This paper assesses the impact of perceived HRM practices on organisational citizenship behaviour (OCB) and whether leader membership exchange (LMX) mediates this relationship. The required research data were retrieved from four different departments within a logistics and supply chain management organisation. The results show that there is a significant relationship between the HRM practices as perceived by a subordinate and their level of organisational citizenship behaviour. The relationship that subordinates have with their frontline manager (LMX) acts as a significant mediator. In the final section, of this paper the findings are discussed and recommendations for future research and practical implications are given.
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While digitalisation requires facilities management (FM) organisations to change at an increasing rate, little is known about the mechanisms that create ownership and enable individuals to implement changes in everyday FM practice. In this study, these mechanisms are explored from a stewardship perspective. The purpose of this paper is to provide insights in the dynamics of organisational change in FM by analysing how stewardship behaviour leads to change.A process model for implementing organisational change is constructed, based on existing theoretical insights from stewardship and intrapreneurship literature. The model is evaluated in a case study through analysis of critical events. Interviewing was the key data collection method.The process model gives an event-driven explanation of change through psychological ownership. Analysis of multiple critical events suggests that the model explains intra-organisational as well as inter-organisational change. The case data further suggests that, compared to intra-organisational change, tailored relational and motivational support is more important for inter-organisational change because of the higher risks involved. Job crafting emerged as an unanticipated finding that offers interesting prospects for future FM research.The process model offers guidance for leaders in FM organisations on providing tailored support to internal and external employees during periods of organisational change.Stewardship and intrapreneurship are combined to provide insights on organisational change in FM. The study demonstrates how intrapreneurial behaviour and stewardship behaviour can be linked to create innovation within and between organisations.
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In our current and turbulent times, it is clear that some sort of organisational agility, in which-ever way achieved, is necessary to survive and thrive as an organisation. The question is how to achieve such manoeuvrability. We propose the use of design (thinking), with a focus on prototyping to iteratively develop greater organisational agility. Based on literature research into the circumstance that drive change, design, prototyping and a number of organisations that seem to have incorporated the right tactics, as well as observations made at a change-programme for a large Dutch corporate, we have developed a model to guide this process. The model proposes that an organisation should focus on developing a shared sense of purpose, to guide all its undertakings. Afterwards, employees should collaborate on iteratively creating the right (digital & physical) environments, culture and personal grounding for them and the organisation, to be able to achieve this purpose. Based on certain (dynamic) criteria and these various domains, personal responsibilities (action agendas) may constantly evolve and keep the organisation agile. This paper explains the reasoning behind the model and calls for further experimentation to take place to verify its effectiveness. LinkedIn: https://www.linkedin.com/in/christine-de-lille-8039372/
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Purpose – The hospitality industry creates a distinctive context in which learning takes place. The industry’s international perspective and large globalisation play an important role in learning, as well as the operational and structural features that give meaning to learning and development in the hospitality industry. This explorative research therefore studies the relation between workplace learning and organisational performance in the Dutch hospitality industry. Design/methodology/approach – The qualitative research is done through 15 in-depth interviews with general managers and HR managers of Dutch hotels with three or more stars and at least ten employees. Findings – It can be concluded that there is a relation between workplace learning and organisational performance in the hospitality industry, as the participants in this research and the literature both mention workplace learning enhances organisational performance. Originality/value – Little research has been done on learning and organisational performance specifically, in the (Western) hospitality industry. This research therefore focusses on HRD and studies the influence of workplace learning on organisational performance in the Dutch hospitality industry.
