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3Balancing processes of external contingency and internal P-O fit is amongst the challenges facing innovative HE institutions today. This multi-level case study presents findings from a research & development program targeted to investigate and improve organisational-, leadership- and employees’ capacities to design, select and develop the human capital necessary to meet the strategic demands. The R&D project is framed as a collective organisational learning strategy with continuous alternation of research, design, pilots and implementation activities. Work in progress till 2020. At present 25 strategic personnel plans are developed for degree programs and other organizational units, each of which is tailored to the strategic horizon and market of that specific organisational entity. Furthermore, instrumentation to run a strategic personnel planning process for knowledge institutions is developed transferable to other institutions. Finally, input is provided for the development of strategic HRM for career development & mobility, professionalisation, team development and resourcing strategy. https://www.hec2019.nl/108493/wiki/449361/programme-abstracts
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Presented at the 14th 14th European Conference on Management, Leadership and Governance ECMLG 2018: From the article: "Abstract: Scientific literature and practices emphasize that organizations have to align their business strategies with their IT strategy. Strategic alignment of business with IT in organizations is not only a prerequisite for organizations to be successful or competitive but also positively influences IT effectiveness and leads to greater profitability. At the same time organizations have been struggling for a long time with the concept of strategic alignment. In this paper an enhanced concept of strategic alignment is given in such a way that organizations can practically use to align their business and IT. Based on scientific research in this study the existing concept of strategic alignment model, i.e. the relationship between business and IT, was enhanced by placing the discipline of information management between business and IT and thus making information management responsible for the alignment or linking of business with IT. This conceptually enhanced concept of strategic alignment was practically enhanced even further with the use of the Business information Service Library (BiSL) framework. This framework links business with IT on the strategically, managing and operational level of an organization. The BiSL process framework thus provides an description of the information management processes on the different levels of an organization that have to be implemented and carried out to achieve strategic alignment within an organization. With the support of three experts in the field of information management and BiSL, an enhanced Strategic Alignment Model was constructed. To validate this model 25 semi-structured interviews were conducted in eleven organizations. The results of these interviews show not only a strong and solid support for adding information management to the existing concept of strategic alignment but also indicate a strong and solid support for the use of the BiSL framework for implementing information management. These findings support the notion that the BiSL enhanced Strategic Alignment Model not only provides a conceptually enhanced strategic alignment model but also provides organizations with a concept of strategic alignment that organization can practically use to align their business with IT."
MULTIFILE
A dominant concern with internationalisation through the past decades has been the process of strategic transformation of universities. While strategic management has been perceived as a necessary and useful approach in the construction of internationalisation, many criticisms have been levelled against the application of strategic management in internationalisation. One of these criticisms is the ‘implementation gap’ between internationalisation strategic plans and their actual outcomes. Based on interview data collected from 73 key actors involved in internationalisation at 16 Dutch public universities, this research identifies 12 elements that comprise the concept strategic management and illustrates how educational practitioners in different sectors (research universities and universities of applied sciences) and job function levels (central and faculty) prioritise these elements. The key contribution of this research is the clarification of the areas where the ‘implementation gap’ exists and the causes of this gap. The findings of this research are particularly important in the midst of uncontested popularisation of strategic management, because they can help universities to reduce this gap and improve the effectiveness of their strategic management practices.
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Strategic foresight research often overlooks SMEs, leaving them vulnerable in a changing landscape. While scenario planning is valuable for SMEs, literature notes barriers. Three case studies examined these barriers, revealing challenges. Despite challenges, our workshop on structured scenario planning met enthusiasm, addressing outside-in thinking. The SMEs employed scenarios not just for adaptation but also as a narrative foundation for broader strategy development. Four preconditions for effective SME scenario planning were identified: (1) Diverse group composition to stimulate divergent views, (2) reflection on the business-as-usual narrative, (3) structured approach with steps over time, and (4) leadership to support implementation and follow-up actions.
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From the article: "After 1993, the concept of strategic alignment is evaluated from the connection between IT and business to much broader definitions in which the connection between all business functions, horizontally and vertically, and later also with projects and stakeholders is mentioned. To achieve stategic alignment there must be a coordination between the strategy of organizations and those who contribute to the implementation of the strategy and the actual performance of an organization. This process is called Human Oriented Performance Management (HOPM). The HOPM model consists of four dimensions: strategy translation, information and visualization, dialogue and action orientation, and continues improvement and organizational learning. To measure the effect of strategic alignment a range of financial performance indicators are used. Based on a literature review this paper explores which financial performance indicators could be used to measure the effect of HOPM. The literature was selected over a period from 1996 – 2015. The research is not only focused on the top of the strategy map, but also on the cause-effect relationships in the strategy map. The underlying performance indicators in the strategy map can show on which figures the dialogue in the HOPM model about strategy implementation must be based. This dialogue is the input to action in which strategic alignment comes about. The goal of the research is to optimize this dialogue by looking for performance indicators that can show the effect of HOPM" The article is used for the course: 'corporate policy' minor MSMM (Masterclass Strategic Marketing Management).
