachThe information on which this article is based derives primarily from the author’s coaching experience. Workplace application support of these principles is included in the form of input from high‐level executives and one coach.FindingsExecutives who have been coached or coached others support the finding that coaching is never a substitute for performance feedback and can only serve as an effective performance management tool when certain conditions are met.Practical implicationsCoaching interventions to halt derailment can be avoided with timely performance feedback and management.Originality/valueExecutive coaching is a performance management tool, not a substitute for performance management.
Improving the performance of technology partnerships: a case study in the Turkish textile industry
Authors: Cetindamar Dilek , Çatay Bülent , Serdar Basmaci O. 
Published: January 2007

PurposeCollaboration is an advantageous strategy for technology‐based competition. Thus, it is of high concern to understand mechanisms behind the success of collaborations such as performance measurement system. This paper will present an empirical study conducted in the Turkish textile industry where performance measures are developed and applied.Design/methodology/approachThe paper utilizes a combination of interviews and surveys to collect data from 3T partners that are six technology supplying and ten dyeing and finishing companies. The findings indicate that besides trust, the existence of a performance measurement system is an extremely important bridge for effective supply chain collaboration (SCC). Such a system should cover metrics related to internal performance, perceptions of partners regarding the alliance performance, and the degree of inter‐firm relationship.FindingsThe paper is based on a technology partnership so the results need to be taken cautiously. However, it is clear that 3T is a successful technological partnership with six new technologies developed in two‐year period. There are some potential improvement areas, particularly in its internal activities and its relationship with the partners. The study shows that as the level of information sharing and communication among the partners increase, the performance and the benefits of the collaboration also increase.Originality/valueSCC can have long‐term goals like continuous product innovation as experienced in 3T and this might increase overall performance of an industry. That is why SCC might be particularly important tool for developing country firms that lack both financial and human resources.
Strategic management lessons from e‐commerce
Authors: Martinsons Maris G. 
Published: January 2007

PurposeThis study aimed to explain the high failure rate of e‐commerce ventures.Design/methodology/approachBoth quantitative and qualitative methods were used to examine more than 100 e‐commerce ventures.FindingsThe key failure factors for e‐commerce ventures were found to include a lack of: a sound business idea, good market knowledge, long‐term planning, external relationships, and balanced business development. Research limitations/implications – Further research is recommended to examine if the key success/failure factors for e‐commerce differ across industries and geographic markets.Practical implicationsThe findings strongly suggest that e‐business development is a slow and steady process, with planning and relationship building being critical to success.Original/value of paperBy systematic examining cause‐and‐effect relationships in e‐commerce ventures, this study has demonstrated the paramount importance of strategic management.
Realizing the business benefits of enterprise IT
Authors: Sharif Amir M. 
Published: January 2007

PurposeThe development and implementation of IT/IS systems inherently requires a deep understanding of user requirements. However, experience shows that a key barrier to the success of an IT/IS system, is the manner by which it is adopted by end users. As such, this viewpoint article presents an overview of those typical enterprise IT user traits as experience by the author.Design/methodology/approachBy outlining key benefits of such systems, the author presents a 6‐stage approach to benefits realization, known as the acronym, ASSIST. Practical implications – By applying such an approach, the management of business process change and delivery of IT/IS should be more achievable, by addressing the specific needs and expectations of different types of users, as identified in the text of the article.Originality/valueKey IT/IS benefits are therefore a useful addition to existing project management and business analysis tools and techniques, that can be utilized by enterprise IT system delivery managers as well as senior IT/IS management.
Guidelines for managing dispersed teams: enhancing communication and productivity
Authors: Beranek Peggy M. 
Published: January 2007

