Managers In Large Organizations Research Articles

УЧЕТ РИСКОВ ПРИ ПРОЕКТНОМ УПРАВЛЕНИИ В МАЛОЙ ПРОЕКТИРОВОЧНОЙ ОРГАНИЗАЦИИ

The article discusses aspects of the management of a small design organization (SPO) with up to one hundred employees. It is noted that the principles and approaches in the management of small and medium-sized enterprises differ from the management of large organizations in the degree of implementation of digital management components. The main characteristics of a project in a small design organization have been identified. It is concluded that risk management should be in the area of increased attention and responsibility of managing managers of a small project organization, and be considered as an integrated project management function. The main stages of risk analysis arising from the activities of SPOs are presented. It is noted that the main goal of these stages is to identify and systematize possible sources of risk and factors for the implementation of risk events.

УЧЕТ РИСКОВ ПРИ ПРОЕКТНОМ УПРАВЛЕНИИ В МАЛОЙ ПРОЕКТИРОВОЧНОЙ ОРГАНИЗАЦИИ

The article discusses aspects of the management of a small design organization (SPO) with up to one hundred employees. It is noted that the principles and approaches in the management of small and medium-sized enterprises differ from the management of large organizations in the degree of implementation of digital management components. The main characteristics of a project in a small design organization have been identified. It is concluded that risk management should be in the area of increased attention and responsibility of managing managers of a small project organization, and be considered as an integrated project management function. The main stages of risk analysis arising from the activities of SPOs are presented. It is noted that the main goal of these stages is to identify and systematize possible sources of risk and factors for the implementation of risk events.

Preparing for progressive change from opposition

Preparing for progressive change from opposition

The career resilience of senior women managers: A cross‐cultural perspective

AbstractThis article examines how cultural contexts influence the demonstration of resilient behaviors of women senior managers in large organizations. We compare the experiences of Malaysian and Australian women overcoming key challenges and obstacles in their career journeys by engaging in the resilience strategies of network leveraging, learning, and adaptability. Our findings reveal the unique, complex, and contextual nature of career resilience, and show how resilience can be demonstrated, often differently, across culture and context. Our study adds to the existing body of literature in the areas of careers, gender in the workplace, and resilience, by highlighting how senior women sustain and navigate their career paths within the constraints of their socio‐cultural contexts. Practical and scholarly implications are discussed.

Determinants of analytics-based managerial decisionmaking

This study investigates how managerial decision-making is influenced by Big Data analytics, analysts’ interaction skills and quantitative skills of senior and middle managers. The results of a cross-sectional survey of senior IT managers reveal that Big Data analytics (BDA) creates an incentive for managers to base more of their decisions on analytic insights. However, we also find that interaction skills of analysts and – even more so – managers’ quantitative skills are stronger drivers of analytics-based decision-making. Finally, our analysis reveals that, contrary to mainstream perceptions, managers in smaller organizations are more capable in terms of quantitative skills, and they are significantly more likely to base their decisions on analytics than managers in large organizations. Considering the important role of managers’ quantitative skills in leveraging analytic decision support, our findings suggest that smaller firms may owe some of their analytic advantages to the fact that they have managers who are closer to their analysts – and analytics more generally.

The mediating effect of job satisfaction on the relationship between the delegation of authority and the performance of employees

The current study aims to examine the relationship between the delegation of authority and employee performance in the banking sector in Palestine. Delegating authority explores new competencies and experiences that increase the quantity and quality of performance (Al-Jammal, Al-Khasawneh, & Hamadat, 2015). The concept of delegation of authority is gaining increasing attention by human resources management in large organizations because the concept of delegation of authority is one of the most important concepts used in the practice of management (Muhammad & Kazmi, 2020). A questionnaire was used to collect data and 300 questionnaires were distributed after being reviewed by a panel of experts. The Social Package for the Social Sciences (SPSS) was used to analyze and process the data, and the study found that there is a positive relationship between the delegation of authority and performance. This relationship mediates job satisfaction, as delegation contributes to increased job satisfaction, thus, job satisfaction increases the quality of performance. The current research recommended that additional efforts should be invested to enhance the culture of delegation of power and attention to the state of job satisfaction among workers in banks as well as other institutions and that future research should focus on finding new ways to ensure improvement in the quality of performance in the banking sector in Palestine

The specifics of the top managers competencies in Russia: Case of the contest “Leaders of Russia”

