Socio‐economic Approach To Management Research Articles

Socio-economic management theory related to BPM

This research claims that dynamic strategies demanded by today’s digital environment exacerbate inconsistency between an organization’s digital transformation efforts and its enterprise architecture (EA) planning process. This phenomenon leads to redundant investments, delayed implementation, and frequent failures in digital transformation projects. In order to investigate this inconsistency, we apply the socio-economic approach to management (SEAM) theory. Through critical analysis of four case studies in a large manufacturing organization, we clarify the relationship between digital transformation and EA and reveal the dysfunction in strategic implementation from a SEAM and business process management (BPM) perspective. In practice, this research integrates digital transformation and EA to provide a context-specific approach for planning and designing enterprise digital transformation strategies.

Artificial Intelligence and Education: Case Study (Monsif National School)

The following study attempts to explore the popular trend of artificial intelligence(AI) in the education sector. AI is defined as the automation of cognitive human behavior which has created infinite opportunities for businesses and organizations (Jarek & Mazurek,2019). The focus of this study is how AI can be integrated in the context of an educational institution. In particular, the study dives deep into juxtaposing AI in Monsif National School (M.N.S) as a case study. Nevertheless, AI will be implemented in MNS as a tool that improves organization effectiveness and efficiency without replacing its human capital. However, in this study, AI implementation requires a step backwards to test the organization foundation through the socio-economic approach to management (SEAM) to analyze and solve the dysfunctions of this 85-year-old school in order to equip teachers and administrators with the knowledge and confidence they need to transform M.N.S into an innovative, efficient, and sustainable school of the future.

Inter-Municipal Cooperation: Insights From a Case Study in Chile Using SEAM Intervention

The literature has not yet focused on efficiency analysis as an important factor in Inter-Municipal Cooperation and the effects on its operation, nor has it addressed certain internal factors that would appear to play a crucial role in achieving cost reductions. We identified organizational dysfunctions and hidden costs in an Association of Municipalities in Chile based on a longitudinal case study (2020-2021) and research-intervention. Using Socio-Economic Approach to Management (SEAM), we introduce the instrumental role of management consulting into inter-municipal cooperation studies to implement organizational efficiency diagnosis and hypothesize that the internal dysfunctionality of inter-municipal cooperation and the effectiveness of its governance are directly linked.

Value Creation and Internationalization of Performing Arts: SEAM Evaluation in Flamenco Festivals

This paper tells the story of a consulting research project in the International Association of Flamenco Festivals, with the aim of evaluating their role in the internationalization of flamenco and thus legitimizing their position in the performing arts (PAs) network. It would seem that the contribution of Flamenco Festivals (FFs) to the internationalization of flamenco companies is not known by other agents in the domestic network (artists, producers, or Spanish public administrations), nor has it been the subject of study in the literature. Using the Socio-Economic Approach to Management (SEAM), this research highlights the areas of value creation of these festivals, and their contribution to the internationalization of Spanish flamenco artists. Together with the organizers of festivals held in Spain and in 8 other countries, Spanish artists and producers are incorporated into the evaluation to generate a shared storytelling. The result shows that FFs have a central role in the creation of value (economic, social-cultural) by mobilizing PAs agents in origin and destination, helping to reduce the tensions that limit the creation of value in international markets. This research supports the important contribution of management consulting in the generation of useful and innovative knowledge with and for organizations.

Management Consulting Intervention in Family-Owned SMEs

This intervention research aims to overcome resistance by Small-to-Medium size Enterprise (SME) to formal adoption of structured Organization Management methodology. It explores the impact of owner’s influence on the organization management of family-owned SME management. The adopted methodology is pursuant to Socio-Economic Approach to Management (SEAM) Intervention Research (IR) that focus on intervening in a selected site to solve the diagnosed problems and generate new knowledge