PurposeTo provide information to managers on training geographically dispersed teams to enhance communication and productivity.Design/methodology/approachPractical advice is offered on methods of managing geographically dispersed teams. The discussion pays attention to what actions need to take place before, early on, and during the team’s life. The discussion also distinguishes between methods to enhance inter‐member communications to enhance trust among members and team organization, task and leadership issues.FindingsAdvises on guidelines a dispersed team manager can use to enhance team trust, communications and performance.Originality/valueOffers guidance and steps to managing dispersed teams within a time framework.
Kazoo while you work: transforming people skills for the conceptual age
Authors: Protzmann William 
Published: January 2007

PurposeTo highlight the need for a new paradigm for business thinking as the information age matures and white‐collar jobs shift to lower cost providers overseasDesign/methodology/approachThe emphasis of our business culture and education in developed countries has been dominated by a logical, sequential form of thinking associated with the left hemisphere of the brain. To compete, we will now have to promote and develop the type of creative, non‐sequential, “big‐picture” thinking skills that are usually associated with the right hemisphere.FindingsAlthough some people show more creative abilities at an early age than others, we all have these capabilities. Through development with music, breathing, even video games, these right‐brain skills can be stimulated and strengthened.Originality/valueAlthough there has been much research into the different forms of thinking the left and right hemispheres of the brain excel at, this focuses application to a relatively new and alarming trend that threatens business and employment in the USA as knowledge work becomes an outsourceable commodity.
Strong communication skills a must for today’s leaders
Authors: Barrett Deborah J. 
Published: January 2007

PurposeThis article is designed to help senior managers be better leaders by being better communicators. The article explains my original concept of “leadership communication” and provides an original framework to help map out the levels of communication ability business leaders need, including developing a positive ethos and emotional intelligence.Design/methodology/approachThe objectives are achieved by providing specific and practical definitions and illustrations. The article is based on research on leadership, communication, and emotional intelligence and on extensive experience coaching and working with executives.FindingsI found that the best business leaders share similar, specific characteristics of good communication that fall into three major groups: core (strategy, writing, speaking), managerial (emotional intelligence, listening, coaching, teams, meetings), and corporate (communicating with all internal and external stakeholders).Research limitations/implicationsFuture research could include further developing the leadership communication concept by adding to the framework as I discover other major capabilities needed by business leaders.Practical implicationsAll managers can apply my definition of leadership communication and my framework. I have witnessed the improvement managers can make in their leadership ability by focusing on the communication capabilities discussed in my article.Originality/valueMy concept, definition, and framework are all new. The value is in helping managers improve their communication abilities and recognize the importance of emotional intelligence in effective business communication. It is important for all managers and for teachers/coaches who work with them as well.
Reengineering: the second time around
Authors: Champy Jim , Weger Joe 
Published: January 2007

PurposeCompanies are once again launching large reengineering projects. Will they repeat the mistakes of the reengineering boom of the nineties? Two veterans offer guidance around the pitfalls.Design/methodology/approachMany of today's major reengineering projects involve the implementation of an ERP – “enterprise resource planning” system that spans processes from finance and accounting to human resource management to supply chain optimization., based on readily available software packages that can run almost all of a company's standard processes. The authors explain how top management can better manage implementation of these systems.FindingsAt a company that recently implemented an enterprise resource planning (ERP) initiative that achieved it business goals the CEO advised: put the best people, internal and external, on the program full‐time; establish clear alignment and accountability for target actions and results, top to bottom in the organization; drive a bias for leveraging off‐the‐shelf solutions, not customized technology; and strike the right balance when defining goals and the cost versus benefit plan for the program.Research limitations/implicationsThe authors are veterans of scores of mission‐critical enterprise and operations solution implementation projects.Practical implicationsSenior executives are privately crossing their fingers that this round of investment in reengineering will not result in an endless drain on corporate resources. Executives need this checklist for getting beyond IT train wrecks to achieve real business value.Originality/valueBusiness process reengineering, which turned from fad to flop a few years ago, has rebounded, and is now utilized by some 61 percent of companies according to a recent survey. Senior executives need a strongly worded reminder not to make the same leadership mistakes that caused so many reengineering failures in the past.
The case for real change
Authors: Khan Omar S. 
Published: January 2007

