Strong Management Support Research Articles

Identifying enablers for the successful deployment of prescriptive analytics – a multiple case study

Purpose Although it is commonly agreed that prescriptive analytics can benefit organizations by enabling better decision-making, the deployment of prescriptive analytics tools can be challenging. Previous studies have primarily focused on methodological issues rather than the organizational deployment of analytics. However, successful deployment is key to achieving the intended benefits of prescriptive analytics tools. Therefore, this study aims to identify the enablers of successful deployment of prescriptive analytics. Design/methodology/approach The authors examine the enablers for the successful deployment of prescriptive analytics through five organizational case studies. To provide a comprehensive view of the deployment process, each case includes interviews with users, managers and top management. Findings The findings suggest the key enablers for successful analytics deployment are strong leadership and management support, sufficient resources, user participation in development and a common dialogue between users, managers and top management. However, contrary to the existing literature, the authors found little evidence of external pressures to develop and deploy analytics. Importantly, the success of deployment in each case was related to the similarity with which different actors within the organization viewed the deployment process. Furthermore, end users tended to highlight user participation, skills and training, whereas managers and top management placed greater emphasis on the importance of organizational changes. Originality/value The results will help practitioners ensure that key enablers are in place to increase the likelihood of the successful deployment of prescriptive analytics.

Analysis of the Impact of Frontliner Employee Performance Assessment at PT. Bank Rakyat Indonesia (Persero), Tbk. KC Jakarta Tanjung Priok

Performance appraisal of frontliner employees at PT Bank Rakyat Indonesia (Persero), Tbk. Kc Jakarta Tanjung Priok has a significant impact on employee development and performance. Through analysis, it can be seen that performance appraisals provide clear feedback, motivate employees to improve their performance, strengthen teamwork, and drive process and system improvements. Supporting factors such as transparent appraisal systems, strong management support, sustainable reward systems, and effective communication contribute to the success of performance appraisals. However, there are also challenges such as subjectivity in appraisals and employee resistance to the appraisal process that need to be overcome. With attention to these constraints and maximization of supporting factors, PT Bank Rakyat Indonesia (Persero), Tbk. Kc Jakarta Tanjung Priok can ensure that performance appraisal of frontline employees becomes an effective tool in achieving organizational goals and overall employee development.

IT Strategic Alignment Maturity and Business Performance for the Banking Industry in Kenya

This study explored the connection between IT Strategic Alignment Maturity and the financial performance of Kenyan commercial banks. Using the SAMM framework, six alignment maturity criteria (governance, communications, value, partnership, technology scope, and skills) were evaluated. Quantitative correlation analysis was conducted with data from CIOs representing 70% of the Kenyan banking market (all Tier One banks). Findings revealed a significant positive link between IT-business alignment and profitability. The study suggests that banks seeking increased return on assets (ROA) should prioritize the development of robust strategic alignment maturity. Business-IT alignment (BITA) is a dynamic, ongoing process essential for organizational success (Luftman, 1996). Successful alignment requires strong management support, clear prioritization, and effective communication across all levels of the organization (Luftman, 1997). To navigate the complexities of a rapidly changing business environment, companies must consistently evaluate their IT investments and strategies (Luftman, Papp and Brier, 1999). A well-aligned IT function acts as a catalyst, driving innovation, competitiveness, and improved decision-making across the enterprise (Luftman, Papp, and Brier, 1995). However, alignment is challenging and requires collaboration between IT and other business units (Luftman, Lewis, and Oldach, 1993). When IT strategy and governance effectively support overarching business goals, organizations can transform their operations and unlock new levels of success (Haes and Grembergen, 2016).

DEVELOPING A VALUE ENGINEERING MODEL FOR A STATE-OWNED ENTERPRISE

In this study, a value engineering model for state-owned enterprises was developed using a mixed-method approach, focusing on a South African state-owned enterprise. Key findings highlighted that strong management support, a supportive value engineering culture, an effective value engineering methodology, and an efficient value engineering team are vital enablers for successful value engineering implementation in state-owned enterprises. The study further emphasised the importance of recognising differences between state-owned enterprises and private organisations, as they require tailored value engineering approaches. In addition, the research explored factors influencing value engineering success, identified state-owned enterprise specific barriers, and provided recommendations. These findings offer unique insights into state-owned enterprises, aiding decision-makers, managers, and practitioners. Applying the model and recommendations can enhance state-owned enterprise performance, efficiency, and value realisation.

