A thank you to all of those we met in Abu Dhabi. We are providing this Journal to you as our way of thanks.

We are delighted to announce that Dr. Chaudron will be in the GCC at the end of March, delivering a change management workshop for the Zamil group.
If we can provide training or consulting for you, or you wish to (re)meet Dr. Chaudron, please contact us using voice, whatsapp or email data below.

We have also created a periodic blog, the Impatient Strategist. Our latest entry is a primer on mergers and acquisitions. You can view it here, and also subscribe to the @OrganizedChange twitter feed.
We have also created an archive of the Journal, where you can see all previous issues. Enjoy!
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Best regards,

David Chaudron, PhD
managing partner
Organized Change
dgc@organizedchange.com
1 (858) 694 8191 voice and Whatsapp
dchaudron Skype



Strategic Planning

The Double Edge of Ambiguity in Strategic Planning.

Abdallah, C., & Langely, A. (2014). The Double Edge of Ambiguity in Strategic Planning. Journal of Management Studies. 51(2), 235-264.

Sufficient research in the literature has suggested that the ambiguity in the writing of the strategic plans fosters diverse thinking and contribute to building organizational commitment. However, there has been little research done on the consequences of such an ambiguity in the strategy texts. This qualitative study empirically examines the double edge nature of strategic ambiguity. It identifies three underlying mechanism that contribute to this ambiguity, writing of the strategy, reading of the strategy and enactment of strategy.

To read the longer summary, click here

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


Balanced Scorecard

Does the balanced scorecard adoption enhance the levels of organizational climate, employees' commitment, job satisfaction and job dedication?

Molina, M. A., Gonzalez J. M., Florencio, B. P., & Gonzalez, J. L. (2014). Does the balanced scorecard adoption enhance the levels of organizational climate, employees' commitment, job satisfaction and job dedication? Management Decision. 52(5), 983-1010.

Management models have shown to have a positive influence on the improvement of employees' perception within their organizational environment. This article illuminates the effect of implementing Balanced Scorecard (BSC) on the overall perception of the organization. Previous studies have indicated that there is a positive correlation between organizational culture and employee satisfaction after the implementation of BSC.

To read the longer summary, click here.

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


360 Feedback

360 Degree Feedback: Ready, Fire, Aim-Issues With Improper Implementation.

Vukotich, G. ( 2014). 360-Degree Feedback: Ready, Fire, Aim-Issues With Improper Implementation. International Society for Performance Improvement. 53(1), 30-35.

360-degree feedback is a widely accepted and effective performance management tool that is being used by a growing number of organizations. 360 feedback can be effective in helping organizations develop or improve their existing organizational culture. The intent of this article is to provide some of the challenges and misconceptions that are associated with this tool.

To read the longer summary, click here.

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


Training

Impact of Employee Training and Empowerment on Employee Creativity Through Employee Engagement: Empirical Evidence from the Manufacturing Section of Pakistan.

Nawaz, M. S., Hassan, M., Hassan, S., Shaukat, S., & Asadullah M. A. (2014). Impact of Employee Training and Empowerment on Employee Creativity Through Employee Engagement: Empirical Evidence from the Manufacturing Section of Pakistan. Middle-East Journal of Scientific Research, 19(4), 593-601.

The purpose of this study is to further understand the impact of two high performance work practices, employee training and empowerment on employee creativity, which is mediated by employee engagement. The data was collected from 400 respondents in 110 manufacturing organizations in Pakistan.

To read the longer summary, click here.

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


Employee Surveys

Identified Employee Surveys: Potential Promise, Perils, and Professional Practice Guidelines

Saari, L. M., Scherbaum, C. A. (2011). Identified Employee Surveys: Potential Promise, Perils, and Professional Practice Guidelines. Industrial and Organizational Psychology. 4(2011), 435-448.

Over the 5 decades employee surveys have become a pertinent part of organizations of any size. Organizations use this from of testing to diagnose critical aspect of organizational functioning such as assessing employee engagement, employee opinions, cultural assessment, Training assessments and new hire and exit surveys to name a few. As employees surveys have expanded and evolved in their use the practice of surveys have evolved as well, one area that exemplifies these changes is Identified employee surveys.

To read a longer summary, click here.

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


Teams/Facilitation

Fostering innovation in functionally diverse teams: the two faces of transformational leadership.

Huttermann, H., & Boerner, S. (2011). Fostering innovation in functionally diverse teams: the two faces of transformational leadership. European Journal of Work And Organizational Psychology. 20(6), 833-854.

Previous studies provide inconclusive evidence for the effects of functional diversity on team innovation. The aim of this article is to provide an integrated framework by analyzing the moderating effects of transformational leadership on the relationship between cross-functionality and team innovation. Furthermore, the article introduces task and relationship conflicts as the moderating factor in this relationship.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Absorbing new knowledge in small and medium-sized enterprises: A multiple case analysis of Six Sigma.

McAdam, R., Antony, J., Kumar, M., & Hazlett, S. A. (2014). Absorbing new Knowledge in small and medium-sized enterprises: A multiple case analysis of Six Sigma. International Small Business Journal, 32(1), 81-109.

The primary objective of this article is to analyze the development of Six Sigma in small and medium-sized enterprises (SMEs). The second objective is the concurrent use of Lean Six Sigma to compensate for the limitations regarding the efficacy of Six Sigma. The essential goal of Six Sigma is to eliminate defects and waste through improving quality and business processes. Six Sigma and Lean have the same goal, they both seek to eliminate waste and create a more efficient system.

To read a longer summary, click here.

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