Case Study Of Organization Research Articles

Hoshin Kanri Process: A Review and Bibliometric Analysis on the Connection of Theory and Practice

The review assesses the Hoshin Kanri process from the point of view of theory and practice implementations in different organizations. There are several adaptations of Hoshin Kanri and a wide range of tools used in each organization. This review aims to determine which and how companies have implemented the afore-mentioned methodology into their strategic management. The PRISMA statement was the framework for the present research. The structure for this study was obtained through a review of articles from two of the most important databases (Scopus and Web of Science). The review focuses on three parts: the theoretical basis of the methodology, a bibliometric overview of the selected articles, and practical insight into the implementation of Hoshin Kanri within the case-study organizations. Since the study’s purpose is to determine not only the companies where Hoshin Kanri was implemented but also the reasons and results of those implementations, therefore, 26 journal articles covering detailed implementations were selected.

Procurement performance improvement: A case study of non-profit organization in Myanmar

Procurement performance improvement: A case study of non-profit organization in Myanmar

The appropriation of conversational AI in the workplace: A taxonomy of AI chatbot users

There is an exponential growth of the use of AI applications in organisations. Due to the machine learning capability of artificial intelligence (AI) applications, it is critical that such systems are used continuously in order to generate rich use data that allow them to learn, evolve and mature into a better fit for their user and organisational context. This research focuses on the actual use of conversational AI, in particular AI chatbot, as one type of workplace AI application to answer the research question: how do employees experience the use of an AI chatbot in their day-to-day work? Through a qualitative case study of a large international organisation and by performing an inductive analysis, the research uncovers the different ways in which users appropriate the AI chatbot and identifies two key dimensions that determine their type of use: the dominant mode of interaction and the understanding of the AI chatbot technology. Based on these dimensions, a taxonomy of users is presented, which classifies users of AI chatbots into four types: early quitters, pragmatics, progressives, and persistents. The findings contribute to the understanding of how conversational AI, particularly AI chatbots, is used in organisations and pave the way for further research in this regard. The implications for practice are also discussed.

Tourism and Biodiversity: A Paradoxical Relationship

Biodiversity has a vital role to play in tourism and yet a paradox lies at the core of the relationship between tourism and biodiversity. On the one hand, biodiversity is at the heart of what drives the tourism industry, while on the other hand tourism activities contribute to the continuing loss of biodiversity, This commentary paper explores the relationships between tourism and biodiversity, and includes an outline of the basic characteristics of biodiversity, and of tourism, a short review of some of the project and policy reports and the academic literature on the relationship between tourism and biodiversity, a cameo case study of the recent United Nations World Tourism Organisation’s (2020) ‘One Planet Vision for a Responsible Recovery of the Tourism Sector’, and some concluding reflections. Keywords: tourism, biodiversity, tourism industry, sustainability, COVID-19 pandemic

Benefits, challenges, critical success factors and motivations of Quality 4.0 – A qualitative global study

Purpose – Quality 4.0 (Q4.0) is nascent, but many organisations have started their journeys on Q4.0. This study seeks to investigate the real-time organisational benefits and motivations for deploying Q4.0 and understand current Q4.0 initiatives along with the skills, challenges, and critical success factors required to implement Q4.0. Design/methodology/approach – A qualitative interview approach was utilised by interviewing a global panel of senior management, and operational excellence professionals from leading companies deploying Q4.0. Findings – This study provides a theoretical base for the organisational adoption of Q4.0 and understanding the benefits, challenges, critical success factors, motivations, and skillsets required. The challenges to Q4.0 identified include gaining management commitment to invest in technology and guide the organisational strategy to implement Q4.0. The skillset required for Q4.0 includes data science, data analysis, and knowledge of Industry 4.0 technology in order adapt to the increased world of digitalisation and smart factories. Research limitations – Most of the interviewees who participated in this study represent four continents. There is an opportunity for a detailed longitudinal study, analysis, and case studies in individual organisations. Originality/value – This is the first global study on Q4.0 that captures the viewpoints of senior management professionals deploying Q4.0.