Implementation of Cyber-Security Enterprise Architecture Food Industry in Society 5.0 Era

The application of Enterprise Architecture is an important topic in the development of the food industry in the Society 5.0 Era. Enterprise Architecture is used to integrate and optimize corporate information systems so as to generate higher business value. This study aims to evaluate the effectiveness of Enterprise Architecture implementation in improving the performance of the food industry in Era Society 5.0 and implementing Cyber-Security as a defense against the system to be implemented. This study uses a case study method by collecting data from several companies in the food industry. The data collected includes information about the implementation of Enterprise Architecture, business performance, and factors that influence the successful implementation of Enterprise Architecture. The results of the study show that the implementation of Enterprise Architecture has helped companies improve their business performance, especially in terms of operational efficiency, better decision making, and the ability to adapt to changes in the business environment. Factors that influence the successful implementation of Enterprise Architecture include management support, involvement of business users, and availability of resources. In conclusion, the application of Enterprise Architecture can help the food industry in Era Society 5.0 improve its business performance. However, the implementation of Enterprise Architecture must be accompanied by strong management support, greater involvement of business users, availability of adequate resources and adequate Cyber-Security. The novelty of this research is implementing Cyber-Security as protection in implementing Enterprise Architecture.

Cost Management and Strategic Decision Making: The Role of Managerial Accounting

This study investigates the integration of cost management and strategic decision-making, focusing on the role of managerial accounting. It aims to explore how advanced cost management techniques, particularly Activity-Based Costing (ABC), contribute to achieving competitive advantage and aligning with strategic objectives. The research employs a qualitative design, using case studies and interviews with senior managers and financial controllers in medium to large manufacturing firms. This approach provides detailed insights into the implementation and effectiveness of ABC and other cost management practices in strategic decision-making. The findings reveal that ABC enhances cost information accuracy, facilitating more informed strategic decisions regarding pricing, product mix, and process improvements. Top management support and a conducive organizational culture are crucial for successful ABC implementation. Firms that regularly update their cost management practices maintain accuracy and relevance in cost information. The balanced scorecard effectively aligns cost management with strategic objectives, improving strategic alignment and decision-making. Organizations should prioritize adopting ABC, ensure strong top management support, and foster a culture of innovation. Regular updates to cost management practices and investment in training programs enhance managerial competencies and decision-making. These findings provide valuable insights for practitioners and scholars, highlighting the strategic role of managerial accounting in driving competitive advantage.

Bahan Ajar Berbasis TIK pada Diklat Teknis Fungsional Peningkatan Kompetensi Pengawas Madrasah/PAI di Balai Diklat Kegamaan Makassar

[TEACHING MATERIALS BASED ON ICT ON THE FUNCTIONAL TECHNICAL TRAINING OF THE COMPETENCEIMPROVEMENT OF MADRASAH/ISLAMIC EDUCATION SUPERVISORS AT RELIGIOUS TRAINING CENTER OFMAKASSAR]. The researchs’ aim is to evaluate teaching materials based on ICT on the Functional Technical Training of the Competence Improvement of Madrasah/Islamic Education supervisors at Religious Training Center of Makassar. This evaluation includes aspects of the substance of the material, design of the learning,appearance/visual communication, and the use of the software. This research is qualitative research with a case study form. The data collecting through interviews, observation, and documentation. While the data analysis uses qualitative data analysis by data reduction, data presentation, conclusion drawing, and verification. The results showed that even though some of these aspects still needed improvement, in general, the quality of teaching materials used by trainers at the Religious Training Center of Makassar was good enough. Trainers’ understanding of the aspects that must be considered in making teaching materials based on ICT must be continuously improved in the form of real implementation, namely good teaching materials based on ICT. For that reason, mastery of ICT is an absolute for the trainers and there must be strong management support in encouraging trainers to compile and develop teaching materials that can support the achievement of the training objectives.