Goal: to identify differences in the level of competency development among senior management personnel in Russia compared to other job groups. Methodology: the empirical research was based on competency assessments from the Leaders of Russia competition and consisted in identifying factors determining the level of competency development (including the role of the position held) using regression analysis. Findings: we show that when controlling for other factors senior management cadres (“top executives”) have higher values of intellectual abilities and managerial potential than other job groups, higher scores on social and communication competencies, leadership motivation and perseverance, but lower scores on decision-making speed. The size of an organization is one of the key factors related to the level of competence development in different job groups: on average, managers of large organizations have a higher level of competence development than managers of small organizations. Originality and contribution of the authors: such an assessment of the level of competence development of senior management staff in Russia on a sample of more than several thousand people has been carried out for the first time. The results obtained contribute to the literature on leadership theory and the upper echelons theory and can be used to improve training and professional development programs for top management personnel.

Developing decision support for cybersecurity threat and incident managers

Cybersecurity threat and incident managers in large organizations, especially in the financial sector, are confronted more and more with an increase in volume and complexity of threats and incidents. At the same time, these managers have to deal with many internal processes and criteria, in addition to requirements from external parties, such as regulators that pose an additional challenge to handling threats and incidents. Little research has been carried out to understand to what extent decision support can aid these professionals in managing threats and incidents. The purpose of this research was to develop decision support for cybersecurity threat and incident managers in the financial sector. To this end, we carried out a cognitive task analysis and the first two phases of a cognitive work analysis, based on two rounds of in-depth interviews with ten professionals from three financial institutions. Our results show that decision support should address the problem of balancing the bigger picture with details. That is, being able to simultaneously keep the broader operational context in mind as well as adequately investigating, containing and remediating a cyberattack. In close consultation with the three financial institutions involved, we developed a critical-thinking memory aid that follows typical incident response process steps, but adds big picture elements and critical thinking steps. This should make cybersecurity threat and incident managers more aware of the broader operational implications of threats and incidents while keeping a critical mindset. Although a summative evaluation was beyond the scope of the present research, we conducted iterative formative evaluations of the memory aid that show its potential.

A multi-criteria assessment of decision support systems in educational environments

<span>Decision support systems (DSS) are useful business intelligence (BI) tools as they help managers in large organizations make the best out of many decisions. Decisions are based on various types of raw data, models, documents, knowledge, and past experiences. This paper examines numerous criteria of decision support systems in the educational environment. Two effective methods were discovered and applied in this research, the analytic hierarchy process (AHP) and simple multi-attribute rating technique (SMART). These methods were selected due to their abilities to deal with complex decisional environments in general and widely used in practice for the educational environment in specific. The performance of methods is compared using two datasets called xApi-Education and IPEDS datasets. The obtained results based on the measurement of space complexity showed the level of convergence and similarity between these two methods. However, the experiments show that the Simple Multi-Attribute Rating Technique outperformed the analytic hierarchy process in terms of accuracy, deviation, and time complexity measurement.</span>

Perspectives on effective digital content management in organizations

Modern corporations face enormous digital transformation challenges in order to incorporate digital content into its corporate memory. At the same time over the last decade and a half, there is growing evidence of the advent of different types of mechanisms to manage digital organizational content. The management of digital content is particularly important to support knowledge worker practices to access, share, and reuse content in knowledge intensive organizations. Despite the availability of technological solutions in the marketplace to integrate content, managers are often overwhelmed by the choices they need to make to effectively manage digital content in their organizations. Extant literature indicates that in an increasingly digitized world, there is no clear understanding of the digital content considerations for informed decision making in organizations. Based on our research experiences in knowledge management, particularly knowledge codification in digital infrastructures, we provide certain perspectives on the four considerations for effective management of digital content in large organizations. We present four short exhibits to illustrate these four core considerations, which we label as the “4Cs” (i.e., content contribution, categorization, control, and centralization) for effective digital content management in large organizations.

No Backstage do Marketing da Experiência a Ótica dos Gestores na Aplicação de Estratégias de Marketing de Experiência por Meio de Ações de Patrocínio e Desenvolvimento de Projetos e Eventos

A pesquisa teve a intenção de identificar a visão estratégica dos gestores no tocante à aplicação prática das ações do marketing da experiência. Nesse estudo o objetivo será descrever a utilização da estratégia de marketing de experiência através do patrocínio e do desenvolvimento de projetos e eventos realizados em quatro organizações distintas. Buscou-se discutir a a economia da experiência e o marketing experimental e o patrocínio e desenvolvimento de projetos e eventos. É uma pesquisa de cunho qualitativo realizado por meio de entrevistas em profundidade com quatro gestores de marketing de grandes organizações. Como resultado, obteve-se que a gestão da experiência está voltada para a ansiedade e anseios por meio do posicionamento de valores, causas e emoções.