PurposeGuidelines for igniting and sustaining a change initiative that will generate competitive advantage.Design/methodology/approachAs a coach and facilitator of a number of highly successful change efforts, the author has discovered a few key practices can provide leaders with a clear roadmap for guiding a major strategic initiative.FindingsBased on the author's experience managing many assignments for large corporations, when six conditions for igniting a transformation process are fulfilled, and are coupled with these six requisites of leadership engagement, real change will occur.Research limitations/implicationsAs one case indicates, teams that employ the author's approach can become a model for others in their organization.Practical implicationsEffective leaders helping to produce real value for great teams have to go for change selectively, constructively, personally and, above all, credibly.original/value of paperA creative look at overcoming the many hurdles involved in implementing change can provide leaders with a clear indicator of whether or not to proceed with a major effort or, instead, to save their credibility and elect to aim at more focused operational improvements.
Effective storytelling: strategic business narrative techniques
Authors: Denning Stephen 
Published: January 2007

PurposeAs more and more firms grasp that narrative is central to addressing many of today's key leadership challenges – for example, articulating the risks and opportunities identified by strategic management tools like strategic plans, scenario analysis, and dilemma resolution – the question becomes: how is a CEO to make effective use of storytelling?Design/methodology/approachNarrative – also known as storytelling – comprises an array of tools, each suitable to a different business purpose. The author lists these tools and summarizes how to use them effectively.FindingsEven executives who are naturally talented at narrative also need to learn to target their approach to the particular issue facing the company.Practical implicationsWhile leading companies increasingly recognize the need to train leaders to use artful narrative to inspire and guide their organization to respond effectively to these strategic challenges, the reality is that most organizations need help to get the full benefits of using storytelling.Originalityl/valueWhen introducing storytelling a sharp focus needs to be kept on the business purpose being pursued with the tool, as well as on the different narrative patterns associated with different purposes.
Krafting leaders
Authors: Vishwanath Vijay , Blenko Marcia 
Published: January 2007

PurposeThis article outlines what other firms can learn from Kraft Foods' successful leadership training program.Design/methodology/approachThis case study of leadership development at Kraft Foods identifies the key elements of the firm's program of schooling junior managers.FindingsThe five key best leadership development practices at Kraft are: give up and coming managers bottom line responsibility; allow broad leeway in how they meet their targets; school managers in the art of influence, as distinct from merely issuing orders; promote collective achievement, not the desire to be in the spotlight; and create significant roles for talented people who are not made to be leaders.Practical implicationsIt may be possible for many companies to successfully adapt and adopt Kraft's basic approach. After all, any company can give young managers the chance to think and start taking on responsibility chief executives.Originality/valueKraft management alumni are much sought after by other firms looking for talented managers. This article analyses why they are successful and suggests ways other firms can emulate their approach.
The model for integrating strategy and intelligence: the Executive Intelligence Officer
Authors: Little Mark , Fahey Liam 
Published: January 2007

PurposeThe paper contends that a major reason for the persistence of the gulf between strategists and intelligence is the absence of an intelligence‐focused executive position at the senior levels of the organization.Design/methodology/approachThe paper proposes one such intelligence role model – The Executive Intelligence Officer (EIO). In practice, creating an EIO position based on our model would be part of a set of innovative practices that leaders could adopt to link executive decision making and the processes of intelligence.FindingsA key responsibility for the EIO is to introduce the CEO to viewpoints that lie outside the firm's “party line.” The CEO's thinking thus can be challenged, stretched, and extended by an EIO who has both the credibility and expertise to question the executive team's current assumptions.Practical implicationsUsing the EIO role as a cornerstone, here is how we propose to address the executive‐intelligence linkage problem: establish the position of EIO; the EIO assumes the explicit responsibility for generating the intelligence needed for the CEO and executive team to do their jobs; and the EIO works as a collaborator and partner with the executive team.Originality/valueThe paper highlights the seven critical roles the successful EIO must play to truly influence organizational thinking and decision making at the highest levels.