Metaphors in SEAM: Techniques for Effective Management Consulting

Practitioners and consultants work together in the field. Management consultants cooperate with practitioners to diagnose and solve problems, maximize growth and improve organization performance. Consultants deal with the challenge of making the message appealing to practitioners. It is therefore necessary for a consultant to build trust and demonstrate empathy to encourage practitioners to take some action. Moreover, a consultant must find creative and emotive ways of inspiring practitioners through effective communications. This challenge can be met through the use of stories and metaphors. It is proven that better story-tellers make better managers (Boje, 1991a). The use of metaphors and storytelling in business make people listen and engage. Stories and metaphors have been used for centuries by politicians, philosophers, artists, authors, and many others, to educate, convey complex ideas, engage and to elicit emotive feelings and actions. Management consultants have to revisit the power and effectiveness of these tools in the world of business. The Knowledge of utilizing stories and metaphors is an essential part of effective communications, and a skill that consultants must cultivate. This paper provides first a short review of the research on the use of metaphors and storytelling in management. It aims to utilize storytelling and metaphors to improve the communication between management consultants and clients in order to ultimately increase organizational productivity. It mainly portrays the impact of using metaphors into the socio-economic approach to management (SEAM) to stimulate richer and more productive interactions between practitioners and consultants.

Dismantling the myths about managerial (in)capabilities in micro-firms. SEAM intervention-research to develop management practices

Extant literature on SMEs currently offers an incomplete and deterministic characterisation of micro-firms (M-Fs) that are not growth-oriented start-ups, so very little is known about the actual functioning and internal challenges that hinder the adoption of management practices of these companies, and how to facilitate their management development. Using the Socio-Economic Approach to Management (SEAM) as theoretical lens and SEAM intervention-research as methodology, the study uncovers myths in the managerial characterisation of micro-firms and suitable patterns of change management practices for them. Our research contributes to the study of M-Fs by being the first study specifically devoted to mature M-Fs, and by proposing a theoretical framework that shows the dynamic nature of the characteristics associated with M-Fs.

The Integration of the Control Departments to Manage Complex Norms. The Case of a Lebanese Bank

The financial crisis that impacted the global economy and the financial systems have often been accompanied by a flood of norms. Political authorities and institutions were forced to strengthen their norms and regulations to protect against future crisis. This flood of norms, aimed to mitigate risks are becoming multiple and complex to the point that today we are talking about the difficulty of controlling their application (Savall & Zardet, 2013). This paper presents a case study involving socio-economic approach to management (SEAM) management consulting method carried out in a private Lebanese Bank. The research tension analyze the impact of management system of standards impact on organization performance . In the studied Bank , the integral management of norms has been particularly enhanced by the socio economic approach to management (SEAM) intervention. The paper presents what has been carried out, and illustrate the socio-economic tools applied at work as well as the main achievements in terms of social improvement and economic performance.

Innovative Model in NGO Management: Implementation of SEAM as a Consulting Management Methodology

This paper is a qualimetrics research to show how the Socio-Economic Approach to Management (SEAM) methodology is the pathway to create a sustainable Non-Governmental Organization (NGO). It describes the framework of an effective organization built on the basis of quality that is utilized as an asset affecting productivity and efficiency in a positive manner. Quality is demonstrated by deep digging into the current internal and external challenges of NGOs and applied in the context of an actual intervention research in an NGO in the Lebanese context. This longitudinal intervention carried out during two years started by diagnosis of dysfunctions and portrayal of initial status of the organization followed by escorting the execution of the different stages of the transformational projects and later performing assessment for realization of key achievements. This intervention research shows that SEAM methodology paves the route towards a sustainable organization characterized by quality of functioning and services with a cross-cutting quality of management. The term quality is presented in a theory-based as well as conceptual perspective.