Стейкхолдерский подход в реализации «третьей миссии» университетов

The implementation of the ‘third mission’ by universities is a significant area of research that has been explored by many Russian and international experts. The ‘third mission’ means engaging with society. Alongside education and research, it is an important factor in the successful development of a contemporary university. In this article, we explore how stakeholder theory, which is successfully employed in the management of large organisations, may be applied for the development of mechanisms for effective implementation of the ‘third mission’ by universities. We identify the main problems in organising stakeholder interactions at Russian universities and analyse possible strategies to improve the situation. We use the examples of Polish, Swedish, and Russian universities to illustrate the practical aspects of interactions at different levels between universities and stakeholders., forms, and methods in the field. Further, we propose a classification of key stakeholders of universities, describe their mutual relations, interests, and resources available to them as well as reflect on stakeholder participation models in educational management. Our findings may contribute to better management at Russian educational institutions and benefit national education authorities.

Editors’ Comments: Should Management Theories Take Uncertainty Seriously?

Editors’ Comments: Should Management Theories Take Uncertainty Seriously?

The glass ceiling: fact or a misguided metaphor?

PurposeThe glass ceiling is a metaphor used to characterize the gender inequality of women at the top in most large western organizations. This situation has prompted many business organizations, NGOs and governments to encourage large organizations to promote more women into the executive suite and onto boards of directors. While there is little controversy about this initiative, this paper argues that there should be because it directly challenges the principle that merit should outweigh diversity. The paper aims to discuss these issues.Design/methodology/approachThis paper reviews research that purports to show that women are unfairly under-represented in the most senior positions in large western organizations. It also reviews the arguments that more senior women would improve the performance of these organizations. This research is then used to develop a model of why there are markedly fewer women than men at the top of large organizations.FindingsThis study finds that most of the research studies purporting to show that there is a bias against promoting women to the top of large western organizations are unsound because they are poorly designed and/or fail to accommodate alternative explanations for this effect. Thus, the current number of women who run these organizations may be a good reflection of their contribution to the management of these organizations. These findings suggest that many of the policies that are promoted to help women break through the glass ceiling are misguided.Practical implicationsLarge organizations should think carefully about following the advice of special interest groups who vigorously promote this social cause.Social implicationsSocial policy advocates need better research from which to advance their cause that there are currently too few women in senior management positions of large organizations.Originality/valueThis is one of only a handful of papers that challenges the current orthodoxy that artificial glass ceilings are restricting the potential contribution of women to the better management of large organizations.

Organisational Capabilities Required for Enabling Employee Mobility through Bring- Your-Own-Device Concept

Abstract Background: Mobile device adoption is on the rise and people are increasingly using mobile devices as a part of their lives. Studies have shown that people can use mobile devices to perform their work duties from anywhere. Organisations are now exploring ways of enabling and supporting mobility for employees’ mobile devices, including BYOD (Bring-Your-Own-Device) policies. Objective: The objective of this study is to identify the main capabilities required for enterprise mobility. Methods/Approach: This qualitative research study presents empirical results based on interviews with selected senior IS managers of large organizations. Results: The main findings of this study suggest that information security and mobile device management are among the main capabilities required for enterprise mobility. Conclusions: Enterprise mobility is an emerging field which has received very little research attention. More research in the field will help organisations make informed decisions on how to increase productivity, sales and efficiency while achieving employee satisfaction through enterprise mobility.

Big Data, Analytic Culture and Analytic-Based Decision Making Evidence from Australia

This study investigates how managerial decision making is influenced by Big Data, analytics and analytic culture. The results of a cross-sectional survey (n = 163) of senior IT managers reveal that Big Data Analytics creates an incentive for managers to base more of their decisions on the analytic insights. However, we also find that the main driver of analytic-based decision making is analytic culture. Considering that culture – in contrast to Big Data Analytics tools and skills – is a resource which cannot be change easily or quickly, we conclude that firms with a highly analytic culture can use this resource as a competitive weapon. Finally, our analysis reveals that managers in smaller organizations are significantly more likely to base their decisions on analytic results than managers in large organizations, which suggests the former use analytics to remain competitive against their larger counterparts.