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This study provides insights into the requirements for client-led strategic renewal of Smart Maintenance Management (SMM) in the construction industry by analyzing its institutional context. A single case study is conducted within a public-sector facility management (FM) organization that operates as a shared service center for two Dutch universities, managing over 60 buildings. All maintenance activities are outsourced to external contractors, making the organization a suitable setting for exploring institutional complexities in SMM implementation. Data were collected through 28 semi-structured interviews and analysis of contracts, internal documents, and secondary sources. The study identifies institutional complexities arising from fragmented supplier networks and conflicting internal corporate logics within the client organization. Three key requirements for successful client-led strategic renewal in SMM are identified: (1) developing client capabilities to manage boundaries between distinct supplier networks (institutional fields), (2) creating new internal practices and decision-making logics to better align with those external environments, and (3) exercising change leadership to reconcile conflicting interests and implement institutional change. These findings contribute to construction management literature by shifting attention toward the internal challenges faced by clients during digital transformation of maintenance. While the results are drawn from a single public-sector case, the institutional framework and identified requirements offer transferable insights for other construction clients navigating similar complexities.
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Aim(s): To understand how nurses experience their positioning amidst hospital crises. Background: Nursing leadership literature is predominantly focused on the skills and competencies of nurses and less on the relations in practice with nurses. Nurses are often valued for bedside care but are overlooked in strategic decision-making during crises. Foundational research emphasizes the need for nurses’ equal participation in interprofessional healthcare practices and governance. Methods: We conducted a qualitative interpretive interview and focus group study, amidst the COVID-19 crisis. We interviewed 64 chairs of nurse councils and deepened our understanding of our initial findings in four focus groups with 34 participants. Results: Nurses differ widely on (a) what is important to them in crisis management, (b) how they can contribute to crisis management, and (c) how they value their involvement or lack of it. Furthermore, we uncovered three relational leadership struggles for nurses concerning (1) navigating, (2) positioning, and (3) collaborating, in crisis management structures. Conclusion: The ailing positioning and representation of nurses in crisis management result from their limited participation in strategic decision-making, and the lack of intervention on this by board members, physicians, and managers. Implications for Nursing Management: This study highlights the need for agents such as board members, managers, physicians, and nurses themselves to create clear frameworks and policies that define nurses’ roles in crisis situations, emphasizing the importance of addressing power dynamics and enhancing communication and collaboration in hospital settings. Effective crisis management requires involving nurses from the start, providing regular training, and promoting a more equal approach to teamwork. Understanding relational leadership and its impact during crises can empower nurses and improve overall hospital crisis response.
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Legal management is een nieuw vakgebied, dat de praktijk
van juridische professionals vanuit een organisatiekundig
perspectief benadert. Binnen organisaties heeft legal
management het doel de kwaliteit van de juridische functie
te optimaliseren. In deze unieke uitgave schetsen experts de
ontwikkeling van dit nieuwe vakgebied en gaan zij in op de
stand van zaken van het legal management in verschillende
sectoren van de Nederlandse rechtspraktijk: de centrale en
decentrale overheid, het bedrijfsleven en de advocatuur.
Voor iedereen die geïnteresseerd is in de organisatie van
juridische dienstverlening en juridische processen.
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The purpose of this study is to analyze the relationship between sustainable performance and risk management, whereby sustainability (innovation), interdisciplinarity and leadership give new insights into the traditional perspectives on performance and risk management in the field of accounting and finance.
MULTIFILE
Setting up strategic alliances and trying to attain the intended goals is a highrisk venture. Most research into this topic is confined to already established alliances. This research will focus on perceived performance risks by organizations considering a possible strategic venture. Following other scholars, we focus on performance risks. But unlike previous research we have made an effort to uncover the underlying dimensions of these risks. We will show that the risk perception influences the readiness towards the possible setup of a strategic alliance. Organizations with a high risk perception are less inclined to set-up a strategic alliance. Although we expected that organizations with a higher risk perception would also opt for more risk mitigation, our findings shows the opposite. The research shows that the ability to improve processes is an intermediate explaining variable. Organizations accustomed to continuous improvement and integral quality management have a lower risk perception towards the set up of strategic alliances and also show more readiness to take risk mitigation measures.
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