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Strategic Planning

Malekpour, S., de Haan, F. J., & Brown, R. R. (2016). A methodology to enable exploratory thinking in strategic planning.

Technological Forecasting and Social Change, 105, 192-202

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

Long-term planning has been dominated by rationality paradigm for decades. The rational model of planning demands systematic identification and evaluation of alternative solutions to a problem. Supported by this thinking, long-term planning for public services have a linear optimization approach using the most plausible future conditions. The authors argue in this paper that the predict-then-act approach to long-term planning for delivery of public services, such as energy, water or transportation, cannot withstand uncertainties and complexities associated with issues such as population growth, changing demands and climate change.

This paper puts forward a planning intervention, which can be incorporated in a conventional planning process as a way of building capacity for alternative approaches to take off. The intervention attempts to enable exploratory thinking in strategic planning, in order to build capacity for adoption of alternative approaches in the planning practice. The preliminary application of the intervention was applied within the process of planning for development of a flood management strategy in Australia. Based on the results from this trial application a methodology for carrying out the proposed intervention is presented. The results and methodology presented in this study can be potentially useful for planning scholars and professionals.


Balanced Scorecard

Humphreys, K. A., Gary, M. S., & Trotman, K. T. (2016). Dynamic Decision Making Using the Balanced Scorecard Framework.

The Accounting Review, 91(5), 1441-1465.

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

The balanced scorecard framework is considered one of the most significant management accounting developments and is used frequently by managers globally in their decision making. This study aims to examine the effects that two balanced scorecard framework elements, causal linkages between strategic objective and time delay information in a strategy map have on long term profit performance in a dynamic decision making environment.

The study uses a control and intervention design, the data is generated using a computer based simulation of a 3 x (4) experiment (control group; causal linkages without delays; causal linkages with delays; four simulation rounds). The results reveal that managers presented with causal linkages without delays generate greater long-term profit compared to a control group. The managers who had causal linkages with delays, had higher long term profits than the control group but not significantly higher than the causal linkages without delay treatment group. The study further demonstrates the differences between the two groups (intervention and control). The study concludes with practical considerations and limitations.


360 Feedback

Atwater, L. E., & Brett, J. F. (2005). Antecedents and consequences of reactions to developmental 360° feedback.

Journal of Vocational Behavior, 66(3), 532-548.

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

Three hundred and sixty degree feedback, the process in which direct reports, peers, and supervisors provide anonymous feedback to recipients, continues to grow in popularity. This study investigated the factors that influence leaders reactions to 360 feedback and the relationship of feedback reactions to subsequent development activities and changes in leader behavior.

The authors show that for leaders with low ratings, those who agreed with others about their ratings were less motivated than those who received low ratings and over rated themselves while for leader with high ratings, agreement between self and other did not influence their motivation. The results also show that those individuals who had a more favorable attitude towards using 360 feedback were more motivated following the feedback. The authors found minimal support for hypothesized relationships between personality characteristics and reactions to feedback. Leaders reactions to feedback were not related to the number of follow-up activities they reported, but were related to the degree of change in ratings over time.

The study concludes with the practical implication, limitations and future research.


Training

Cheng, S., Corrington, A., Dinh, J., Hebl, M., King, E., Ng, L., . . . Traylor, A. (2018). Challenging diversity training myths.

Organizational Dynamics.

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

This paper focuses on the diversity training in this age of social conflict that americans have witnessed recently with the presidential campaign and polarized attitudes towards immigration and different movements like Black lives matter, White Nationalists protests which have dominated the headlines and our lives. These social dynamics also have an effect on workplace, this paper sheds light on its impact on workplace and diversity training.

The authors review on this subject confirms that diversity training is certainly not a passing trend. The authors state that by dispelling inaccuracies can help in improving the implementation of diversity training. We can increase the overall efficiency and evaluative accuracy of these training by carefully curating the content, design and delivery of these trainings. Organizations must conduct comprehensive needs analyses in order to clarify critical training requirements and elements. Identifying and applying these parameters will help shape content, design and delivery, and evaluation.

The authors hope this articles changes the conversation about diversity training. To remove common misperceptions towards the theory and practice and gain insight into the many nuances of people and contexts that maximize its effectiveness.


Employee Surveys

Bockerman, P., Johansson, E., & Kauhanen, A. (2011). Innovative work practices and sickness absence: what does a nationally representative employee survey tell? Industrial and Corporate Change, 21(3), 587-613.

China Economic Review

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

This article examines the effect of innovative work practices on the prevalence of sickness absence and accidents at work. Innovative work practices such as self-managed teams and incentive pay have become a regular feature of contemporary human resource management. These workplace innovations aim at more flexibility in the work organization, enhanced labor-management cooperation, greater employee involvement in decision making, and financial participation of the employees. Literature has also shown innovative work practices have positive impacts on firm-level performance The authors took data from the Finnish Quality of Work Life Survey from 2008 for this study which has nationally representative individual level data. The authors focus on the "bundles" of workplace innovations that consist of self-managed teams, information sharing, employer provided training, and incentive pay. The study findings show that high-performance workplace system has little impact on the overall health of employees.


Teams/Facilitation

Day, D. V., Gronn, P., & Salas, E. (2004). Leadership capacity in teams.

The Leadership Quarterly, 15(6), 857-880.

Additional articles on teams by Dr. Chaudron are here.

Leadership is the art of motivating a group of people to act towards achieving a common goal. In a business setting, this can mean directing workers and colleagues with a strategy to meet the company's needs. This study aims to review theory and research that is relevant to emerging perspectives on team leadership, as well as some of the foundational assumptions on the nature of teamwork, team learning, and distributed leadership.

As this paper is a review it touches on different aspect of this subject, The focus of the present review effort was on developing a better understanding of team leadership capacity and how it develops as an emergent state in teams. Team leadership capacity is conceptualized as a resource that develops as a function of individual human capital (knowledge, skills, and abilities) including the leadership resources of a formal or informal leader as well as teamwork and team learning. The authors also present an emerging IMOI (inputs, mediators, outcomes, inputs) framework proposed for understanding the cyclical and ongoing nature of teams in organizations.


Six Sigma

Brun, A. (2011). Critical success factors of Six Sigma implementations in Italian companies.

International Journal of Production Economics, 131(1), 158-164.

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

Six Sigma is a disciplined, statistical-based, data-driven approach and continuous improvement methodology for eliminating defects in a product, process or service. This paper presents the results of a research project focused on six sigma implementation process with a particular attention to understand which is the situation of the enterprises operating in Italy and, consequently, which are the managerial implications of a Six Sigma implementation in the typical Italian company.

The authors discuss the results from a project ongoing in Politecnico di Malno, to understand the approach of Italian companies towards six sigma, the authors note that there isn't much literature available on the subject. The research was carried out through discussion and through set of workshops with six sigma experts. The insights coming from the analyzed case studies and discusses with industry experts can help in constituting a road map for six sigma implementation in Italian companies.