Exploring the antecedents of shared leadership in event organisations

This research explores the antecedents of sharing leadership throughout an event management organisation. Previous research into shared leadership has been shown to improve team performance and effectiveness in organisations with team-based structures, involved in knowledge work and operating within high pressured environments. We propose therefore that shared leadership offers a useful solution to the problems presented by the rapidly changing and challenging event industry environment. However, little is known about how shared leadership happens within project multi-teams and research into the antecedents of shared leadership is still in its infancy. To enrich the current understanding, we employed exploratory qualitative research involving three case study organisations. Our findings were drawn from 34 in-depth interviews and 33 h of observation with participants from all layers of the management hierarchy and employees from across experiential event management agencies. We identified the antecedents of shared leadership at all levels of management: at the leadership team level, organisational leaders must communicate a clear vision, and act with transparency whilst empowering staff to enact leadership. At the project multi-team level, team members must be willing to collaborate with, and recognise the expertise of other team members and, at an individual level, employees must interact with empathy and good communication. Our findings illuminate how the sharing of leadership relies on multi-level interactions in which management, teams and individuals participate. Based on the findings, the implications for both theory and management practice are discussed and, given the exploratory, qualitative, nature of the study, future research directions are recommended.

Spaces of active disengagement across the food retail shop floor

PurposeThe article challenges the narrow view in scholarship which presents disengagement as passive and simply the absence of condition of engagement and explores how food retail employees articulate their disengagement within the intensified customer-centric service work. The article adopts the term “active disengagement”, as presented by Ackroyd and Thompson (2016) and empirically examines this as a form of oppositional voice towards managerial norms and behavioural expectations.Design/methodology/approachThe article draws on qualitative data from two case study organisations in the Cypriot food retail sector. Forty-six interviews took place with participants across different departments, including front-line employees and front-line and senior managers, to better understand the research problem through different perspectives.FindingsThe data show that disengagement is an integral part of organisational life and it is expressed in an individual and less-risky way. The data also reveal a variation in disengagement actions across departments, depending on employees' mobility on the shop floor and the intensity of interaction with the customers and the line manager. Shop floor employees enjoyed a wider “space of disengagement”, in comparison to those working on the front-end/checkouts. Nevertheless, checkout employees have developed sophisticated actions to express disengagement.Research limitations/implicationsThis research provides a refined understanding of active disengagement in organisations. It empirically contributes to the existence of a spectrum of engagement and expands Ackroyd and Thompson's (2016) “active disengagement” framework, discussing it as a form of oppositional voice towards corporate values and the customer-centric work intensification.Practical implicationsThe research provides empirical evidence that employee disengagement is not merely the absence of engagement, as HRM scholars and practitioners have argued, but entails further social meanings. This article will be useful for practitioners to rethink, revisit and revise employee engagement programmes in organisations, as well as to re-write corporate values, mission and vision, to also consider employees' experiences within the workplace. This will allow the provision of social support by management to address active disengagement in service organisations.Originality/valueThe study provides an important insight in employees' individual actions to express disengagement towards corporate values and managerial expectations related to customer service. It highlights the variation of dynamics across the food retail shop floor, which has been treated as a contextual periphery within the disengagement debate. Applying a broader lens on retail work heterogeneity, it provides further understanding of the diversity of how frontline service workers express disengagement within the triadic employment relationship. This study offers ground for future research to examine active disengagement in various contexts for better conceptual and practical understanding of this behaviour in organisations.

A Spectrum of Open Social Innovation Within Social Enterprise

The concept of ‘open social innovation’ (OSI) has not yet been fully understood, particularly in relation to social enterprises (SEs). This paper explores the use of OSI as a means of achieving social change through two in-depth, longitudinal, qualitative case studies with Scottish SEs. The researcher undertook participant observation for a year as well as conducting interviews and reviewing documents of the case study organizations. We build on Wikhamn (2013) by conceptualizing two approaches to OSI: ‘controlled’ which is closely connected to market-based attitudes, and ‘libre’ which is connected to the knowledge commons. Each approach has ramifications for how SEs achieve social change: either through exploitation of intellectual property as a means of income generation or freely revealing to accelerate social impact. The ways in which SEs manage OSI could thus determine the impact they can have on tackling some of society’s most challenging social problems.

Employees Perception of Organizational Crises and Their Reactions to Them - A Norwegian Organizational Case Study.

Organizational sensemaking is crucial for resource planning and crisis management since facing complex strategic problems that exceed their capacity and ability, such as crises, forces organizations to engage in inter-organizational collaboration, which leads to obtaining individual and diverse perspectives to comprehend the issues and find solutions. This online qualitative survey study examines how Norwegian Sea Rescue Society employees perceived the concept of an organizational crisis and how they sensed their co-workers react to it. The scope was the ongoing COVID-19 pandemic, a global event affecting all countries and organizations and responding similarly globally. Data were collected during the Fall of 2020. The instrument of choice was the Internal Crisis Management and Crisis Communication survey (ICMCC). The results showed that the overall sample strongly believed in their organization’s overall resilience level. However, a somewhat vague understanding of roles and responsibilities in a crisis where detected, together with some signs of informal communication, rumor spreading, misunderstanding, frustration, and insecurity. This study contributes to the academic field of organizational research, hence crisis management and sensemaking, and could be valuable to managers and decision-makers across sectors. Increased knowledge about how employees react to a crisis may help optimize internal crisis management planning and utilize robust mitigation and response strategies.

