bluuebunny/crossref_metadata_2025_split huggingface dataset:
Metrics that matter: seven guidelines for better performance measurement
Authors: Allio Michael 
Published: January 2007

PurposeMost 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/approachThis 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.FindingsMisaligned 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/implicationsThe 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 implicationsStrategy 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/valueThe 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

PurposeThe purpose of this article is to show how organizations become strategically more efficient when they are managed through the lens of identity.Design/methodology/approachTo 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.FindingsThe 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 implicationsAll 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/valueThe 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

PurposeThe 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/approachThe 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.FindingsCompanies 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 implicationsEmployers need to customize their teaching/training methods based on the individual needs of the trainees.Originality/valueThe 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

PurposeTo determine the percentage of organizations that have moved beyond best practice and lean manufacturing toward zero management learning organizations.Design/methodology/approachThe 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.FindingsThe 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/implicationsOne 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 implicationsThis 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

PurposeThe 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/approachThe 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/implicationsIt 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 implicationsThe author makes a number of recommendations aimed at making option schemes and LTIP, more “stretching”, rewarding only excellent rather than average performance.Originality/valueThis 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

PurposeThis 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/approachThe 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 implicationsTo 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/valueThe 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

PurposeThe purpose of this article is to guide administrators in making their organizations web sites accessible to people with disabilities.Design/methodology/approachIt 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.FindingsThe author concludes with steps that administrators can take to assure the accessibility of web sites.Originality/valueIt 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

PurposeTo help the reader understand how the ethics of management decisions become embedded into technology systems.Design/methodology/approachThe 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.FindingsTechnology can be dramatically improved by attending to its ethics. There are particular tools available to help.Practical implicationsUltimately, these principles will require a higher level of professionalism in technology deployment, and formal processes devoted to impact analysis.Originality/valueThis 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

PurposeThe 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/approachThe 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.FindingsBecause 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/valueThe 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

PurposeTo 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/approachEconomist 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.FindingsThat 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 itPractical implicationsThe 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/valueA 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

PurposeThe 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/approachTo 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.FindingsI 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/valueThe 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

PurposeToday, 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/approachWith 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.FindingsUnfortunately, 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 implicationsConstituency 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/valueCompanies 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

PurposeThe 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/approachThe 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.FindingsWhat 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 implicationsThis 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/valueWhat 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.
How successful companies challenge conventional wisdom about the limits to growth
Authors: Kapur Vivek , Ferris Jeffere , Juliano John , Berman Saul J. 
Published: January 2007

PurposeGrowth is the top priority on the CEO agenda, but the question they confront is “What factors constrain growth?” And, “How do successful companies drive growth?”Design/methodology/approachIBM Institute for Business Value conducted a global study that focused on three questions: Who are the successful growers and what patterns are associated with them? What do successful growers do differently? How can other companies apply what they do?FindingsThe major finding were: that limits to growth are often self‐imposed and, as such, can be overcome; firms with the will to be successful growers can break free of perceived constraints related to size, industry boundaries and geographic neighborhood; and despite the widely held belief that mergers and acquisitions inherently destroy value for the acquirer, companies that learn to become successful growers use M&A strategies effectively.Research limitations/implicationsLooking at 1,238 Global S&P 1200 companies, the IBM team analyzed the patterns of revenue growth and shareholder value creation over the decade, segmenting results by four component geographies and 18 industry groups. It selected three industries (consumer products, telecom services and electronics) for detailed assessment, developing cases studies for about 20 companies in each industry, picked to represent a range of successful and unsuccessful results.Practical implicationsWinning the growth game requires companies to excel in three vital areas: course, capability and conviction. Successful growers set the right growth direction – the course – by forming a clear point of view on the future, evolving the product‐market portfolio without being limited by history, building a competitive model to win and pursuing reinforcing initiatives to sustain growth. They truly understand their capabilities – based on realistic assessments of their strengths and limitations – and evolve their operational model to support the growth strategy. Finally, while many companies develop excellent plans, truly successful growers build organization‐wide conviction that translates intent into action for everyone from top leaders to front line managers.Originality/valueThe message is clear: neighborhood is not destiny. Executives have more room to be ambitious than they tend to believe. Winning companies set ambitious growth plans regardless of industry or geographic “limits.” They aim for targets above and beyond what they and their peers typically expect.
Effective leadership response to crisis
Authors: Fred Garcia Helio 
Published: January 2007

PurposeThis article offers guidelines for effective crisis response.Design/methodology/approachIts thesis is: whether an organization survives a crisis with its reputation, operations, and financial condition intact is determined less by the severity of the crisis than by the timeliness and effectiveness of the responseFindingsCompanies with effective crisis response saw their stock price recover quickly, and remain above their pre‐crisis price thereafter, closing an average of seven percent above their pre‐crisis price one year after the crisis.Practical implicationsOffers do and don't prescriptions for managing a crisis.Originality/valueA consultant recognized as an authority in his field shares his experience in effective crisis management.