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Companies are organised to fulfil two distinctive functions: efficient and resilient exploitation of current business and parallel exploration of new possibilities. For the latter, companies require strong organisational infrastructure such as team compositions and functional structures to ensure exploration remains effective. This paper explores the potential for designing organisational infrastructure to be part of fourth order subject matter. In particular, it explores how organisational infrastructure could be designed in the context of an exploratory unit, operating in a large heritage airline. This paper leverages insights from a long-term action research project and finds that building trust and shared frames are crucial to designing infrastructure that affords the greater explorative agenda of an organisation. https://doi.org/10.33114/adim.2019.07.227 LinkedIn: https://www.linkedin.com/in/christine-de-lille-8039372/
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Design In our modern world, we are constantly confronted by challenges of a societal, ecological, organisational, strategic or cultural nature. These so-called wicked problems are difficult to define and even harder to solve, often requiring feats of collaboration. Design, Play, Change is a Design Thinking book and game created for managers, entrepreneurs, trainers, coaches, educators and students who want to develop innovative ideas for future change within and between their teams or organisations. In short, this book is the active agent that can be used to theorise, restructure and overcome challenges we face on a daily basis. Play Crafted both for experts in Design Thinking and for those just getting started, Design, Play, Change will explain the theory behind designing as well as demonstrate how to think, act, create and feel like a designer. With 40 method cards, spanning across different critical roles like the Creator, Emphatiser, Thinker and Maker, the book presents an extremely accessible and fun way of examining complex contemporary challenges with a light-hearted outlook. Regardless of what challenge needs to be overcome, this collaborative game creates a shared vision of the challenge at hand while also generating inspiring insights, fresh ideas and productive activities. Above all, Design, Play, Change is inspirational, energising and fun for you and the whole team playing along with you. At it’s core, Design, Play, Change teaches readers and players a practical way of reframing, envisioning and evaluating their challenges and ideas, addressing them like a designer would in a collaborative game format. Design, Play, Change is a game and a book and is avaliable here: https://www.bispublishers.com/design-play-change.html
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Purpose - The purpose of this paper is to develop a research model to investigate corporate visual identity (CVI) management from an organisational perspective. It is assumed that characteristics of the organisation and of the way a CVI is managed will affect consistency of CVI. Design/methodology/approach - The model was tested in a survey carried out among employees in 20 Dutch organisations. Structural equation modelling with AMOS was conducted to get insight into the various influences and relationships. Findings - CVI management characteristics - socialisation processes related to CVI, knowledge of CVI strategy, and CVI tools and support - have a strong impact on the consistency of CVI, and organisational characteristics affect the way CVI is managed. With the exception of the openness and dynamics of an organisation, no supporting evidence was found for a direct relationship between organisational characteristics and CVI consistency. Research limitations/implications - CVI has been measured by the judgement of the respondents, all employees of the organisation concerned. Therefore the measure was the perceived consistency of CVI. Further research could include a visual audit and the perception of external stakeholders towards the visual identity. There was no distinction examined among the main corporate visual identity and sub- or product brands. The study was conducted in the Netherlands, where the Dutch term huisstijl is unambiguous and clearly related to the corporate brand or identity. Future research can take different brands into account or can broaden the concept of CVI (including cultural aspects, language, rituals, myths, etc.). Practical implications - The results indicate that CVI management matters, that CVI management is related to more general organisational characteristics, but that communication managers nevertheless have a considerable amount of freedom in determining the way they manage their CVI. Originality/value - Corporate visual identity has received little attention in research and hardly been studied at all from the perspective of this paper. This paper has value to both researchers in the fields of corporate identity and organisational identity, as well as professionals involved in managing the corporate identity. © Emerald Group Publishing Limited.
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Academic design research often fails to contribute to design practice. This dissertation explores how design research collaborations can provide knowledge that design professionals will use in practice. The research shows that design professionals are not addressed as an important audience between the many audiences of collaborative research projects. The research provides insight in the learning process by design professionals in design research collaborations and it identifies opportunities for even more learning. It shows that design professionals can learn about more than designing, but also about application domains or project organization.
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With information technologies becoming available on a growing scale, capturing large amounts of building information is becoming cheaper and economically viable. This is creating new challenges for real estate management organisations. Producing digital assets is one thing, managing them and knowing how to use them is another. The information management tasks and responsibilities of real estate management organisations therefore are becoming challenging and complex at the same time. Not in the least by the fact that in many situations, maintenance activities are outsourced to contractors and sub-contractors, creating maintenance networks. While building register information may be produced in the first place to fulfil the building owner’s needs, this research assumes building registers could also contribute to innovation in the greater maintenance network if the right form of data governance can be implemented. This paper, which is part of a larger research project, presents a research approach for investigating such governance designs for building registers. The approach is based on a qualitative research approach because it aims to address the stakeholders interests adequately and produce findings that are meaningful to all stakeholders for improving data governance in professional practice. Within a multiple case study methodology, an embedded case study design is presented that may provide a useful guide for researchers in this field. The proposed methodology will be used to conduct four in depth case studies. The intended outcome of this research is a theoretical framework that integrates data governance design factors with network innovation effects. It can be used to guide the design of (inter)organisational data governance programmes in maintenance networks.
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