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

We welcome back from a hot, stormy Summer. I hope all of you enjoyed your vacations.

We look forward to meeting you at the US Saudi Opportunities Forum, in Los Angeles this month.

We welcome all of our new subscribers and friends we met at the US-Saudi Business Opportunities Forum.

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: Riskiness of military involvement in the Middle East;mixed economic news globally; the social consequences of educational reform in Mexico, and the significant risks in a declining bee population.

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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Strategic Planning

Scenario Planning Strategic Planinng Change Management

Do Higher Costs Spur Process Innovations And Managerial Incentives? Evidence From A Natural Experiment

Dostie, B. & Jayaraman, R. (2013). Journal of Economics & Management Strategy, 22, 529-550.

Dostie and Jayaraman (2013) examined the extent to which process innovation and managerial incentives reduce costs. The researchers documented that when workplaces were financially challenged, the organizational leaders tended to implement various process innovations to reduce cost but they did not provide any incentive for the managers.

To read the full summary, click here.

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

Balanced Scorecard

The Use of the Balanced Scorecard in Small Companies

Giannopoulos, G., et al., (2013). International Journal of Business and Management, 8(14), 1-22.

The main focus of this article was to inform the reader whether small firms in the UK and Cyprus use the Balanced Scorecard (BSC) and identify potential reasons for not implementing it. Giannopoulos et al. (2013) found that most companies in the UK and Cyprus did not use the BSC. The small firms focused mainly on measuring financial performance and made decisions based on financial outcomes.

To read the full summary, click here.

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

360 Feedback

Evidence-Based Answers to 15 Questions about Leveraging 360-Degree Feedback

Nowack, K. M., & Mashihi, S. (2012). Consulting Psychology Journal: Practice and Research, 64,157-182.

Nowack and Mashihi (2012) provide a research-based analysis of 360-degree feedback to assist coaches and consultants in their efforts of delivering effective evaluation tools to their clients. While negative feedback is discouraging and emotionally harmful the positive-to-negative feedback tends to be more engaging, the researchers point out. Nowack and Mashihi explore several other important issues invite coaches and consultants to become familiar with the content of the current article as it provides research-based practices to enable them to deliver successful behavioral change interventions.

To read the full summary, click here.

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


The Performance of Female Entrepreneurs: Credit, Training and the Moderating Effect of Attitude towards Risk-Taking

Ekpe, I., Razak, R. C., & Mat, N. B. (2013). International Journal of Management, 20(3), 12-22.

The goal of the current study with women entrepreneurs in Nigeria was to examine the relationship between risk taking, financial credit and training. Ekpe et al. (2013) documented that training was significantly related to performance and that there was no statistically significant relation between loan access and performance. Among some recommendation, the researchers suggest that government should combine loan with training with an emphasis on skill acquisition. They also encourage women towards the development of risk-taking attitude.

To read the full summary, click here.

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

Employee Surveys

Emotional Job Resources and Emotional Support Seeking as Moderators of the Relation between Emotional Job Demands and emotional Exhaustion: A Two-Wave Panel Study

De Ven, B., den Tooren, M., and Vlerick, P. (2013). Journal of Occupational Health Psychology, 18(1), 1-8.

Van de Ven et al., (2013) sought to evaluate the extent to which emotional job demands impact emotional exhaustion among Belgian employees employed in the technology sector. The researchers documented that employees who scored high on emotional job demands scored high on emotional exhaustion. Unexpectedly, van de Ven et al, found a statistically significant interaction between emotional job demands and emotional support seeking and recommended that employees' are given the opportunities to meet their needs for social interactions with their colleagues and supervisors.

To read the longer summary, click here.

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


Entrepreneurial Orientation and Firm performance: Drawing Attention to the Senior Team

Van Doorn, S., Jansen, J. J. P., Van den Bosch, F. A. J., & Volberda, H. W. (2013). Journal of Product Innovation and Management, 30, 821-836.

Van Doorn et al. (2013) examined the relationship between senior team attributes, organizational performance and entrepreneurial orientation. Based on the data from 346 Dutch firms, the researchers documented that the role of senior team heterogeneity moderated the relationship between entrepreneurial orientation and firm performance. The results from the current study confirm that senior management's characteristics play an important role in leading change.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.

Six Sigma

Voices in the Organization's Head

Stavrum, P. & Kurtz, J. M. (2013). Industrial Management, 23-26.

Stavrum and Kurtz (2013) illustrate three cases of age discrimination at 3M. The authors report that 3M paid $15 million in monetary relief and have new preventive measures to ensure older employees have equal opportunities. Stavrum and Kurtz explain the purpose of Six Sigma and its role in supporting organizational strategy and leading change. The authors oppose the view that Six Sigma is a tool for developing leadership strategy, as 3M suggested it was.

To read a longer summary, click here.

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