Consistencia de la teoría socioeconómica de las organizaciones e innovación organizacional: Un ejemplo de estrategia de gestión de reclamos de clientes

This present study discusses appropriate selection of research paradigm and research strategy of socio-economic theory of organisations for organisational innovation in general, customer complaint management (CCM) in particular. Ontology and epistemology of socio-economic approach to management (SEAM) methodology, mixed quantitative and qualitative methods are proved to be consistent with the implementation of CCM in small-to-medium sized enterprises (SMEs). The research indicates how to produce and generalise theoretical and practical knowledge through abductive reasoning and early-versus-latter-stage research design for a pragmatic-oriented action research. The conceptual model highlights that CCM can positively and simultaneously impact technical innovation, economic performance and social performance. One more interesting result is that economic performance can positively affect social performance. The research process includes two five-step action plans in the early stage and empirical study in latter stage. The two five-step action plans (2015-2016 and 2017-2018) analyse customer complaints, explore the causes of customer complaints from employees’ viewpoints, put forward action plans, implement action plans and evaluate organisational performance. The empirical study applies structure equation modeling, to test whether technical innovation mediates the relationship between CCM and organisational performance.

Contribution of SEAM to the Performance of Student Affairs

Les établissements d’enseignement supérieur doivent engager les étudiants dans un apprentissage actif. Ce défi nécessite des changements dans la structure des universités, la gouvernance et les relations avec les parties prenantes. En particulier, il est temps de favoriser la créativité et l’innovation des services aux étudiants. Cette étude est une recherche d’intervention qui met l’accent sur le développement du potentiel humain et le renforcement des capacités du personnel afin d’aligner la mission du service étudiants sur la mission sociale de l’université. L’approche socio-économique de la gestion (SEAM) met l’accent sur une vision holistique et améliore la performance du service des étudiants afin d’intensifier la contribution du bureau à l’accomplissement de la mission sociale universitaire.

Reassessing measures of sustainable firm performance: A consultant's guide to identifying hidden costs in corporate disclosures

AbstractStrategy, management, corporate social responsibility, critical accounting, and other business researchers frequently utilize financial metrics such as return on assets, return on equity, and return on sales as proxy measures for the financial performance of firms. Large data sets offer convenience but exclude the textual data of corporate disclosures that offers critical insight into specific executive actions and social and environmental outcomes. This study looks at the detrimental consequences of the prevalent practice of relying on macrofinancial metrics as measures of firm performance. Insight from the socioeconomic approach to management (SEAM) is then applied to help an external analyst develop the perspective of an internal consultant to identify hidden costs in corporate disclosures. An extensive case on former CEO Robert Nardelli's tenure at Home Depot is presented as an example of applied SEAM theory to explore how a causal network of dysfunctions can be traced through publicly available financial disclosures. The management discussion and analysis as well as the executive incentive compensation formulas serve as a roadmap to discover hidden costs. The study offers a critical perspective of financial disclosures to allow researchers to externally diagnose dysfunctions sooner rather than years later, an insight formerly only available to internal consultants.

Management Consultancy Projects in Student Affairs Division

This paper describes the implementation of two management consultancy projects and their impact on the effectiveness of university student affairs unit and the development of human potential. The purpose of this paper is to identify the success factors of change initiatives, to analyze and to overcome the challenges encountered through practical management consultancy tools. Two different approaches are adopted: The EFQM which is an excellence model and the Socio-Economic Approach to Management (SEAM) which is an intervention research dedicated at transforming organizations. The researchers show the results of the EFQM and SEAM change processes introduced in higher education institutions to ensure continuous improvement and development of the student affairs office. The prominent finding is that a participatory consultancy approach results in strong personal staff engagement and commitment. Hence, the application of this managerial approach namely the RADAR (Required results, approach, deployment and assessment), the participatory self-assessment, the “mirror effect”, the internal external strategic plan, improvement analysis, the priority action plan, team formation and building and the estimation of hidden costs assured the implementation of change and improved performance. This intervention research provides a clear understanding for the implications of a management consultancy project and accentuates the significance of the human contribution in institutions.

SEAM in kingdom of Saudi Arabia– case of telecommunication company

The study aims to introduce SEAM (socio economic approach to management) into a family owned business that involved in diversified activities and operates in the Kingdom of Saudi Arabia (KSA). It a...

The SEAM Contribution to the Management of Theatrical Performances:Case of Chateau Trianon–Lebanon

This study is intended to demonstrate that the application of the Socio-Economic Approach to Management (SEAM) reforms and improves the quality of the non-artistic services of Chateau Trianon Theat...

