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Strategic Planning

Scenario Planning Strategic Planinng Change Management

Posch, A., & Garaus, C. (2019). Boon or curse? A contingent view on the relationship between strategic planning and organizational ambidexterity.

Long Range Planning.

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

An organisation's ability to simultaneously explore and exploit is believed to be a significant differentiator between an organisation success and failure; this is known as the organisational ambidexterity. Research has shown a lot of evidence of this positively effecting a business short and long term performance. This paper provides a view on the relationship between organisational ambidexterity and strategic planning which hasn't been explored before.

The authors used a survey tool to collect data from 217 senior executives to understand this relationship between strategic planning and organisation ambidexterity and how top executives use strategic planning. The results from the survey data show that strategic planning's positive or negative association with organisational ambidexterity is contingent on other organisational factors. The findings further reveal that strategic planning has a positive association with ambidexterity when the executives had innovation orientations. The paper contributes to the literature on organizational ambidexterity.

Balanced Scorecard

Hansen, E. G., & Schaltegger, S. (2018). Sustainability Balanced Scorecards and their Architectures: Irrelevant or Misunderstood?

Journal of Business Ethics, 150(4), 937-952.

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

Balanced scorecard has gained a lot of attention as there are limitations in measuring organisational success only with financial metrics, while balanced scorecard provides a multidimensional measurement and management system. This paper discusses the sustainability of balanced scorecard (SBSC) and its architecture.

The authors have developed a typology of architectures as a basis for the process of SBSC design, implementation, use and evolution. They argue that the literature demonstrates that SBSC can play an important role in sustainability. The study reflects the potentials and limitations of the SBSC concerning radical or transformational change and measuring performance outcomes on the level of human-earth systems. The study concludes that most SBSC do not support radical organisational change or transformation and they are usually not able to bridge exploitative and exploratory units in ambidextrous organisations. The study concludes with practical implications and recommendations.

360 Feedback

Szymanska, I. I., & Rubin, B. A. (2018). Gender and relationship differences in the perceptions of male and female leadership.

Gender in Management: An International Journal, 33(4), 254-281.

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

360-degree feedback has been developed to have information on evaluation supplied by various members within an organisation, but they can also be used for job performance appraisal purpose. This study presents an example of this being used to evaluate differences in the perception of male and female leadership using 360-degree feedback.

The study collected data of male and female managers from their immediate bosses and peers.

The study uses hierarchical regression to test the hypothesis that males and females differ in terms of their job performance. The results from the study provide evidence that male peers rate female managers' job performance significantly lower than that of male managers while female peers do not discriminate in their evaluations. The study provides the limitations of the current research and practical implication of using this result for understanding their organisation's culture.


Polo, F., Cervai, S., & Kantola, J. (2018). Training culture: A new conceptualization to capture values and meanings of training in organizations.

Journal of Workplace Learning, 30(3), 162-173.

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

Training culture has been an essential part of the organisational culture, and this paper aims to validate this concept that it allows examining meanings and values attributed to the training within an organisation by management and employees. The study uses the training culture scale (TCS) to measure this aspect of training in organisations.

The TCS has been developed on three dimensions, individual, group and organisational and tested on two organisations. The results from this study confirm the three dimensions initially hypothesised have good reliability indexes on the three factors. The study provides practical implication of the findings for training experts to have more understanding of training within organisations and to organise future training intervention according to the training culture profile of the organisation.

Employee Surveys

Luu, T. T., Rowley, C., & Vo, T. T. (2019). Addressing employee diversity to foster their work engagement.

Journal of Business Research, 95, 303-315.

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

Diversity has become a vital resource in organisations all over the world. The diversity among employees if managed effectively can help an organisation succeed immensely.It means employees are trained according to their backgrounds; for instance, older employees trained according to their style will learn more effectively than given training in younger employees style. This paper talks about employee diversity and how it can be addressed to increase employee engagement within organisations.

The paper presents a survey tool based on three aspects of diversity in organisations i.e., diversity climate, diversity-related HR practices and diversity-oriented leadership. The participants in this study are from several manufacturing companies in Vietnam. The results show that there is a positive relationship between diversity-oriented HR practices and workforce engagement. The authors also provide evidence on diversity climate being necessary for this positive relationship.


Nikolova, I., Schaufeli, W., & Notelaers, G. (2019). Engaging leader - Engaged employees? A cross-lagged study on employee engagement.

European Management Journal.

Additional articles on teams by Dr. Chaudron are here.

Employee engagement is the degree to which an employee feels positively or negatively about their job, it has a lot of impact on a business's growth and business profits, research has argued that best way to improve engagement is to have a leadership style that focuses on employee engagement.

This study provides empirical evidence of the relationships between engaging leadership, job resources and employee engagement. The authors present a model and argue that engaging administration can increase perceptions of autonomy, support from colleagues and opportunities for learning. The authors used a longitudinal survey data of hotel chain employees in the Netherlands. The results from the study showed that there is a relationship between engaging leadership and autonomy and support from a colleague but not with opportunities for learning. The study also reports on other aspects of engaging leadership within a team and concludes with recommendations.

Six Sigma

Sony, M., Naik, S., & Therisa, K. K. (2019). Why do organizations discontinue Lean Six Sigma initiatives?

International Journal of Quality & Reliability Management, 36(3), 420-436

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

Even though Lean six sigma has gained traction in the past ten years in terms of its use as a quality improvement initiative, most of the initiative and organisations reported having no significant improvements. This has also lead to companies to stop using lean six sigma; this paper tries to find answers for why this has happened.

The authors used the data from two companies based in India, the companies belonging to the manufacture and service sector had used lean six sigma and discontinued later on. The paper presents eleven factors which resulted in the companies giving up on lean six sigma. These factors include poor success rate, misuse of data, lack of training among others. The authors also present the implications of using lean six sigma and citing higher cost as a challenge and not meeting the goals. The paper provides some practical recommendations to understand the process and continue using lean six sigma to their advantage.