Purpose: This research aims to develop a digital capability maturity model to find the critical capability and define the maturity level of the digital services creation process for the Business Process Outsourcing (BPO) company, which services cover the end-to-end client’s non-core activities involving people, process, and technology.Design/methodology/approach: The study conducts qualitative approaches in variables selection using grounded theory, followed by in-depth interviews and focus group discussion confirming the chosen variables as relevant capabilities. Additionally, quantitative approaches are used to define the impact of those capabilities on the process through an online survey of 208 employees and Structural Equation Modelling (SEM) for model analysis.Findings: The research proves that alignment strategy has a positive impact on the organizational and individual capabilities, both of which have a positive impact on the process. All capabilities are defined in the “quantitatively managed” maturity level, while the collaboration culture and value creation skill indicators are required to be prioritized in development for having a significant driver yet an inferior performance.Practical implications: The proposed model is built to be generally utilized to help the BPO companies understand their critical capabilities and improve their maturity level to lead the industry. The research contribution is not only to develop a model that is suitable for a particular business but also to create more value for academic purposes through improving the model by introducing a new variable "alignment strategy" and “organizational capability” as an essential component influencing the process.Originality/value: This is a multimethod study that elaborates empirical evidence, literature review, and professional judgment to assess the capabilities of the digital services creation process, to prove the importance of alignment between those capabilities, and to define the process maturity level.
Ore processing industry in Indonesia applies the international standard of environmental management system based on ISO 14001:2015. The implementation of clause 6.1.2 requires every organization to identify the environmental aspects of its operations, as an initial step in environmental management. The objective of this research is to develop a structured approach in identifying the environmental aspects and impacts so that an evaluation on the risks, opportunities as well as severity of possible environmental impacts can be conducted. The employed methods involve life-cycle approach and risk assessment method with four-cell risk assessment matrix in environmental risk determination. The results of this risk assessment can give an overview of environmental aspects and impacts, so that control priority can be determined in order to reduce the risks.
PurposeThe paper aims not only to provide evidence of the Jungian personality theory in the context of management through managers' lived experience but also to ask a deeper question of what this theory–practice coherence entails.Design/methodology/approachSituated as preliminary, this study used a phenomenological approach to detail managerial accounts across four managers in an Indonesian higher education institution. A survey of personality types using an online Jungian-based personality assessment tool was conducted, followed by an in-depth interview with selected managers.FindingsThe study provides the following evidence: the coherence between the perceived managerial practices and the theorized cognitive processes of each personality type and between the way the instrument measures personality types and the theorized cognitive processes.Research limitations/implicationsWhile the study faces an issue of data saturation, given the sample size, the study has conducted the process of triangulation by sampling managers with resembling cognitive processes as theorized (INTJ, with ENTJ; ISFJ with ESFJ). A broader implication is around the use of qualitative, phenomenological approach to the study of personality types and cognitive processes.Practical implicationsPromoting diverse ways of managing based on personality types, this paper includes implications specifically for developing managers in charge of core business processes in terms of flexibility when managing and leading a team.Originality/valueThis paper presents an account of how personality types (through their dominant cognitive functions) resonate with real-life managerial practices, connecting the descriptive nature of personality types and the normative nature of management.
The transition process of implementation standard for environmental management system (EMS) ISO 14001 :2015 lasts for three years, requiring every organization to adopt the latest version by September 2018. The objectives of this research is to describe and analyze the stages done by copper ore mill. This research used a concept analysis method, which focused on and could be basically defined to examine the basic elements of widely used concept to clarify ISO 14001 :2015 standards characteristics and relations. The result of this research provide a conceptual framework based on the standard of ISO 14001:2015 -EMS : Requirements with Guidance for Use, where this framework consists of steps to design the transition change from EMS ISO 14001 :2004 to its 2015 new version. The description of every step is expected to give understanding and model for organizations that must conduct transition and for the ones that will start implementing the EMS.
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