Organizing for Inter- & Transdisciplinary Collaboration in Science: The Role of Autonomy vs. Control

Academic scientists are increasingly expected to conduct their research in an open and collaborative manner, crossing disciplinary, organizational, and even functional boundaries to increase the productivity and impact of their research. Yet, such inter- and transdisciplinary collaborations bear multiple risks for the scientists involved including career threats in case projects fail or get delayed. At the same time, a progressive trend toward managerialism in scientific research organizations such as universities or research institutes is enmeshing organizational priorities with individual researchers' agendas and workflows. This raises the question of whether and how scientific organizations can act as facilitators of implementing collaborative research practices on the part of individual scientists. We shed light on how organizational design choices – related to exercising control vs. granting autonomy – influence the scientists’ engagement in inter- and transdisciplinary research collaborations. We investigate this question by exploring two in-depth case studies of scientific organizations in Europe with a total of 63 interviews with scientists, 4,129 pages of secondary material, and field observations. Our analysis shows that control-related design choices are 1) more frequently applied than those related to granting autonomy but 2) also bear the risk of (unintendedly) blocking or deterring scientists from collaborating at all, in particular when scientists’ norms and values are not sufficiently considered. 3) Interestingly, granting scientists autonomy in their collaboration activities seems to predominantly encourage collaborations with close (compared to distant) collaborators and lead to collaborations with low levels of decision rights on the side of the collaboration partners. Our findings contribute to the literature on the organization of science and hold meaningful implications for research policy and managers of scientific organizations.

Between Old and New Normal: Reconciling Improvisational and Routinized Action in Pulsating Normality

Numerous organizations around the world currently operate between old and new normal. In face of routine breakdown, organizations are challenged to improvise novel solutions, while they face yet another challenge as routines become (partially) executable again: they need to decide to go “back to normal” or “towards a new normal”. That raises the question how existing routines change in face of improvised solutions. Although the complementing role of improvisational and routinized action has been invoked in research, it has hardly been assessed. We have yet to understand how actors reconcile improvisational and routinized action embracing organizational change. To find an answer to this question, we study improvisational and routinized action in an in-depth processual case study of a higher education organization during the Covid-19 pandemic, drawing on 70 interviews and ethnographic insights from 66 meetings. Our findings show that the formation of normality is a pulsating process, continuously challenging actors´ perceptions of what is considered “normal”. In drawing out six mechanisms of normality formation which generate, stabilize or refuse novelty, we introduce a pulsating normality as the dynamic reconciliation of improvisational and routinized action. Our study speaks to both organizational improvisation and routine dynamics literature contributing to a better understanding of how improvisational action turns into routinized action, changing routines over time. In particular, we show how normality forms as actors allow for imperfection, holding the potential of creating a better normal.

Improvising the New Normal: A Processual Perspective on Improvisational Tuning of Collective Action

Understanding how organizations improvise in face of routine breakdown has gained increasing attention in organizational research during past decades and has shown to be particularly relevant during the Covid-19 pandemic, in which immediate design and execution of novel solutions was required. Yet, to which degree actors improvising collectively relate their improvisation to existing and novel referents has received little attention. To find an answer to this question, we study improvisational enactments in an in-depth processual case study of a higher education organization during the Covid-19 pandemic, drawing on 33 interviews and ethnographic insights from meetings. Our findings depict three phases of grooving, which we conceptualize as familiarization, negotiation, and pursuance. We introduce grooving as a concept explaining how actors tune their actions to shared referent(s) allowing for collective action. Our study contributes to a better understanding of the role of improvisational referents in improvisational organizing, providing guidance for organizations improvising the new normal.

