Effects on organizational context (culture and climate) from implementing a 360-degree feedback system: The case of Arcelik

Mamatoğlu, Nihal

doi:10.1080/13594320802281094

Cited by 13 publications

(12 citation statements)

References 47 publications

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“…• Measurement equivalence in multisource ratings (Woehr, Sheehan, & Bennet, 2005) • Ceiling effect across multisource raters (Kulas & Hannum, 2006) • Integration between multisource feedback and performance appraisal (Haines & St-Onge, 2012) • Multisource appraisal (Mamatoglu, 2008) • Category of rater (Kulas & Hannun, 2006) Rater accountability…”

Section: Table 1 (Continued)mentioning

confidence: 99%

“…Regarding multisource feedback, meta-analysis has shown such feedback can marginally improve employee performance, with larger effects observed when peers and direct reports are included, when it occurs more than once a year, and when it is done for developmental as opposed to administrative purposes (Smither, London, & Reilly, 2005). In addition, implementation of 360-degree feedback can increase employee perceptions of achievement and support cultures as well as general PA system effectiveness (Mamatoglu, 2008).…”

Section: Subcategory Variables and Sample Researchmentioning

confidence: 99%

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Putting the System Into Performance Management Systems: A Review and Agenda for Performance Management Research

Schleicher

Baumann

Sullivan

et al. 2018

Journal of Management

134

195

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It has been 13 years since the last comprehensive review of the performance management (PM) literature, and a lot has changed in both research and practice in that time. The current review updates (identifying new research directions post 2004) and extends this previous work by creating a systems-based taxonomy and conceptual model of PM. We then use this model to interpret and integrate the extensive work in this area and to identify fruitful and systems-based directions for future PM work. As input to our conclusions, we reviewed the last 36-plus years of PM research (1980-2017) and conducted a comprehensive coding of all empirical PM articles. We offer several specific directions for future PM research, with the ultimate goal of improving PM in practice.

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Section: Table 1 (Continued)mentioning

confidence: 99%

Section: Subcategory Variables and Sample Researchmentioning

confidence: 99%

Putting the System Into Performance Management Systems: A Review and Agenda for Performance Management Research

Schleicher

Baumann

Sullivan

et al. 2018

Journal of Management

134

195

View full text Add to dashboard Cite

show abstract

“…It is equally important to assure employees that their suggestions will be taken into consideration. Research shows that a 360-degree feedback system encourages change and innovation (Mamatoglu, 2008). All managers participating in the study receive feedback about their competencies and behavior.…”

Section: Build Interpersonal Relationsmentioning

confidence: 99%

Achieving competitive advantage through effective communication in a global environment

Nwabueze¹,

Mileski²

2018

Journal of International Studies

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Considerable research has been conducted to analyze the effects of elements such as information technology, efficiency, and innovation on the performance of a company (Bhatt & Grover, 2005;Bowonder et al, 2010;Ogrean et al, 2009;Piccoli & Ives, 2005). However, company success is dependent on effective communication particularly in a multicultural and competitive global environment yet the types of effective communication that impact competitiveness have not been well explored. Although companies are aware of the importance of communication, far less attention is paid to promoting the use of effective communication within and outside the organization as compared to other factors. The Macondo oil spill crisis in the Gulf of Mexico provides a topical case study of how global companies can suffer performance losses due to ineffective communication. Traditional views of organizational competitive advantage have failed to directly address the importance of communication as a differentiator. This paper addresses the importance of effective communication in building and maintaining performance success (Tucker et al 1996) and explores three key types of effective communication in maintaining success through competitive advantage. These three types include the right combination of "soft" and "hard" information gathering, superior interpersonal communication and the appropriate use of information and communication technologies. We use the Macondo case study as a venue to test the successes and failures of communication on performance We find where there is a lack of effective communication an organization's global competitive ability is severely impaired. Further, we address how communication impacts the other elements that contribute to competitive advantage such as efficiency, responsive public Achieving competitive advantage through effective communication in a global environment 51 relations and innovation. We use the findings to present strategies and recommendations to help an organization use effective communication to achieve superior customer satisfaction, encourage innovation, motivate employees, and respond to crises more effectively.