Results Based Financing in Zambia: Performance Evaluation and Exploration of Opportunities in Health System Adoption

Background–Results Based Financing has strategically fit into discussions of the Universal Health Coverage agenda at global level with the aim of meeting the Sustainable Development Goals. It has been viewed that Results Based Financing is a potent financing model and can be used as a strategic tool for remodeling the health systems in many developing countries as suggested by prior studies which argued that Results Based Financing implementation requires: (i) a strong management support and political will; (ii) maximum innovative efficiencies and willingness for change; and (iii) strengthened health management information and reporting systems. Therefore, this study aimed at understanding how Results Based Financing approaches can be scaled-up by exploring the Successes, Challenges and Opportunities of adopting it into the health system from its project form.Methods -A case study design was used for this research with a quantitativedata collection approach. Data was analyzed using SPSS version 22.Results-The Results Based Financingprogramme improved all the indicators targeted in Lunte District Health facilities. The successes of the project included improved quality of health care services and strengthened health system. A notable challenge for Results BasedFinancing implementers was poor performance of non-incentivized indicators compared with the incentivized. However, an opportunity was seen with the project in that other financing models were discussed to either mimic or simply use Results Based Financing tools, pool funds in one basket and apply the concept. Results Based Financing improved efficiency and effectiveness based on results that health facilities learnt how to manage funds, shown by 67% of respondents, and commitment to re-investment 60% of their bonuses back into the system.Conclusion-Results based financing can be regarded as a model for harmonizing other donor funds and drive forward the financial sustainability of being a successful financing strategy for the health sector

Narrative Review of Leadership Development Programs among Medical Professionals

In the recent studies and large-scale radical change efforts to improve patient safety culture, leadership emerged as the most substantial influential factor in facilitating an organizational culture. Effective leaders care for and support their staffs to improve job satisfaction, loyalty, and productivity, which ultimately promote high-quality care increasing patients’ experience and overall healthcare service satisfaction. In this review paper, themes like leadership in organizational culture, leadership styles, and leadership qualities were analyzed to assess the effectiveness of medical leadership in a healthcare organization where professionals at the bottom often have more significant influence in decision-making than their managers. As most literature evaluated the impact of leadership development programs at personal levels, our study has addressed the paucity of studies that assess the mechanisms by which leadership programs stimulate learning and change at organizational-level outcomes. We found that good medical leadership in an organizational culture includes effective human resources and staff management, strong senior management support, a learning environment, time for improvement efforts, and psychological safety. Transformational leadership style also showed a positive association with job satisfaction, motivation, and teamwork. Besides, a leader’s well-being, pro-activeness, and willingness to learn are also essential factors. Our review advocates for leadership development programs in the medical curricula to morph leadership among medical students, graduates, and continuing physicians in a dynamic and interactive influence process.

Process evaluation of a workplace-based health promotion and exercise cluster-randomised trial to increase productivity and reduce neck pain in office workers: a RE-AIM approach

BackgroundThis study uses the RE-AIM framework to provide a process evaluation of a workplace-based cluster randomised trial comparing an ergonomic plus exercise intervention to an ergonomic plus health promotion intervention; and to highlight variations across organisations; and consider the implications of the findings for intervention translation.MethodThis study applied the RE-AIM (reach, effectiveness, adoption, implementation, maintenance) methodology to examine the interventions’ implementation and to explore the extent to which differences between participating organisations contributed to the variations in findings. Qualitative and quantitative data collected from individual participants, research team observations and organisations were interrogated to report on the five RE-AIM domains.ResultsOverall reach was 22.7% but varied across organisations (range 9 to 83%). Participants were generally representative of the recruitment pool though more females (n = 452 or 59%) were recruited than were in the pool (49%). Effectiveness measures (health-related productivity loss and neck pain) varied across all organisations, with no clear pattern emerging to indicate the source of the variation. Organisation-level adoption (66%) and staffing level adoption (91%) were high. The interventions were implemented with minimal protocol variations and high staffing consistency, but organisations varied in their provision of resources (e.g. training space, seniority of liaisons). Mean adherence of participants to the EET intervention was 56% during the intervention period, but varied from 41 to 71% across organisations. At 12 months, 15% of participants reported regular EET adherence. Overall mean (SD) adherence to EHP was 56% (29%) across organisations during the intervention period (range 28 to 77%), with 62% of participants reporting regular adherence at 12 months. No organisations continued the interventions after the follow-up period.ConclusionAlthough the study protocol was implemented with high consistency and fidelity, variations in four domains (reach, effectiveness, adoption and implementation) arose between the 14 participating organisations. These variations may be the source of mixed effectiveness across organisations. Factors known to increase the success of workplace interventions, such as strong management support, a visible commitment to employee wellbeing and participant engagement in intervention design should be considered and adequately measured for future interventions.Trial registrationACTRN12612001154897; 29 October 2012.

