The purpose of this paper is to describe the characteristics of organizational self-assessment and its practical use in everyday life. The material presented discusses the process of performance measurement based on examples from the automotive industry. Focus was placed on the model requirements of the Polish Quality Award (PNJ), after the assessment results present the values in each area of the criteria, their potentials for improvement and examples of corrective actions are indicated. The examples contain solutions in the area of communication improvements and employee suggestion programs.
Multisided, digital platforms attract considerable attention in business and academic circles. Seven out of the ten most valuable companies in the world derive much of their value from multisided platforms. The problem of defining and measuring value remains a major challenge in management literature. In this paper I analyze the relationship between the sales (revenue) and market capitalization of companies with digital platform business models. Data was used from a sample of 19 companies that used platform business models in 2017. To assess the correlation, Pearson correlation coefficient was applied. The results indicate that there was a significant positive relationship between revenue and market capitalization in 2017. This suggests that revenue may be used as the main variable in the valuation of companies using platform business models. The results point to future research problems that may be addressed using casebased methodology.
Every organizational change is considered a big challenge. Even having assured enough of the resources needed to drive the change successfully, there is also the necessity to choose the people who would be able to properly lead the change. Organizational network analysis provides some techniques and methods that help in visualizing the informal organizational structure. In the following paper some of these will be presented with the emphasis on showing the potentially key persons for the change that is planned to be developed. In the presented case study one large company was examined. The aim of the article is to analyse the problem of choosing the right people to drive change. In order to select potential change leaders there is an algorithm proposed which takes into consideration two aspects. Namely, the intensity of the archetypical leadership value of the actor, and the actor’s position in the informal network. The results confirm that a relatively small group of change leaders can directly reach the majority of employees, which is one of the crucial factors for the change to succeed. The visualizations used in the study can shorten the time needed to find the right people to drive the change, and also reduce the probability of wrong guesses provided by the intuition.
The aim of this article is to recognize the implications of various types of environmental dynamism for the effects of operational and dynamical capabilities. The research method used is the critical analysis of literature in the field of strategic management. The research findings in the literature, on the operational effects and dynamic capabilities in the context of environmental dynamism were properly structured in the article. There were controversial research findings on environmental dynamism and its determining of the effects of operational and dynamic capabilities. The results indicate that operational and dynamic capabilities have different performance effects in high-dynamic and low-dynamic environments. The discussion on operational effects and dynamic capabilities in different market conditions still requires better theorizing and empirical research on the implications of market dynamism. The recommendations of the managers are directed at the understanding of the nature of the environment, which is crucial for the success of the implementation of new practices in the company.
The relational view perceives cultural fit as a factor allowing cooperation and influencing its performance. It is believed that knowledge about the dominant cultural profile allows organizations to adjust their own cultural profile, and thus increase the cultural fit and improve the cooperation process. The role of cultural fit is of particular importance in markets favoring cooperation and networking, thus our investigation has been sited within the video game industry. Our explorative findings reveal the most typical cultural features, cultural competitive values and models of culture of video game developers. In particular they show, there are differences in cultural aspects between developers of premium and F2P games. In general, organizational cultures of game developers are based mainly on flexibility and best suit the adhocracy culture.
The aim of the paper is to explore the possible relationships between cultural brand narration and brand equity. The concept of cultural branding has been developed in marketing literature, but there are no studies showing the outcomes of building brand narrations based on residual, dominant and emergent cultural codes and whether these outcomes include effects connected with brand equity. The paper is based on multiple case research. As a result, the author suggests cultural brand narration as an independent variable, and brand equity dimensions as dependent variables. The author then forms one theory proposition and three hypotheses on the relationships between those variables. Based on multiple case research the author suggests that conservative brand narration relates negatively to brand-related effects, whereas popular and progressive brand narrations relate positively to brand-related effects.
This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.