RAZVOJ LJUDSKIH RESURSA KAO PREDUSLOV ORGANIZACIONE USPJEŠNOSTI / HUMAN RESOURCE DEVELOPMENT AS A CONDITION OF ORGANIZATIONAL SUCCESS

Contemporary business conditions do not impose only need for adjustment of the organization but also the need for adjustment of employees. Human resources, manifested through individual knowledge, skills, individual qualities and achievements, is the basis of competitive advantage of organizations and the main resource for the survival, the growth and development of modern organizations. Treating employees as a decisive factor for the success of organizations, it follows that their primary duty is to provide, maintain and develop the best people through the wide range of human resource activities. Thus, Human Resource Development, designated as a key activity for achieving the projected goals of the organization, can be defined as a set of systematic and planned activities appointed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands. Employees are increasingly accepting the reality that education becomes their responsibility in order to develop their full working potential and to ensure self employment opportunities. On the other hand, encouraging educational programs, organizations strive not only to meet the business needs for education of employees, but also their interests, creating and developing the climate of continuous learning and dissemination of knowledge in all areas. To what extent will the organization attach importance to certain practices that guide and encourage staff development depends on its current situation, activities, goals and adopted development strategy. Adequate choice, the assignment according to their abilities and affinities, continuous training and education, are generally accepted methods without which the development of employees is not possible. The American Society for Training and Development (ASTD) estimates that U.S. organizations spent $134.1 billion on employee learning and development in 2008, and $125.9 billion in 2009.Human resource managers in large organizations ranked training and development as the most important functional area they had to deal with because HRD programs must respond to job changes and integrate the long-term plans and strategies of the organization to ensure the efficient and effective use of resources. Combining different methods and approaches, and referring to all employees in the organization, training and human resources development become a tools for achieving change and the effects they produce are becoming a far-reaching and strategic.

Founder CEOs and Innovation: Evidence from S&P 500 Firms

Using a novel data set on founder CEOs in S&P 500 firms for the period from 1993 to 2003, this paper investigates the relationship between founder CEOs and innovation. While entrepreneurs as individuals have long been considered change agents, it is not clear whether entrepreneurs as managers of large organizations may facilitate organizations’ innovation performance. Our main results show that the existence of a founder CEO is correlated with a 31 percent increase in the citation-weighted patent count before we control for R&D spending and a 23 percent increase in the citation-weighted patent count after we control for R&D spending, suggesting that founder CEOs are more effective and efficient innovators than professional CEOs. As boundary conditions of the relationship, we find that the positive effect of founder CEOs on innovation is stronger in more competitive and innovative industries. Furthermore, our results suggest that founder CEOs are more likely to take their firms in a new technological direction. Finally, we provide evidence that the innovations of founder CEO-managed firms create more financial value than the innovations of professional CEO-managed firms. Our findings are particularly convincing because the results are consistent across various robustness checks that control for potential selection issues and other endogeneity concerns.

Dynamic capabilities and entrepreneurial management in large organizations: Toward a theory of the (entrepreneurial) firm

Mainstream economic theory has generally excluded consideration of the role of managers, which has, in turn, impaired its ability to explain resource allocation by, and heterogeneity among, firms. In the real world, managers are called on to fill entrepreneurial and leadership roles: sensing opportunities, developing and implementing viable business models, building capabilities, and guiding the organization through transformations. These entrepreneurial management tasks are part of the organization׳s capabilities, which also encompass embedded organizational processes that can be slow to change. An understanding of entrepreneurial management and organizational capabilities will contribute to more realistic economic models and a better understanding by policy makers of industrial dynamics and the requirements of innovation.

Managing by Design

This editorial written by myself and Marc Gruber of EPFL. It explores the role of design thinking in the management of large organisations, and focuses on how design principles can be applied to the design of the workplace and the nature of work itself. As Head of Service Design at the RCA, my contribution is on how to apply design thinking methods for managers and the 6 key elements described in this approach In the last decade the importance of design and the value of design thinking as a tool for innovation has been recognized by both business and government. Design has become a strategic tool for business helping to translate technological innovation into user value, connecting with consumer needs and creating compelling product and service experiences that create new business value. In this paper we consider a further application of design thinking by considering how managers can apply it to the design of the workplace experience. Many enterprises, especially those in the knowledge economy, are defined by their human resources and their capacity to attract and retain talent. In this competitive environment the design of the employee experience and the services that support them and enable them to deliver value to the clients and colleagues, is a key differentiator. Applying design thinking to the design of work itself, the systems that support it, and the physical and virtual environments in which it takes place can help business and organizational leaders to attract and retain top talent, as well as to enhance productivity and operational effectiveness. In this paper we explore the key factors and principles by which leaders and managers can apply design thinking to transform the workplace experience and we propose 6 key elements for managers to enable that transformation and enhance social capital and business and organisational performance.