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We have started our periodic blog, called the Impatient Strategist. Our latest blog is on why developing a company vision is a bad idea. Please join the discussion!

We are pleased two articles of ours has been published:
In CEO World, about commonly asked questions on teams and teamwork, and in Get Hppy, a human resources publication on do's and don'ts in planning employee surveys.

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David Chaudron, PhD
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Organized Change
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Strategic Planning

Sztando, Andrzej. (2017). "Does the Strategic Planning of Local Development Result from the Motives Indicated in Literature? Contemporary Motivation of Polish Small Towns' Authorities for Strategic Planning of Local Development."

Transylvanian Review of Administrative Science. 51. 106-122.

This paper presents a comparison between what literature has shown as a motivation for authorities to implement strategic planning of local development, and what authorities of small Polish towns have as a motivation for a temporal "implementation" of the strategy. "Polish authorities prepare strategies primarily or exclusively to apply for the means from the EU funds and do not intend to use them in any other way." The author finds that this approach is the reason why strategies become out-of-date as the interest for implementing them is temporal and "depreciates the idea of strategic planning of local development and reduces interest in its practical, entire application."

To read the longer summary, click here.

Additional articles on strategic planning by Dr. Chaudron are available here.


Balanced Scorecard

Pandey, I. M. (2005). "Balanced Scorecard: Myth and Reality."

Vikalpa. 30 (1). 51-66

This paper focuses on the purpose and benefits of Balanced Scorecard as well as some of the reasons why a company might apply it. Balanced Scorecard is defined as a system which combines "financial and non-financial measures of performance in one single scorecard" and which includes performance measures for four perspectives: financial, customer, internal business processes, and learning and growth. It primarily focuses on the link between business processes, decisions, and results as it aims at improving organisations' performance.

To read the longer summary, click here.

Additional articles by Dr. Chaudron on the Balanced Scorecard are available here.


360 Feedback

Chunyan Peng, Ann and Wei Zeng. (2016). "Workplace ostracism and deviant and helping behaviors: The moderating role of 360 degree feedback."

Journal of Organizational Behavior.

This paper focuses on the negative effects that the application of 360 degree feedback has in employees' self-esteem as well as the interpersonal deviance and unwillingness to help that low self-esteem triggers. In order to arrive at this conclusion, independent samples of full-time employees from two different cultural groups (United States vs. China) were analysed.

To read the longer summary, click here.

Additional articles on 360 feedback by Dr. Chaudron are available here.


Training

Hanaysha, Jalal. (2016). "Testing the Effects of Employee Empowerment Teamwork, and Employee Training on Employee Productivity in Higher Education Sector."

International Journal of Learning & Development. 6 (1). 164 - 178

This paper analyses the roles of employee empowerment, teamwork, and training in the improvement of employee performance and productivity. Online surveys were conducted on employees of the higher education sector from northern Malaysia. The results show that the above mentioned human resource factors play a key role in improving productivity and performance.

To read the longer summary, click here.

Additional articles on training by Dr. Chaudron are available here.


Employee Surveys

M. Saari, Lise and Charles A. Scherbaum. (2011). "Identified Employee Surveys: Potential Promise, Perils, and Professional Practice Guidelines."

Industrial and Organizational Psychology. 4. 435-448.

On this paper the authors discuss the potential cases in which identifying surveys should be used in contrast with nonidentified or temporarily identified surveys by classifying research questions into two dimensions: level of analysis (whether employee-level or unit-level data is required) and time span (length of time required by a particular question). Identifying surveys are surveys that retain identifying information so that it can be afterwards linked to other individual-level variables over time such as current and future performance, ratings, promotions, attendance, and other surveys. The use of this kind of surveys places concerns in terms of employee privacy and personal data because the lack of anonymity might have an impact on response behaviour; however, they are also thought to be beneficial as they can help obtain data-based insights as well as serve as a support for predictive analytics and employee life-cycle research which can help HR to take decisions and make recommendations.

To read a longer summary, click here.

For additional articles on employee surveys by Dr. Chaudron, click here.


Teams/Facilitation

Derksen, Karin, Robert J. Blomme, Léon de Caluwé, Joyce Rupert, and Robert Jan Simons. (2017). "Breaking the Paradox: Understanding How Teams Create Developmental Space."

Journal of Management Inquiry.

This paper focuses on understanding how team handle developmental space paradox which consists of balancing the performance and sensemaking orientations. The effort of balancing both orientations leads to a paradox -"two contradictory interrelated elements in relation to which we experience a tension inconsistency" - because the former focuses on limiting the team by demanding that they finish a task within a limited time frame while the latter is about opening discussion in order to find all possible alternatives before working on the task. The results show that successful teams not only recognize the paradox, but also handle it by embracing the team members' diversity taking the shared team goal as a basis.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Nadeau, Sylvie. (2017). "Lean, Six Sigma and Lean Six Sigma in Higher Education: A Review of Experiences around the World."

American Journal of Industrial and Business Management. 7. 591-603.

This article displays a comprehensive review of documented experiences of universities -divided into four geographic regions: the Americas, Europe, Middle East and Africa, and Asia Pacific- in the implementation of lean, six-sigma, and lean six sigma approaches. The literature reviewed includes more than 110 peer-reviewed articles, monographs and reports from the years 2000 to 2016 which were read during a period of four months. The results obtained show that among the challenges of implementing those approaches the difficulty of defining who the client or clients of the university are, as well as clearly outlining the relationship between teaching and research.

To read a longer summary, click here.

Additional articles on TQM/Six Sigma by Dr. Chaudron are available here.