University of Maryland University College: UMUC Digital Repository
Not a member yet
6660 research outputs found
Sort by
Effects Of Strategic Alignment And Business And IT Practices On Organizational Optimization
No full textThere is an organizational problem that is initiated by the misalignment of strategy and business and IT practices in organizations. This study was conducted to explore the effects of strategic alignment and business and IT practices on organizational optimization. A 27-articlesystematic review was performed to address two research questions: How does strategic alignment of Business and IT practices impact organizational optimization? How do intervention points in business and IT practices support organizational optimization? Utilizing coding techniques on the quality of evidence-based literature synthesis produced five emergent themes: the need for environmental adaptability, communication initiatives, continuous improvement, organizational structure development, and employee empowerment (bottom-up). Framing of these findings was possible by conducting a literature review or relevant scholarly works and using a theoretical lens exploring the Systems Theory and Socio-Technical Theory to examine the organizational problem. This theoretical lens provides a framework to organizations to understand that no one sub-part or sub-system is more potent than the entire organism (organization); thus,the higher level of collaboration provides a higher level of knowledge, power, improvement,and organizational optimization. With the equilibrium produced by this theoretical approach, organizations can achieve higher performance outcomes from more significant optimization and reach a greater level of strategic alignment.Running head: STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
And
Title of Dissertation: EFFECTS OF STRATEGIC ALIGNMENT
AND BUSINESS AND IT PRACTICES ON
ORGANIZATIONAL OPTIMIZATION
Braden Alexander Kyle Myers,
Doctor of Management, 2020
STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
ABSTRACT
There is an organizational problem that is initiated by the misalignment of strategy and business
and IT practices in organizations. This study was conducted to explore the effects of strategic
alignment and business and IT practices on organizational optimization. A 27-article systematic
review was performed to address two research questions: How does strategic alignment of
Business and IT practices impact organizational optimization? How do intervention points in
business and IT practices support organizational optimization? Utilizing coding techniques on
the quality of evidence-based literature synthesis produced five emergent themes: the need for
environmental adaptability, communication initiatives, continuous improvement, organizational
structure development, and employee empowerment (bottom-up). Framing of these findings was
possible by conducting a literature review or relevant scholarly works and using a theoretical
lens exploring the Systems Theory and Socio-Technical Theory to examine the organizational
problem. This theoretical lens provides a framework to organizations to understand that no one
sub-part or sub-system is more potent than the entire organism (organization); thus, the higher
level of collaboration provides a higher level of knowledge, power, improvement, and
organizational optimization. With the equilibrium produced by this theoretical approach,
organizations can achieve higher performance outcomes from more significant optimization and
reach a greater level of strategic alignment.
Keywords: business strategy, IT strategy, strategic alignment, synthesis, optimization,
innovation, systems theory, socio-technical theory, social value of IT
STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
EFFECTS OF STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES ON
ORGANIZATIONAL OPTIMIZATION
By
Braden Alexander Kyle Myers
Dissertation submitted to the Faculty of the Graduate School of the
University of Maryland Global College, in partial fulfillment
of the requirements for the degree of Doctor of Management 2020
STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
© Copyright by
Braden Alexander Kyle Myers
2020
ii STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
Dedication
I dedicate my dissertation work to my family and many friends who have supported me
over the past several years. A special feeling of gratitude to my loving wife, Valerie Myers,
whose words of encouragement, dedication, and support have helped me to persevere and
complete this process. I also want to share a special thanks with my good friends who have
helped to make this journey more enjoyable and successful: Adam & Kelly, Carrie, Kyle, Dave,
Phil, Lucy, Lorre, Matt, Scott, Michael & Edwin, Paige & Drew, and Derek & Megan.
I also dedicate this dissertation to my family members who have all helped me
throughout my education process. My siblings Monica, Ashley, & Zach, have always been there
to support me throughout my life and with my educational journey. I especially want to thank my
Mom and Dad and Father-In-Law for all their support throughout my educational journey.
iii STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
Acknowledgements
I wish to thank my dissertation mentor and all UMGC faulty members who were
incredibly generous with their knowledge and expertise. A special thanks to Dr. Walter
Cason, my committee chairman, for his countless hours of editing, reflecting, reading,
encouraging, zooming, and, most of all, his patience throughout the entire dissertation
process. Thank you, Dr. Bouchard, for all your support and fellowship over these last few
years of this process. Your excitement and willingness to provide feedback made the
completion of this research an enjoyable experience by providing me with the needed
foundation to succeed. It has been a great pleasure and privilege to work with you and
share my ideas.