How Succession Planning Initiatives May Effect the Growth of SMEs in Malaysia: A Conceptual Visit

Development of a country’s economy is depended upon how well the businesses contribute towards the economy. In a developing economy such as Malaysia, the role and function of SMEs is important. Finding ways on how these establishments can sustain their businesses and develop their own competitive advantage is crucial. To sustain a strong competitive position, SMEs need to identify its distinctive competency. Having a solid workforce could be one of its distinctive competencies. Thus, SMEs need to find ways on how to retain employees as this would help them to retain their important and valuable knowledge within the company. Once employees decided to leave the organization, there will be intangible losses that the organizations need to bear. Thus, strengthening its internal position and practices through succession planning such as training, strong management support, clarifying career path, strong positive vision and organizational culture and cultivating technological advancement are contended as efforts towards retaining knowledge within organization and ensuring sustainable growth of SMEs in the country. This study offers several implications. The managerial implications out of this research could be an increase understanding about managing and retaining knowledge within organization are important for organizational survival. Managing and retaining knowledge means managing employees and employees are valuable internal resources. Second, developing a good succession planning is an integral part of forward-thinking strategy that is important for strategic planning for any SMEs.

Predicting good Active Support for people with intellectual disabilities in supported accommodation services: Key messages for providers, consumers and regulators

ABSTRACT Background: There is strong evidence about the effectiveness of Active Support. Recent research has established predictors of good Active Support as staff training, practice leadership, and service setting size. This paper explores features of organisational leadership and structures predictive of Active Support. Methods: Multilevel modelling with data from surveys, observations and interviews was used to identify predictors of Active Support at the levels of service users (n = 253), services (n = 71) and organisations (n = 14). Results: Good Active Support was predicted by: (1) positive staff perceptions of management, (2) prioritisation of practice and Active Support by senior managers, (3) strong management support for practice leadership, (4) organisation of practice leadership close to everyday service delivery, and (5) concentration of practice leadership with frontline management. Conclusion: These findings extend understanding of predictors of Active Support and provide indicators of service quality, with important implications for service providers, service users and those monitoring the quality of services.

The impact of patient safety culture on handover in rural health facilities

BackgroundEffective handover is crucial for patient safety. Rural health care organisations have particular challenges in relation to handover of information, placing them at higher risk of adverse events. Few studies have examined the relationship between handover and patient safety in rural contexts, particularly in Australia. This study aimed to explore the effect of handover on overall perceptions of patient safety and the effect of other patient safety dimensions on handover in a rural Australian setting.MethodsA cross-sectional online survey using The Agency for Healthcare Research and Quality Hospital Survey on Patient Safety Culture was implemented across six rural Local Health Districts in NSW, Australia and resulted in 1587 respondents. Hierarchical multiple linear regression analysis was conducted to account for the nested nature of the data. Models were developed to assess the effect of handover on patient safety perceptions, and the effect of other patient safety culture composites on handover variables. Open-ended questions about patient safety were inductively analyzed for themes. Quotes from the handover theme are presented.ResultsAll models were significant overall (p < .001), with explanatory powers ranging from 29 to 48%. Within rural health settings, effective handover is significantly related to patient safety perceptions (R2 = .29). A strong teamwork culture and management support culture was found to enhance effective handover of patient information (R2 = .47), and effective handover of personal responsibility (R2 = .37). A strong teamwork, management support, and open communication culture enhances handover of department accountability (R2 = .41).Despite the implementation of standardised communication tools and frameworks for handover, patient safety is compromised by inadequate coordination, poor or absent documentation between departments, between other health care agencies and in transfer of care from acute facilities to primary/community care.ConclusionApproaches to handover need to consider the particular challenges associated with rurality and strengthening elements found to be associated with increased safety, such as a strong teamwork and management culture and good reporting practices. Research is required to examine how communication at transition of care, particularly between facilities, is conducted and ways in which to enhance patients’ and families’ participation.