Business Model Innovation as a Future-oriented Sensemaking Process

It is well established that technology—and particularly the uncertainty caused by disruptive emerging technologies—has an impact on industrial dynamics, forcing organizations to reimagine their business models. This paper investigates the way in which uncertainties arising from the imminent disruption caused by 5G technology are influencing business model innovation. This in-depth qualitative case study of a Nordic telecom organization shows that the uncertainty created by disruptive technologies initiates a parallel process of sensemaking and business model innovation. The newly developed business model has three dimensions , reflecting value-centric activities, internal changes in the organization and its attempt to capitalize on external opportunities. By investigating the way in which managers deal with uncertainties associated with 5G, this research characterizes business model innovation as a future-oriented sensemaking process, revealing three distinct phases which entail five underlying novel mechanisms explaining this process model. The present study advances our understanding on the impact of future uncertainty on the business model innovation process.

Optimizing Business-Nonprofit Hybrid Organizing to Support Health and Social Initiatives

Business-nonprofit hybrid organizing – i.e., moving beyond inter-organizational collaboration to combine for-profit and nonprofit organizational elements within a single organization in unconventional ways - offers a novel approach to supporting health and social initiatives. What form of hybrid organizing is optimal remains elusive, however. We conducted three, qualitative case studies of business-nonprofit hybrid organizing to identify lessons for optimizing this approach to supporting health and social initiatives. Data comprised 114 interviews with case study organization members, collaborators and local leaders, and observations, analyzed thematically. We characterized two forms of business-nonprofit hybrid organizing – an Appended form where a nonprofit unit is embedded within an established business, and a Blended form where a nonprofit entity functions as a revenue generating retail store. Each form engendered both benefits and costs for supporting the initiatives. Significance of these costs and benefits shifted over time contingent on initiatives’ changing strategic priorities and dimensions of local and wider contexts. Optimizing hybrid organizing entails an ongoing process of assessing and seeking fit between form and context in ways that allow the form to evolve. We elaborate implications for theory and for practitioners looking to harness the potential of hybrid organizing to support initiatives targeting social drivers of health.

The use of integrated reports to enhance stakeholder engagement

PurposeThe International Integrated Reporting Council (IIRC) has promulgated the production of integrated reports to enhance transparency and encourage improved stakeholder relationships. The purpose of this study/paper is to explore how managers prioritize the needs of stakeholders and to what extent integrated reporting is associated with those stakeholder relationships.Design/methodology/approachThe paper uses a case study/interpretative approach to compare the underlying motivation for the preparation of an integrated report across three case study sites from three different industry groups. Face-to-face and telephone semi-structured interviews, email correspondence and a review of the integrated reports form the basis for the data collection and analysis.FindingsThe case studies investigated for this project provide evidence that integrated reporting did motivate further stakeholder engagement to increase the organizations’ legitimacy and transparency. Overall, the authors found that the three case study organizations used the production of an integrated report to cement their place as a “leader” in their respective industry group. Moreover, managers regarded the current statutory accounts as inadequate in communicating and engaging with a broad range of stakeholders. There were elements of enhancing, defending and repairing legitimacy and managers tended to equate legitimacy with transparency.Research limitations/implicationsThree case study sites were selected on the basis of producing exemplary integrated reports, and senior executives provided their views on stakeholder engagement. For the scope of this study, the stakeholders themselves were not involved in this investigation which can be viewed as a limitation.Practical implicationsThe international IIRC Framework is built upon the notion that stakeholders are integral to assisting the organization in creating value. The outcomes of this investigation suggest that for preparers, the incumbent organization is reliant on the leadership of senior managers (inclusive of the chief executive officer) and directors to actually instigate the process. In Australia and New Zealand, given that integrated reporting is not mandatory, regulators have no influence over the scope, content and veracity of integrated reports. It seems likely that further stakeholder engagement will become intrinsic to the business model of organizations as a means to quell any notion that it is engaging in greenwashing.Originality/valueThe value of this paper is to contrast how three quite distinct organizations are using their integrated reports to communicate their approach to stakeholder engagement. Stakeholder salience dimensions are used to explore the importance attributed by senior managers.

Effect of Compensation, Workload, Leadership on Employee Performance and Implications on Organizational Performance

Discussing the practice of human resource management, one of the things that makes the determining factor for the company's success is performance. The same is true for the services business sector of PT Pelita Indonesia Djaya, to become a company that has a good reputation when providing services, performance is also considered important. This study aims to analyze the effect of Compensation, Workload, Leadership on Employee Performance and Implications on Organizational Performance Case study PT Pelita Indonesia Djaya. This research methodology uses a quantitative approach method using Smart PLS 3.3.9 to analyze several theoretical concepts to 88 respondents of company employees. Based on the results of the analysis in this study, the results obtained are that: 1) There is a positive and significant effect of compensation on employee performance; 2) There is a significant and significant effect of Workload on Employee Performance; 3) There is a positive and significant influence of leadership on employee performance; 4) There is a positive and significant effect of Compensation on Organizational Performance; 5) There is a significant and influential workload on Organizational Performance; 6) There is a positive and significant influence of Leadership on Organizational Performance; 7) There is a positive and significant effect of Employee Performance on Organizational Performance; 8) There is a positive and significant effect of Compensation on Organizational Performance through Employee Performance; 9) There is a significant and significant influence on Organizational Performance Workload through Employee Performance; 10) There is a positive and significant influence of Leadership on Organizational Performance through Employee Performance.