The Socioeconomic Approach to Management: Methodological Positioning

This paper explores the positioning of the socioeconomic approach to management (SEAM) onto three streams. Starting with the positioning in the action research literature stretching to organization...

Internal Intervener, Hidden Leader

This study is intended to demonstrate that the internal intervener of the Socio-Economic Approach to Management (SEAM) is a hidden leader inside the organization. Transformational change needs leadership with all its functions from establishing direction, to aligning, motivating, and inspiring people. Knowing the crucial role of the intervener in the change management and its influence on the organization’s overall culture, the approach chosen had to be rigorous, participatory, holistic and multi-disciplinary; hence, three internal intervener will be describing their experience, using SEAM approach and tools to identify dysfunctions, reduce hidden costs and reveal untapped human potential in three different industries: Higher Education, Health care and Perming Arts Business. The intervention research approach adopted is a transformative approach that enables to achieve a deliberate change in organizations and contributes to the creation of scientific knowledge from the direct observation of the field. The three interveners will classify their contributions under themes related to leadership functions. The thematic analyses will reveal a common ground between the three different industries. The Interveners main objective is to transform Hidden cost into added value and to unveil the human hidden potential. This is not fulfilled if the intervener is not converted into a hidden leader while facilitating the intervention research.

The Beginnings of Agility at Brioche Pasquier

Seeking to grow its business while managing the risks of expansion, preserving a family business culture, and ensuring effective succession planning, the French baking firm of Brioche Pasquier Group in 1984 turned to consultants from the Institute for Socio‐Economic Organization Research for assistance. Together, they implemented the socioeconomic approach to management (SEAM) to strengthen the firm's core planning, operational, and human resource structures; increase efficiency and convert hidden costs into value‐added activities; reorganize production processes; streamline delivery; better connect with customers; and improve teamwork. Over time, the SEAM methodology supported the emergence of an agile organization. The practices put into place have helped the company adapt to the challenges in its industry for more than three decades. © 2016 Wiley Periodicals, Inc.

Using the socio-economic approach to management to augment Lean Six Sigma

Purpose– The purpose of this paper is to present a framework and a case that delineates the coordinated use of the socio-economic approach to management (SEAM) and Lean Six Sigma (LSS) to facilitate operational change.Design/methodology/approach– This study uses action research and thematic analysis to explore the augmentation of existing process improvement and organizational assessment methodologies in a production environment.Findings– Organizations are under increasing pressure to improve all aspects of business. Project leaders and consultants often follow popular quantitatively oriented protocols like LSS to evaluate explicit operational processes. Including a qualitatively oriented protocol like SEAM expands the project leader’s capability through greater consideration of implicit organizational issues. This paper presents a case where LSS was complemented by SEAM to assess a process that was entangled with several latent organizational dysfunctions.Practical implications– SEAM and LSS are accepted protocols to facilitate process improvement and organizational change. Pairing the two protocols into a SEAM-LSS model offers the strengths of each approach, while compensating for the limitations of each. The result is a more inclusive change protocol that reduces potential oversights and inefficiencies that could occur if project leaders worked within the purview of only one methodology.Originality/value– This paper uses action research to propose a model to bring qualitative and quantitative methodologies together into a larger complementary framework to use when evaluating organizational problems and opportunities. This paper aims to stimulate discussion and research that would lead to more robust process improvement protocols.

Imparting SEAM and the Four Essential Steps in Schools of Business and Management

This article examines differences between traditional management theory and the SocioEconomic Approach to Management (SEAM) along with their costs and implications in so doing; it focuses on how the Fredrick Taylor, Henri Fayol, and Max Weber (TFW) virus infects the workplace through mismanagement and through reinforcement of traditional management practice. Further, it explores imparting the four essential steps with learners and SEAM as a new approach to education in business academia and practice. This article charts a new direction by promoting global and interdisciplinary conversations about SEAM and the four essential steps as a practical way to transform learning in the workforce and in schools of business and management.