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Strategic Planning

The role of personnel commitment to strategy implementation and organizational learning within the relationship between strategic planning and company performance.

Kohtamaki, M., Kraus, S., Makela, M., & Ronkko, M. (2012). The role of personnel commitment to strategy implementation and organizational learning within the relationship between strategic planning and company performance. International Journal of Entrepreneurial Behavior & Research. 18(2), 159-178.

Most organizations regardless of their size, age and or industry are increasing faced with the challenge of continues and dynamic change. One of the ways that companies use to cope with this rapid and continues change is through a combination of strategic management/planning and innovation-oriented behavior. The purpose of this study is to add to the existing body of literature on the link between strategic planning and company's performance.

To read the longer summary, click here.

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


Balanced Scorecard

Meeting the challenge in performance management: the diffusion and implementation of the balanced scorecard in Chinese hospitals

Gao, T., & Gurd, B. (2015). Meeting the challenge in performance management: the diffusion and implementation of the balanced scorecard in Chinese hospitals. Health Policy and Planning. 30, 234-241.

There have been new governmental guidelines for the reformation of public and privet healthcare system in China. Previous research has shown that BSC is one of the most important management innovations of 20th century. BSC framework is based on core principles that translate an organization's vision into a comprehensive set of strategic performance indication and strategic actions.

To read the longer summary, click here

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


360 Feedback

Improvements in performance management through the use of 360 feedback.

Campion, M. C., Campion, E. D., & Campion, M. A. (2015). Improvements in performance management through the use of 360 feedback. Industrial Organizational Psychology, 8, 85-93. doi:10.1017/iop.2015.3

The purpose of the article is to review and comment on the proposal for the incorporation of 360 feedback by Pulakos in order to improve performance management. The main reason for the proposal is the increasing of uses on the 360 feedback within performance management systems. The author believed that Pulakos's framework focuses on efficiently exploiting/reinforcing desirable existing employee behaviors on a daily basis; and defining/ developing desirable, new employee behaviors in real time.

To read the longer summary, click here.

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


Training

Training in creative problem solving: Effects on ideation and problem finding and solving in an industrial research organization.

Basadur, M. (2004). Training in creative problem solving: Effects on ideation and problem finding and solving in an industrial research organization. Organizational Behavior and Human Performance, 30 (1), 41-70

The effects of training in a multistage "complete process of creative problem solving" on attitudes and behaviors of individuals were assessed both immediately after training and return to work. A controlled field "true" experiment was conducted within an engineering department doing applied research in a large industrial organization.

To read the longer summary, click here.

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


Employee Surveys

Engaging employees in interpreting survey results: using PathMAP as a tool to drive understanding and change.

Own, K. Northcutt, N. Dietz, A. S. (2015). Engaging employees in interpreting survey results: using PathMAP as a tool to drive understanding and change. Sage. 5(1). doi:10.1177/2158244013562521.

The article discusses and evaluates the level of engaging employees in the interpreting survey results. The authors used PathMAP as a tool to help clients understand the system in order to change and improve its performance. The goal of the article is to introduce PathMAP and its benefits and show how it can be used in interpreting survey data.

To read a longer summary, click here.

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


Teams/Facilitation

Workplace Spirituality Facilitation: A Comprehensive Model.

Pawar, B. S. (2009). Workplace Spirituality Facilitation: A Comprehensive Model. Journal of Business Ethics, 90 (3), 375-386.

This article specifies a comprehensive model for workplace spirituality facilitation that integrates various views from the existing research on workplace spirituality facilitation. It outlines the significance of workplace spirituality topic and highlights its relevance to the area of ethics. It then briefly outlines the various directions the existing workplace spirituality research has taken.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Six Sigma programs: An implementation model

Chakravorty, S. S. (2009). Six Sigma programs: An implementation model. International Journal of Production Economics, 119(1), 1-16.

Despite the pervasiveness of Six Sigma program implementations, there is increasing concern about implementation failures. One reason many Six Sigma programs fail is because an implementation model on how to effectively guide the implementation of these programs is lacking.

To read a longer summary, click here.

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