High Performance Work Systems: The Need for Transition Management

McCalman, James; Buchanan, David

doi:10.1108/eum0000000001261

Cited by 8 publications

(4 citation statements)

References 2 publications

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“…Administrative innovation includes social structure or design, rules, procedures, reward and information systems, and communication authority structures that govern the relationships among members. Administrative innovation has been shown to relate to work redesign and work systems (Acheson and Ferris, 1990; McCalman and Buchanan, 1990), skills enhancement (Behar, 1991), management systems (Damanpour, 1987; Tomer, 1990), change in incentives (Thomas, 1987), total quality control (Blauw and During, 1990) and just‐in‐time (Cartaya and Medina, 1989). These dimensions of innovation also appear to have a great impact on work productivity and overall performance of the organisations.…”

Section: Development Of Hypothesesmentioning

confidence: 99%

Learning orientation and market orientation

Mavondo

Chimhanzi²,

Stewart³

2005

European Journal of Marketing

296

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PurposeThe paper investigates the relationships among learning orientation (LO), market orientation (MO), human resource practices (HRPs) and innovation and their association with organisational performance. The aim is to show that HRPs and innovation are important mechanisms for transmitting the benefit of LO and MO into performance outcomes.Design/methodology/approachBuilding on extensive literature, a model of the relationships is developed and empirically tested using survey data collected from 220 businesses. Data are analysed through structural equation modelling and/or path modelling. The primary aim is to assess direct, indirect and total effects of LO and MO on performance outcomes through HRPs and innovation (conceptualised as administrative, process and product innovation) as mediators. The study carefully traces the effects of each variable to distinguish between indirect effects and mediated effects.FindingsHRPs are a major mechanism for transmitting the benefits of LO and MO. In some models this is even more important than innovation. The results also suggest that LO should be viewed as exploration while MO is the interface between exploration and exploitation and, finally, HRPs and innovation must be viewed as exploitation or implementation issues.Practical implicationsThe study suggests that marketers should include HRPs in models of LO, MO, and innovation to enhance the explanations of these to organisational performance. This study suggests HRPs and innovation are important mediators.Originality/valueThe paper suggests that marketers need to consider the impact of HRPs on achievement of marketing goals and organisational performance.

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Section: Development Of Hypothesesmentioning

confidence: 99%

Learning orientation and market orientation

Mavondo

Chimhanzi²,

Stewart³

2005

European Journal of Marketing

296

View full text Add to dashboard Cite

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“…It has been a recurring theme in this journal, although it is noticeable that a number of different labels are applied under the broad umbrella of change. While Burnes and James (1994) use the management of change to describe their work, McCalman and Buchanan (1990) talk of transition management, Tranfield and Smith (1998) discuss regeneration and Hart and Bergers (1994) focus on corporate renewal. Looking beyond the confines of this journal, the diversity becomes even more dizzying.…”

Section: Strategic Changementioning

confidence: 99%

Conditioned emergence: researching change and changing research

MacIntosh

MacLean

2001

International Journal of Operations &Amp; Production Management

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This paper aims to enable the operations management community to engage with concepts from the field of complexity theory and apply them to the issue of organisational transformation. It begins by reviewing existing work on strategic change, then provides an overview of complexity theory to show how the conditioned emergence model was developed. A brief statement on method follows, which describes our research process in terms of mode 2 knowledge production. An illustrative case study is then presented and is used to highlight aspects of the model and the overlaps and differences between conditioned emergence and other approaches. The paper concludes that organisational transformation can be viewed as an emergent process which can be accessed and influenced through three interacting gateways, i.e. order generating rules, disequilibrium and positive feedback. Finally, an appendix is included which focuses specifically on the issue of the research process. Here, it is argued that calls for managerially-relevant research will be best met through more widespread adoption of mode 2 as an approach.

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“…In today′s business environment, organizations face the harsh decision of either adapting to technological changes in management information systems or declining in organizational viability. To develop an understanding of computer systems′ place in the human environment, it is often essential to comprehend employees′ aversion to, or dissatisfaction with, them[12]. Increasing intensity and variety of computer usage is changing the work flow patterns as well as the basic structures and attitudes of organizations.…”

Section: Discussionmentioning

confidence: 99%

“…This is more evident when one considers the degree of confusion and antagonisms that the introduction of new technology has generated in this area[3]. The boundaries of what management once deemed acceptable work redesign have been challenged and expanded by new technology[12]. Computerized communications tools are changing the work flow patterns as well as the basic structures and attitudes within organizations.…”

Section: Computer Usage and Job Satisfactionmentioning

confidence: 99%

Computer Usage and Job Satisfaction

Zeffane

1994

Information Management &Amp; Computer Security

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On the basis of a survey of 1,300 employees from the Australian telecommunications industry, examines the impact of computer usage on job satisfaction. Results reveal that job satisfaction is positively influenced by the extent of computer usage, aspects of computer‐related training and demographic characteristics such as tenure and job position. However, by catering for different areas of computer‐usage and by controlling for job‐position and tenure, it was found that usage in different functional areas (by different sub‐groups) tended to affect user satisfaction to a different degree. The results illuminate some of the human resource and training issues and challenges that organizations engaged in extensive computerization may need to address.

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High Performance Work Systems: The Need for Transition Management

Cited by 8 publications

References 2 publications

Learning orientation and market orientation

Learning orientation and market orientation

Conditioned emergence: researching change and changing research

Computer Usage and Job Satisfaction

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