A special thanks again to Dr. Cason for helping to push me through to the end of
this process with each step of the dissertation phase. Your countless hours of support and
dedication pushed me forward to the completion of my dissertation, and it will be lifelong
success. I enjoy thanks to your support.
Finally, I wish to acknowledge the UMGC 2020 Cohort that has supported me
throughout this entire process. The countless hours of classwork, residencies, and
conference calls will forever be with me and have not only created a cohort but a strong
group of personal and professional friends. I look forward to the future success of each
cohort member and following their careers in friendship.
iv STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
Table of Contents
Dedication ...................................................................................................................................... ii
Acknowledgements ........................................................................................................................ iii
Chapter 1: Introduction and Overview of the Management Problem ............................................. 1
Background and Overview ......................................................................................................... 1
Problem Statement and Significance of the Problem ................................................................. 1
The Research Question ............................................................................................................... 2
Rationale for the Study ............................................................................................................... 2
Importance to Management ........................................................................................................ 2
Relevance ................................................................................................................................... 3
Organization of the Dissertation ................................................................................................. 3
Chapter 2: Scoping Literature Review and Theoretical Frame ...................................................... 5
Introduction ................................................................................................................................ 5
Definitions .................................................................................................................................. 6
Business and IT Alignment (BITA) ........................................................................................ 6
Strategic Alignment Model (SAM) ........................................................................................ 7
Competitive Advantage .......................................................................................................... 7
The Literature Landscape ........................................................................................................... 8
Gaps in Strategic Alignment and Business and IT Practices Literature ................................. 8
Business Understanding of IT ................................................................................................. 8
BITA Creates Business Value & Increased Performances ..................................................... 9
Effectiveness of IT Governance .............................................................................................. 9
Adaptability Promotes Innovation ........................................................................................ 10
v STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
Theoretical Framework ............................................................................................................. 10
Theories ................................................................................................................................ 10
Theoretical Lens & Conceptual Framework ......................................................................... 12
Chapter Summary ..................................................................................................................... 14
Chapter 3: Method ........................................................................................................................ 16
The Evidence-Based Research Framework .............................................................................. 16
Review Initiation ....................................................................................................................... 17
Search Strategy ......................................................................................................................... 18
Search terms. ......................................................................................................................... 18
Search process. ...................................................................................................................... 18
Inclusion and exclusion criteria. ........................................................................................... 19
Quality Appraisal ...................................................................................................................... 19
Method of quality appraisal of the included studies. ............................................................ 19
Rating Method. ..................................................................................................................... 20
Analysis and Synthesis Methodology ....................................................................................... 22
Method of synthesis. ............................................................................................................. 22
Chapter Summary ..................................................................................................................... 23
Chapter 4: Analysis and Findings ................................................................................................. 25
Review of the Research Questions ........................................................................................... 25
Description of the Data Set ....................................................................................................... 25
Results of the Quality Appraisal of the Data Set ...................................................................... 25
Results of the Synthesis of the Articles in the Data Set ............................................................ 26
Synthesis .................................................................................................................................. 28
vi STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
Environmental Adaptability .................................................................................................. 30
Chapter Summary ..................................................................................................................... 42
Chapter 5: Conclusions and Implications ..................................................................................... 44
Review of the Research ............................................................................................................ 44
Answer to the Research Questions ........................................................................................... 45
Result or Finding 1 from Chapter 4: Promote adaptability ....................................................... 46
Overview of the finding ........................................................................................................ 46
Specific management actions .................................................................................................... 46
Result or Finding 2 from Chapter 4: Implement Communication Plan .................................... 47
Overview of the finding ........................................................................................................ 47
Specific management actions ................................................................................................ 48
Result or Finding 3 from Chapter 4: Launch Internal Organizational Structure Review ......... 49
Overview of the finding ........................................................................................................ 49
Specific management actions. ............................................................................................... 49
Result or Finding 4 from Chapter 4: Empower Innovation ...................................................... 50
Overview of the finding ........................................................................................................ 50
Specific management actions ................................................................................................ 50
Limitations of the Study and Areas for Future Research .......................................................... 51
Limitations of the study. ....................................................................................................... 51
Areas for future research. ...................................................................................................... 53
Final Summary and Conclusion ................................................................................................ 53
References .................................................................................................................................... 55
Appendix A .................................................................................................................................. 62
vii STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
Appendix B .................................................................................................................................. 63
Appendix C .................................................................................................................................. 70
Appendix D .................................................................................................................................. 71
1 STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
Chapter 1: Introduction and Overview of the Management Problem
Background and Overview
The purpose of this systematic review is to explore the effect that strategic alignment and
business and IT practices have on organizational optimization. This is a driven interest by many
with the ongoing technological advancements and implications for the workforce. Our society is
run by technology, and many organizations' core business is driven at the heart by technology.