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“…A second such marker may manifest itself in the presence of 360-degree feedback as a means for empowering performers to take active part in the change process (Cope et al 2007). For example, Mamatoglu (2008) reported how the introduction of this process increased office workers' perceptions of a support and achievement culture. It is reasonable to assume that presence in performance team CM would therefore facilitate adherence to the change by ensuring that all stakeholders are provided with the opportunity to contribute and have their needs met, or at least discussed.…”

Section: Markers Of Successful Change In Elite Sport Performance Teamsmentioning

confidence: 99%

“…Explicitly, as culture is a difficult concept to define and describe (Mamatoglu, 2008) we suggest that evidence will manifest itself on a number of levels; specifically in perceptions, processes and performances.…”

Section: Markers Of Successful Change In Elite Sport Performance Teamsmentioning

confidence: 99%

Change Management: The Case of the Elite Sport Performance Team

Cruickshank

Collins

2012

Journal of Change Management

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The effective and efficient implementation of change is often required for both successful performance and management survival across a host of contemporary domains (By, Diefenbach and Klarner, 2008;Bamford and Daniel, 2005;Ruvolo and Bullis, 2003).However, while of major theoretical and practical significance (League Managers Association, 2010), research to date has overlooked the application of change management (hereafter CM) knowledge to the elite sport performance team environment. Considering that the success of 'off-field' sports businesses are largely dependent on the performances of their 'on-field' team, the present paper therefore explores the application of current CM theorising to this specific setting and the challenges facing its utility. Accordingly, we identify the need and importance of developing theory specific to this area, with practical application in both sport and business, through examination of present knowledge and identification of the domain's unique, dynamic and contested properties. Markers of successful change are then suggested to guide initial enquiry before the paper concludes with proposed lines of research which may act to provide a valid and comprehensive theoretical account of CM to optimise the research and practice of those working in the field.Keywords: applied practice, complexity theory, decentred theory, framework, high performing culture Running head: CHANGE MANAGEMENT IN ELITE SPORT TEAMS 3Change management (hereafter CM) has received considerable attention in organisational research as the quest to optimise performance continues (Stensaker and Langley, 2010). Conceptualised as "the process of continually renewing an organisation's direction, structure, and capabilities to serve the ever-changing needs of external and internal customers" (Moran and Brightman, 2001, p.111), it is not surprising that the construct is also of major theoretical and practical significance across a variety of domains such as health services (e.g., Bamford and Daniel, 2005), education services (By, Diefenbach and Klarner, 2008) and the military (Ruvolo and Bullis, 2003). One further environment where the management of change represents a highly critical and sought after skill is that of elite sport performance teams (Bruinshoofd and ter Weel, 2003). However, while a regularly undertaken, performance-determining process, there is a dearth of literature on the topic.Indeed, resonating with the definition above, contemporary sports organisations must provide a constantly marketable product (i.e., results, entertaining performances, star players) to a set of highly demanding external stakeholders (e.g., fans, media, sponsors: Mielke, 2007) for the business to achieve its short and long-term aspirations. It is therefore imperative that the company is sensitive to the oscillating requirements of the system which delivers such prosperity-supporting outcomes: the on-field performance team (Gilmore and Gilson, 2007).However, unlike other domains, when a Board of Directors perceive that t...

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Effects on organizational context (culture and climate) from implementing a 360-degree feedback system: The case of Arcelik

Cited by 13 publications

References 47 publications

Putting the System Into Performance Management Systems: A Review and Agenda for Performance Management Research

Putting the System Into Performance Management Systems: A Review and Agenda for Performance Management Research

Achieving competitive advantage through effective communication in a global environment

Change Management: The Case of the Elite Sport Performance Team

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