Chinese narrative in international development and volunteer tourism: a case study of a Chinese organisation’s practice in Mathare, Kenya

Volunteer tourism has become an increasingly popular phenomenon over the globe in recent decades. However, less attention is being paid to the receiving end of volunteer tourism and there are rarely narratives from Chinese figures. This paper seeks to address this research gap not only in volunteer tourism, but in a broader context of international development. By analysing a Chinese volunteer tourism organisation’s practice in Mathare, Kenya, this paper discusses the distinctiveness and commonality of the Chinese development approach from the national–international level to the grassroots level. It illustrates the rather polarised debate amongst the key stakeholders involved in this study, about prioritising the physical or psychological dimensions of the local needs, which further highlights the unchallenged structural inequality in Chinese development interventions of volunteer tourism. Considering forms of power among stakeholder groups and across levels, the research makes recommendations for Chinese volunteer tourism from which collaborations and a higher level of community empowerment can happen.

Management of Agricultural Waste Biomass: A case study of Fruit and Vegetable Producer Organizations in southeast Spain

Policies and strategies that encourage the adoption of environmentally friendly practices in the agricultural sector also promote mechanisms that facilitate their implementation. One of them is the creation of Producer Organizations and the granting of subsidies to farmers. Therefore, this study aims to analyse the most relevant aspects of the management of Agricultural Waste Biomass (AWB) by Fruit and Vegetable Producer Organizations (FVPOs) in a province in southeastern Spain. For this purpose, a case study was carried out that included surveys of 14 FVPOs (38% of the total). A descriptive method and a multivariate statistical technique were used to characterise these organizations. The results show that most of the FVPOs implement more than one AWB reduction and/or valorization practice, mainly the use of biodegradable and/or compostable raffia. However, the findings of the cluster analysis show that there are differences in the degree of relevance that the FVPOs give to the reduction and/or valorization of AWB. This exploratory study provides novel and relevant information that contributes to the characterization of the FVPOs and improves the knowledge on their trend in the management of AWB. It also serves as a tool for governments to assess the environmental provisions included in the regulatory framework of FVPOs. From this it will be possible to identify improvement actions to promote AWB valorization practices in the fruit and vegetable sector under the circular economy and bioeconomy approaches.

The Perioperative Steering Committee as an Accountable Infrastructure to Enable and Sustain Change.

Leaders in perioperative and interventional procedure areas need to be able to initiate and sustain change to improve operational processes in their departments or service lines. Although available literature discusses change in health care organizations, there is a lack of published articles on the implementation and sustainment of change. This article provides a review of supporting literature on change management and an infrastructure model that we have successfully implemented to sustain change. An organizational case study focused on creating sustained improvements for first procedure on-time starts and turnover times details the process of creating the accountability system for actualizing the performance targets in a perioperative environment. The case study examines the existing process and initial challenges with creating sustainable and quantifiable outcomes, describes the process of implementing the infrastructure discussed in the article, and evaluates the results. Perioperative leaders can use the information to improve processes in their work environments.

E‐voice in the digitalised workplace. Insights from an alternative organisation

AbstractDigitalisation permeates all aspects of organizational life, especially the ways we communicate with each other. Drawing on a case study of an alternative organisation—the German collective Premium, which is almost entirely digitally organised—we seek to explore contextual factors that facilitate or hinder the expression of electronic voice (e‐voice). Based on 20 semi‐structured interviews with different members of the collective, we identified various contextual facilitators and barriers to e‐voice expression: Collective belief in the value of diverse voices, cautious online and complementary face‐to‐face communication facilitate e‐voice, while less formalised structures, power and knowledge asymmetries, and information overload hinder it. These findings demonstrate that despite an alternative organisation's firm intention and self‐reflective efforts to create an inclusive and participatory digital space, tensions arise. Further, our study contributes to employee voice theorising by outlining contextual factors that are specifically relevant to e‐voice practices.