Understanding the objectives and research question for this study will inspire organizational
change and the adoption of new practices that will support a foundation of success in the
workplace through organizational optimization.
Throughout a professional career, it is nearly impossible to do your job without utilizing
technology. Understanding the importance of not only the technology, but how the technology is
aligned, employed, and maintained by the organization can significantly alter the outcomes for a
company. Focusing on the alignment side of Business and IT will help to generate knowledge of
how organization optimization can be driven and the positive effects it can have on businesses.
Problem Statement and Significance of the Problem
Many organizations are faced with the problem of misalignment of strategy and business,
and IT practices leading to failure in organizations (Fichman & Melville, 2014, p. 204). The goal
of this research is to gain a better understanding of the benefits to organizations that put a more
significant focus on the alignment. This manuscript captures the potential intervention points that
can factor into the success of organizations that harness this alignment. It creates a landscape that
is currently untapped in the literature related to the effects of business and IT alignment on
organizational optimization. Creating optimization in the workplace is a necessity in today’s
economy to remain relevant and drive success.
2 STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
The Research Question
By addressing two research questions within this systematic review, it will be possible to
offer management a new understanding of the effects of having a strategic alignment that offers
organizational optimization. The two questions that will be addressed in this systematic review
are as follows: 1. How does strategic alignment of Business and IT practices impact
organizational optimization? 2. How do intervention points in business and IT practices support
organizational optimization? By answering these questions, it will be possible to provide
management teams with knowledge of the importance of business and IT alignment specifically,
how management can alter their organization's current ways of working to gain competitive
advantage by operating strategically and providing optimization in the organizations.
Rationale for the Study
Information technology is at the forefront of most organizations with advancements in
modern technology. From marketing to management to production, IT plays a role in almost
every aspect of a business. Understanding the importance of strategic alignment can be easily
missed triggering lost value, opportunity, and competitive advantages for organizations. After
conducting an initial literature overview, it was evident there was a gap in the literature related to
the alignment of Business and IT and the effects it can have on organization optimization. With
the knowledge of this gap, it created the need to understand how intervention points from
business and IT practices could be utilized to support optimization. Understanding the rationale
for this study drives the understanding of the importance for management.
Importance to Management
The objective for all business models is to operate at the highest efficiency with the
smallest cost. A proven method of success for this is through optimization in the workplace,
3 STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
which this study will demonstrate. This systematic review will provide a clear illustration of how
to achieve the objectives of this study and the direct impact it will have on this business.
Providing a method of cost savings and improved employee engagement are drivers for
sustainability. Management also needs to understand the changing environments of today’s
business will only continue to grow with advancements in technology in the workplace and
personal life. Creating a focus on this type of advancement shows employees that organizations
are serious about improvement and serious about the personal and professional growth of their
employees.
Relevance
Technology is an essential focus with the impact it already plays in our daily work and
personal lives. Many of us do not go a single day without interacting with some form of
technology. The difference from ten years ago is undeniable with advancements in computing
power, readily available programs and computers, internet of thing access, and social media. All
of these and many more play vital roles in our lives and the economy creating a critical sector for
which businesses must align their focus and look to this type of research to develop guidance and
practices for the future of the industry.
Organization of the Dissertation
This manuscript will be organized as follows. First, there will be a literature review to
understand the existing context and concepts that will be utilized in this systematic review.