Critical Success Factors for the Implementation of Business Intelligence Systems

This article focuses on critical success factors during the implementation of a business intelligence system. The existing literature was reviewed, and critical success factors were extracted. Subsequently, the critical success factors that occur in practice were collected through qualitative expert interviews that are analysed through a qualitative content analysis. The critical success factors found in literature are afterwards compared with those that have been collected during the expert interviews. It was found that many of the critical success factors were mentioned in the literature and in the expert interviews as well, such as a strong management support, a light-weight approach, user acceptance, the project team and data quality. In addition, the performance of the business intelligence system, the definition of standards, terminology and key performance indicators as well as an institutionalization and integration of business intelligence were mentioned in the expert interviews.

THE IMPACT OF HOSPITAL BASED INTEGRATED MANAGEMENT OF CHILDHOOD ILLNESS TRAINING ON PEDIATRIC NURSE COMPETENCY

Background: Although the WHO strategy integrated management of childhood illness (IMCI) for primary care has been implemented in over 100 countries, there is less global experience with hospital-based IMCI training. Until recently, no training had been done in Indonesia, and globally there has been limited experience of the role of IMCI in rebuilding health systems after complex emergencies.&#x0D; Objective: We aimed to examine the effect of hospital-based IMCI training on pediatric nurse competency and explore the perception of Indonesian doctors, nurse managers and pediatricians about IMCI training and its development in West Aceh, a region that was severely affected by the South-Asian tsunami in December 2004.&#x0D; Methods: This study used stepped wedge design. Training was conducted for 39 nurses’ staff, 13 midwives, 6 head nurses, 5 nurse managers, 5 doctors, 1 pediatrician, and 3 support facilities (nutritionist, pharmacist, laboratory) in Cut Nyak Dien (CND) Hospital in Meulaboh, West Aceh, Indonesia. The IMCI training was developed based on the WHO Pocketbook of Hospital Care for Children. A nurse’s competency questionnaire was used based on the guideline of assessment of the quality of child health services at the first level reference hospitals in districts / municipalities issued by the Ministry of Health in 2007. A linear mixed model was used for data analysis.&#x0D; Results: The hospital based IMCI training improved the competences of nurses pediatric in assessing emergency signs of the sick children, management of cough and difficulty breathing, diarrhea, fever, nutritional problems, supportive care, monitoring, discharge planning and follow-up. The assessment highlighted several problems in adaptation process of material training, training process and implementation in an environment soon after a major disaster.&#x0D; Conclusion: Hospital based IMCI training can be implemented in a setting after major disasters or internal conflict as part of a rebuilding process. The program requires strong management support and the emergency phase to be subsided. Other pre-requisites include the existence of standard operating procedures, adequate physical facilities and support for staff morale and well-being. Improving the quality of pediatric care requires more than just training and clinical guidelines; internal motivation and health worker support are essential.

A Participatory Action Intervention to Increase Work Engagement in Nursing Staff

This study evaluated whether a participatory action research intervention with nursing staff on acute elderly NHS wards in the UK was effective for increasing work engagement. Mediation analyses between job resources, (social support, influence in decision-making), job demands, work-related needs (autonomy, competence, relatedness), and work engagement explored the presumed psychological mechanisms underlying the intervention. A non-randomised, matched control group, pre-test, post-test design involved three intervention and five control wards. A significant decrease in relatedness, and a borderline significant decrease in competence, was observed in the intervention group compared to the control group (N=45). No effect was observed on work engagement. Work-related needs mediated between resources and work engagement, supporting the Job Demands-Resources model and Self-Determination Theory as an underlying explanatory theory. Intervention implementation was poor, highlighting the need for participant and organisational readiness for change, and strong management support. This is the first known study to apply participatory techniques to increase work engagement in nursing staff and explore the underlying explanatory psychological mechanisms, and thus offers a novel means of taking work engagement research forward. Crucially, it highlights the challenges involved in intervention research and the importance of including evaluations of intervention implementation alongside statistical evaluations to avoid erroneous conclusions.

