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

A happy and prosperous New Year to you.

David Chaudron, Phd, our managing partner, will be in the Middle East at the end of January. Please contact us before then to setup and appointment with him. You may either email us, or call/WhatsApp at 1 858 694 8191.

Signposts and Indicators our monthly summary of important political, economic, social and technological changes that affect organizations will benefit your long-term decision-making is available.
In this issue: continued turmoil in Turkey, the improving economic picture in the US; heat and violence; and cheap medical devices.

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David Chaudron, PhD
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Organized Change
dgc@organizedchange.com
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Strategic Planning

Does Strategic Planning Enhance or Impede Innovation and Firm Performance?

Song, Michael ; Im, Subin ; Van Der Bij, Hans ; Song, Lisa Z.

Does strategic planning enhance or impede innovation and firm performance? The resource advantage theory used used to examine the conditions where strategic planning attempts to increase or decrease the number of new product development projects and firm performance. The data were collected from 227 firms. It seems, though, that strategic planning tends to decrease the number of new product development (NPD) projects. New product development seems to require more spotaneity than is usual with strategic planning. Large firms can overcome this in part by having a high-intensity focus on innovation, and provide motivation and recognition to its researchers.

To read the full summary, click here.

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


Balanced Scorecard

When is a balanced scorecard a balancedscorecard? Marvin Soderberg ; Suresh Kalagnanam ;Norman T. Sheehan ; Ganesh Vaidyanathan

Subjects: Performance measurement (quality), Balance scorecard, BSC taxonomy, Control systems International Journal of Productivity and Performance Management, 2011, Vol.60(7), p.688-708

The balanced scorecard (BSC) has recently been considered a tool for evaluating and designing the objectives of corporate sustainability. On the one hand, the theoretical body of literature provides normative sustainable balanced scorecard (SBSC) frameworks to indicate 'what should be measured' or 'what should be done' in order for firms to improve their sustainability performance. On the other hand, the empirical body of literature examines the barriers and the challenges faced by the firms in their endeavor to adopt the proposed normative frameworks. The Balanced Scorecard (BSC) is widely applied as a performance measurement and strategy implementation tool by organizations. Research has revealed that the term "balanced scorecard" may be understood differently by managers both within as well as across organizations implying that the performance measurement systems implemented in organizations may not be similar to the construct envisioned by Kaplan and Norton. Using Kaplan and Norton's Balanced Scorecard construct as a basis, the paper aims to develop and test a five-level taxonomy to classify firms' performance measurement systems.

To read the full summary, click here.

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


360 Feedback

Evidence-based answers to 15 questions about leveraging 360-degree feedback

Nowack, Kenneth M ; Mashihi, Sandra Consulting Psychology Journal: Practice and Research, 2012, Vol.64(3), p.157-182

Despite the popularity of 360-degree feedback, meta-analytic findings suggest that these interventions can lead to a significant change in behavior, but the effect sizes are typically modest and when done poorly, may lead to both disengagement and a decline in performance. The research evidence addressing practical issues for coaches to successfully implement 360-degree feedback interventions is updated since previous review studies (e.g., Craig & Hannum, 2006 ; Fleenor, Taylor, & Craig, 2008 ). This article reviews 15 specific questions that are common to most 360-degree feedback interventions (purpose and goals, methodology and psychometric properties, and process and implementation) designed to facilitate enhanced awareness and successful behavior change in individuals and teams.

To read the full summary, click here.

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


Training

Management training to ensure excellent team performance

Brodke, M. (2013). Management training to ensure excellent team performance. Industrial & Commercial Training, 45(7), 428-432. doi:10.1108/ICT-05-2013-0032

This article talks about how existing management, as well as new management, should be trained to ensure optimal team performance. There are four factors that lead to team performance: planning and staffing, launching the team, ongoing support, and after action review. By becoming aware of the factors (through training) and implementing them in order, management becomes better equiped to ensure excellent team performance.

To read the full summary, click here.

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


Employee Surveys

Analysing the 'Black Box' of HRM: Uncovering HR Goals, Mediators, and Outcomes in a Standardized Service Environment.

Boxall, Peter ; Ang, Siah Hwee ; Bartram, Timothy Journal of Management Studies, Nov, 2011, Vol.48(7), p.1504(29)

This article explores the HRM in an Australian cinema chain. Management's goals were focused on improving customer service and improve the customer-oriented policy. Enhancing employee commitment is the main goal. Main discovery is that it is behavioural compliance that is positively associated with rated performance rather than customer-oriented behaviour. Customer-facing organizations seem to benefit from tight, "scripted" interactions with customers. As a result, those employees that follow those scripts tend to be rated higher in performace.

To read the longer summary, click here.

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


Teams/Facilitation

Effort Intentions in Teams

Hüffmeier, Joachim ; Dietrich, Hilke ; Hertel, Guido Small Group Research, 2013, Vol.44(1), pp.62-88

Individual motivation is difficult to find for ourselves, and it seems more difficult to achieve when we are in contact with teams or groups. Which are the triggers of group motivation? This study uses basketball players and adolescents to imagine individual and team sport situations. This studies showed that social compensation, social comparison and social indispensability were the factors that motivated teamwork.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Developing a Six Sigma framework: perspectives from financial service companies

Ayon Chakraborty ; Michael Leyer International Journal of Quality & Reliability Management, 2013, Vol.30(3), p.256-279

Six Sigma is considered to be an important management philosophy to obtain satisfied customers, but financial service organisations have been slow to adopt Six Sigma issues so far. Despite the extensive effort that has been invested and benefits that can be obtained, the systematic implementation of Six Sigma in financial service organisations is limited. As a companywide implementation framework is missing so far, the purpose of this paper is to fill this gap. Design/methodology/approach - This paper presents a conceptual framework derived from literature and evaluated by experts, with a focus on financial services. Findings - The results show that it is very important to link Six Sigma with the strategic as well as the operations level. Furthermore, although Six Sigma is a very important method for improving quality of processes, others such as Lean Management are also used. This requires a superior project portfolio management to coordinate resources and projects of Six Sigma with the other methods used.

To read a longer summary, click here.

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