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Strategic Planning

Scenario Planning Strategic Planinng Change Management

Rothstein, Eric and Donna Kiyosaki. (2003). Development of a Strategic Plan: Portfolio Management for Public Utilities.

Journal (American Water Works Association). 95 (1), 52-65.

This paper addresses the implementation of the strategic planning process to restructure the Honolulu Board of Water Supply's services, community presence and utility's organization. The integration of portfolio management theory to strategic planning is achieved thanks to the support of the American Water Works Association Research Foundation (AWWARF). Besides providing an overview of the application of portfolio management theory, this paper also showcases the value of strategic planning for organizations that are challenged by rapidly changing market conditions.

To read the longer summary, click here.

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

Balanced Scorecard

Auger, Nathalie and Denis A. Roy. (2004). The Balanced Scorecard: A tool for health policy decision-making.

Canadian Journal of Public Health. 95 (3), 233-234.

Balance Scorecard has been widely used in public health "to summarize surveillance data which can be used by policy makers to facilitate evidence-based decision-making in the health sector. This paper points out BSC limitations and makes suggestions for its improvement by analysing the example data from the 18 health regions of Quebec published by the Quebec Public Health Institute and cross-tabulating it against 63 health indicators. The scoring was done in two ways: a visual inspection of each region in comparison to the rest of Quebec for socio-demographic / economic and hospitalisation data, and a statistical test comparing regions to the rest of Quebec for data derived from surveys.

To read the longer summary, click here.

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

360 Feedback

Shipper, Frank, Richard C. Hoffman and Denise M. Rotondo. (2007). Does the 360 Feedback Process Create Actionable Knowledge Equally Across Cultures?

Academy of Management Learning & Education. 6 (1), 33-50.

What is the cultural relevance of 360 feedback process? This paper re-evaluates the assumption that 360 degree feedback is equally as effective everywhere by examining the process across five countries in this study based on Hofstede's four work-related values. The results showed that the process is more effective in cultures with low power distance and individualistic values. The cultural values considered for this study are uncertainty avoidance, power distance, individualism, and masculinity and the assessment of actionable knowledge (knowledge that meets scientific rigor and allows individuals to make informed choices) is made with Kirkpatrick's evaluation model which identifies four levels of criteria for assessing development interventions: reactions, cognitions, behaviors, and outcomes.

To read the longer summary, click here.

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


L. Boot, Alison and Mark L. Bryan. (2005). Testing some predictions of human capital theory: new training evidence from Britain.

The Review of Economics and Statistics. 87 (2), 291-394

On this paper, the authors confront the predictions of human capital theory with training data from the British Household Panel Survey (BHPS) for the period 1998-2000. The sample for this study case comprises private-sector full-time employees from the ages of 16 to 65 and measures training schemes or courses as a variable within five categories: induction training (to get started in current job), training that serves to improve skills in the current job (increase and improve skills in current job), preparation training for a future job, and training to develop skills generally. The distinction is between training categories of current job skills and general skills.

To read the longer summary, click here.

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

Employee Surveys

Magnami, Elisabetta. (2012). Vertical Disintegration and training: evidence from a matched employer-employee survey.

Journal of Productivity Analysis. 38, 199-217.

In order to understand the mechanism through which outsourcing impacts, whether favourably or negatively, on workplace performance (especially performance) the author has used the AWIRDS-1995 dataset, a matched employer-employee survey designed to research the effect of organizational and market changes on workplace performance. She poses the hypothesis that outsourcing has an impact on worker's training. While literature has tried to identify from which perspective to access the link between outsourcing and productivity, it hasnĀ“t made the attempt to link training.

To read a longer summary, click here.

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


C. Stubler, David and Kenneth M. York. (2007). An exploratory study of the team characteristics model using organizational teams.

Small Group Research. 38 (6), 670-691.

The Team Characteristics Model was developed as an extension of Hackman and Oldham's Job Characteristics Model with the purpose of explaining how effective group design can lead to positive work outcomes for teams. It describes five core team characteristics: skill variety, task identity, task significance, autonomy, and feedback. The Model was supported by this study for the critical psychological states of experience which include satisfaction with work, participation and influence in the organization as well as increased networking and work motivation, but was not supported for work outcomes. There is, however, a correlation between higher level or critical psychological states and higher levels of work outcomes.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

Q. Feng and J. Antony. (2010). Integrating DEA into Six Sigma methodology for measuring health service efficiency.

The Journal of the Operational Research Society. 61 (7), 1112-1121.

In this paper, the authors provide a simple outline of how to apply DEA in each phase of the DMAIC process. Recognising the limitations of Six Sigma when evaluating physicians' performance in a clinical department, the authors illustrate the integration of DEA into the Six Sigma framework. The utility of DEA can be especially seen when comparing multiple inputs and outputs to measure relative performance.

To read a longer summary, click here.

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