Building and sustaining work engagement – a participatory action intervention to increase work engagement in nursing staff

ABSTRACTThis study evaluated whether a participatory action research intervention with nursing staff on acute care older people National Health Service wards in the United Kingdom was effective for increasing work engagement. Mediation analyses between job resources (social support, influence in decision-making), job demands, work-related needs (autonomy, competence, relatedness), and work engagement explored the presumed psychological mechanisms underlying the intervention. A non-randomized, matched control group, pretest, post-test design involved three intervention and five control wards. A significant decrease in relatedness, and a borderline significant decrease in competence, was observed in the intervention group compared to the control group, with no effect on work engagement (N = 45). Work-related needs mediated between resources and work engagement, supporting the job demands-resources model and self-determination theory as an underlying explanatory theory. Intervention implementation was difficult, highlighting the need for participant and organizational readiness for change, and strong management support. This is the first known study to apply participatory techniques to increase work engagement in nursing staff and explore the underlying explanatory psychological mechanisms, offering a novel means of taking work engagement research forward. Crucially, it highlights the challenges involved in intervention research and the importance of including evaluations of intervention implementation alongside statistical evaluations to avoid erroneous conclusions.

Partnerships for Policy Development: A Case Study From Uganda's Costed Implementation Plan for Family Planning.

In global health, partnerships between practitioners and policy makers facilitate stakeholders in jointly addressing those issues that require multiple perspectives for developing, implementing, and evaluating plans, strategies, and programs. For family planning, costed implementation plans (CIPs) are developed through a strategic government-led consultative process that results in a detailed plan for program activities and an estimate of the funding required to achieve an established set of goals. Since 2009, many countries have developed CIPs. Conventionally, the CIP approach has not been defined with partnerships as a focal point; nevertheless, cooperation between key stakeholders is vital to CIP development and execution. Uganda launched a CIP in November 2014, thus providing an opportunity to examine the process through a partnership lens. This article describes Uganda's CIP development process in detail, grounded in a framework for assessing partnerships, and provides the findings from 22 key informant interviews. Findings reveal strengths in Uganda's CIP development process, such as willingness to adapt and strong senior management support. However, the evaluation also highlighted challenges, including district health officers (DHOs), who are a key group of implementers, feeling excluded from the development process. There was also a lack of planning around long-term partnership practices that could help address anticipated execution challenges. The authors recommend that future CIP development efforts use a long-term partnership strategy that fosters accountability by encompassing both the short-term goal of developing the CIP and the longer-term goal of achieving the CIP objectives. Although this study focused on Uganda's CIP for family planning, its lessons have implications for any policy or strategy development efforts that require multiple stakeholders to ensure successful execution.

Resilience of primary healthcare professionals working in challenging environments: a focus group study.

The modern primary healthcare workforce needs to be resilient. Early research framed professional resilience as avoiding 'burnout'; however, more recent literature has introduced the concept of positive adaptation to professional challenges, which results in individuals thriving in their role. To explore what primary health professionals working in challenging environments consider to be characteristics of resilience and what promotes or challenges professional resilience. A qualitative focus group in north east Scotland. Five focus groups were held with 20 health professionals (six GPs, nine nurses, four pharmacists, and a practice manager) based in rural or deprived city areas in the north east of Scotland. Inductive thematic analysis identified emerging themes. Personal resilience characteristics identified were optimism, flexibility and adaptability, initiative, tolerance, organisational skills, being a team worker, keeping within professional boundaries, assertiveness, humour, and a sense of self-worth. Workplace challenges were workload, information overload, time pressures, poor communication, challenging patients, and environmental factors (rural location). Promoters of professional resilience were strong management support, teamwork, workplace buffers, and social factors such as friends, family, and leisure activities. A model of health professional resilience is proposed that concurs with existing literature but adds the concept of personal traits being synergistic with workplace features and social networks. These facilitate adaptability and enable individual health professionals to cope with adversity that is inevitably part of the everyday experience of those working in challenging healthcare environments.

Feel Good Management as valuable tool to shape workplace culture and drive employee happiness

Purpose – The purpose of this paper is looking at Feel Good Management as a valuable tool to shape workplace culture and drive employee happiness: a low cost but priceless strategy for engaging a global workforce. Design/methodology/approach – A look back at Feel Good Management in practice after four years in global workforce. Findings – Very favorable impact on recruitment, retention and engagement. Research limitations/implications – A potentially valuable tool for retaining global talent with strong management support and continuous branding of the culture. Practical implications – One manager can shape and act as ambassador but the entire workforce must embrace the approach for true success. Social implications – Employees, especially millennials, care about far more than a paycheck. They want to feel valued and a part of something. Originality/value – Every company is different but any entity can benefit from a strategic focus on shaping workplace culture.