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

Instead of our usual Signposts and Indicators, we have an interview of David Chaudron, PhD, our managing partner is his work in strategic planning and change management. The link for it is here.

We have also created a periodic blog, the Impatient Strategist. Our latest entry is a primer on mergers and acquisitions. You can view it here, and also subscribe to the @OrganizedChange twitter feed.
We have also created an archive of the Journal, where you can see all previous issues. Enjoy!
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Organized Change
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Strategic Planning

Scenario Planning Strategic Planinng Change Management

Small Businesses Ignore Strategic Planning at their Peril

Cordeiro, W.P. (2013). Small Businesses Ignore Strategic Planning at their Peril. Academy Of Business Research Journal, 322-30.

This article focuses on strategic planning in small business by discussing the benefits of strategic planning for both small businesses and large organizations. The author illustrates that strategic planning aspects are well known and widely documented. This paper begins by a brief summary of strategic planning principles and then it describes the theoretical benefits of strategic planning for all organizations. The author provides two cases that describe strategic planning practices in small business, one success and one failure. Finally, the article provides some recommendations for the use of strategic planning in small business.

To read the full summary, click here

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

Balanced Scorecard

The Balance on the Balanced Scorecard - a Critical analysis of some of its Assumption.

Norreklit, H. (2000). The balance on the balanced scorecard a critical analysis of some of its assumptions. Management accounting research, 11(1), 65-88.

This article examines the extent to which there is a cause-and-effect relationship between four areas of measurement suggested by the author (the financial, customer, internal business process and learning and growth perspective). Then the author examines if the balanced scorecard can link strategy to operational metrics that managers can understand and influence. In addition, the article discusses and suggests some improvements on the balanced scorecard.

To read the longer summary, click here.

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

360 Feedback

Does 360-degree feedback negatively affect company performance?

Pfau, B., Kay, I., Nowack, K. M., & Ghorpade, J. (2002). Does 360-degree feedback negatively affect company performance?. Hr magazine, 47(6), 54-59.

360-degree feedback is widely accepted as an effective performance management tool by a growing number of organizations. The author defines 360-degree feedback as a performance appraisal approach that uses input from an employee's supervisors, colleagues, subordinates, and sometimes suppliers and customers. Most of the 360-degree feedback programs focus on the manager level and above. The 360-degree feedback process helps employees to understand their own performance and it help companies to create values by making sure that the job performance is aligned with the business strategy of the organization.

To read the full summary, click here.

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


Creating value for employees: investment in employee development

Lee, C. H., & Bruvold, N. T. (2003). Creating value for employees: investment in employee development. The International Journal of Human Resource Management, 14(6), 981-1000.

Employee development is considered one of the most significant functions of human resource practice. Recent research suggest that employee development affect organizational outcomes by shaping employee behaviors and attitudes. This article explains the importance of employee development for the organization as a whole.

To read the full summary, click here.

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

Employee Surveys

Employee Surveys - Strategic aid or hand-grenade for organizational and cultural change?

Hartley, J. (2001). Employee surveys-Strategic aid or hand-grenade for organisational and cultural change?. International Journal of Public Sector Management, 14(3), 184-204.

The use of employee attitude surveys is becoming more popular within organizations human resource management as a method of research and a practical technique. While there are many articles, books and manuals on the technical aspects of conducting employee surveys and how to carry out such surveys, there is a little theory about why public service organizations conduct surveys.

To read a longer summary, click here.

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


Virtual Teams: What Do We Know and Where Do We Go From Here?

Martins, L. L., Gilson, L. L., & Maynard, M. T. (2004). Virtual teams: What do we know and where do we go from here?. Journal of management, 30(6), 805-835

This article explains the use of virtual teams within organizations to interact with one another across geographic, organizational, and other boundaries in effective way. The authors' begin by examining the various definitions of virtual teams used in the literature and then review the research findings. This study identifies the areas of agreement and disagreement related to virtual teams, as well as gaps in the literature. The authors' suggests that empirical studies on virtual teams have been relatively limited in scope and offer few consistent findings, and many other aspects related to virtual teams left unexamined.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

Six Sigma: a goal-theoretic perspective

Linderman, K., Schroeder, R. G., Zaheer, S., & Choo, A. S. (2003). Six Sigma: a goal-theoretic perspective. Journal of Operations management, 21(2), 193-203.

This article focuses on developing an understanding of the Six Sigma phenomena from a goal theoretic perspective. The authors' suggests that a deep understanding of Six Sigma requires consideration of the role of goals. Goal theory is well mentioned in the behavioral literature. It explains the conditions under which goals can be easily achieved or can be difficult to attain. Since the goal theory is well explained by the literature, it can have an important role in understanding Six Sigma.

To read a longer summary, click here.

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