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 Fourth of July to our American friends, and Ramadan Kareem to those celebrating it!

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: Gay marriage makes a status change in the US; the uneven economic recovery in developed nations; and a "lung on a chip" to assess drug effectiveness.

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Strategic Planning

Scenario Planning Strategic Planinng Change Management

Strategic Involvement of Training Professionals in the Firm's Business Strategies: Evidence from the U.S.

Sum, V., & Chorlian, J. (2013). Global Journal of Business Research, 7(4), 127-134.

Are company trainers or training professionals involved in their companies' business strategies? Do companies need to develop a strategic integration of training in their business strategies? Sum and Chorlian (2013) examined the role of training professionals employed in the U.S. companies and the extent to which they are strategically involved in their companies' business strategies. The researchers showed that training professionals in product development and diversification strategies working at the US-based local firms scored higher on strategic integration than those training professionals who work at the US-based global companies.

To read the full summary, click here.

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

Balanced Scorecard

Ratify, Reject or Revise: Balanced Scorecard and Universities

Sayed, N. (2012). International Journal of Educational Management, 27, 203-220.

How useful is the Balanced Scorecard in universities? Sayed (2012) explored if and to what extent the Balanced Scorecard (BSC) was modified to include a wide range of unique university needs. Through an exploratory approach, Sayed reviewed literature on the application of the BSC in 30 universities in multiple countries. The researcher demonstrated that the BSC is of little or no value in universities and concluded that the BSC will only be effective in universities that are engaged in implementation process, have updated information systems, and are willing to invest financial resources.

To read the full summary, click here.

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

360 Feedback

Employee Feedback Technologies in the Human Performance System

Baker, N. (2010). Human Resource Development International, 13, 477-485.

The purpose of this article was to provide summary of comprehensive literature review on current leading technologies in employee feedback. Baker (2010) examines not only the effectiveness of coaching, 360 degree feedback, and supervisor/associate assessment but also the most appropriate way to approach employees and the time of feedback delivery. Baker (2010) found that the most effective employee feedback is (a) relevant and correlates with employee and organizational goals, (b) accurate so that employees maintain trust and improve their performance, (c) timely as defined by cultural and societal factors, (d) specific when addressing each evaluated element, and (e) easy to understand.

To read the full summary, click here.

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


Understanding Managerial Development: Integrating Developmental Assignments, Learning Orientation, and Access to Developmental Opportunities in Predicting Managerial Competencies

Dragoni, L., Tesluk, P. E., Russell, J. A., & Oh, I. S., (2009). Academy of Management Journal, 52, 731-743.

This article examines a relationship between work experience, leadership development, and learning from new and challenging job assignments. Dragoni, Tesluk, Russel, and Oh (2009) developed and tested a model to find out whether or not managerial development such as learning new skills, behaviors, and perspective is related to actual job assignments and fulfillment of one's learning goals. The researchers demonstrated that managers who were assigned challenging projects achieved higher levels of managerial competencies; managers with high goal orientation had more opportunities to be involved in challenging assignments and tended to gain more than those managers with low goal orientation.

To read the full summary, click here.

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

Employee Surveys

Employee Empowerment, Employee Attitudes, and Performance: Testing a Casual Model

Fernandez, S., & Moldogazlev, T. (2013). Public Administration Review, 73, 490-506.

The focus of this study was employee empowerment and its effect on performance, job satisfaction, and innovativeness. Over 500,000 surveys were sent via the Internet to federal employees performing managerial and non-managerial functions in years 2008, 2010, and 2011. Analyzing structural equation models, Fernandez and Moldogazley (2013) showed that employee empowerment has a direct positive effect on performance, job satisfaction, and innovativeness; job satisfaction has positive effect on performance; and innovativeness has a positive effect on performance.

To read the longer summary, click here.

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


Creative Collaboration and the Self-Concept: A Study of Toy Designers

Elsbach, K. D., & Flynn, F. J. (2013). Journal of Management Studies, 50, 515-544.

Is collaboration an important aspect of organizational or personal growth? Does one-size-fits-all approach to designing and promoting creative collaboration really work? This paper discusses relationship between collaborative behavior and self-concept of professional creative employees. Specifically, Elsbach and Flynn (2013) examined how collaboration activities impact one's self-concept and found out that "offering an idea" is strongly related to problem-solving during creative activities and that creative designers who were taking ideas from others perceived such a behavior as threat to their personal identities.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

The Development of a Total Quality Management System for Transforming Technology into Effective Management Strategy

Amasaka, K. (2013). International Journal of Management, 30, 610-630.

The focus of this article is to introduce a Total Quality Management System model, called New Just In Time (JIT). Developed on the bases of Total Quality Management production system, the New JIT aims at the expansion from management technology to effective management strategy. Amasaka (2013) provides a summary of case studies of Toyota where Science TQM was employed to reflect the validity of New JIT.

To read a longer summary, click here.

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