Following the literature review will be the theoretical framework to understand in which way the
findings from this systematic review will align the literature. This will also include a conceptual
framework to illustrate these concepts graphically. After this foundation has been created, the
methodology used will be as follows. It is starting with a background and overview of the current
4 STRATEGIC ALIGNMENT AND BUSINESS AND IT PRACTICES
literature lan
Exploring cloud-based big data analytics in healthcare organizations
No full textChallenges in healthcare have continually increased because of the importance of the industry and rising demands from both public and private sector to provide quality healthcare services with reduced costs. Additionally, the high-volume digital data generated at the ever-higher rate in the healthcare industry pose challenges to store and process healthcare data to offer valuable information for improved decision making. The traditional technologies lack scalability, flexibility, and performance to manage big data that is currently being generated by a variety of data sources in various formats in the healthcare industry. However, innovative technologies such as cloud computing and big data analytics enable organizations to make accurate, real-time decisions resulting in better outcomes and to strengthen their market position in today's increasingly competitive business environment. This study was a systematic review of existing research studies on how cloud-based big data analytics compared to traditional systems, enhance decision making, planning, and forecasting in the healthcare industry. The study offers benefits and challenges, findings conclusion, management implications, limitations of the study, and areas for future research.Table 1. PICOC method………………………………………………………………6
Table 2. Healthcare entities maintaining different data formats……………………. 15
Table 3. Codes, Themes, and TOE contexts…………………………………………82
Table 4. Documents with quotation count…………………………………………...84
Table 5. Data Extraction and Methodological Appropriateness…………………….139Figure 1. 11Vs of big data attributes in a typical big data system……………………… 11
Figure 2. Big data analytics layers……………………………………………………… 20
architecture…………………………………………………. 28
Figure 4. Four models of cloud adoption…………………………………………………32
Figure 5. Big data security & privacy challenges………………………………………...60
Environment Theory……………………………
sed big data analytics driven healthcare domain……………………...69
Figure 8. PRISMA diagram for selection process…………………………………… …. 80
Figure 9. Key terms and concepts from coding in Atlas.ti………………………….……81
…’“PICOC” is an acronym that stands for: Population, Table 1
PICOC method of formulating a research questionBased on the research question “How does cloud ”“ ” by –electronic format. It is a longitudinal electronic record of patients’s health information generated reporsitory patient’s information regarding health status and subject of care in
A personal health record (PHR) is a lifelong tool for managing patient’s relevant health Table 2
Healthcare entities maintaining different data formats
–
or electronic medical records (EMRs) that include patients’ data. Semi“big data analytics in the cloud” solution such as “ benefits for healthcare organizations.” –organization’s future for some situations when monitoring patients’ recovery process or under treatment commonly used to answer questions of the form “Wha has happened?” Common techniques patient over a period of time, called patient’s ” .” descriptive processing techniques to evalute patients’ treaments, the timing, the various treatments and medical resources involved in the patients’s treatments. Conformance Smart healthcare architecture. Adapted from “ Smart Healthcare Services” by S. Sakr, and A. Elgammal, 2016, –
contextuaul information, patient’s feedback, health documents, improducts and services to patients; (4) facilitates “what if” analysis for decisionconsumers’ so that they don’t have to worry about Four models of cloud adoption. Adapted from “Cloud Computing in Singapore: Key Drivers and Recommendations for a Smart Nation.” By R. Ng, 2018, services providers and caregivers. Collected sensors data along with a patient’s information can s’’s ’ vital signs– –patients’ patient’s
patients’ conditions ’’person’s activities throughout the day and Health Organization’s forecast, identify factors to control diabetes, and study patient’s history to obtain knowledge. These and predict cancer patient’s survival (Islam, Hasan, Wang, Germack, & Nooran alarm by analyzing the patient’s E
technologies are very helpful in spotting and tracking patient’s movement for home
to reduce the patient’s wait time leading to
a to a cloud. Cloud capabilities allow to collect patients’ data in real time and perform of similar patients and make decisions, forecasting and planning about the patient’s health patient data to uncover useful insights. This technique helps in giving better insight of patients’ Watson) to exploit the cloud’s storage and data management capabilities
––he healthcare industry stores patient’s data privacy of patient’s data.
increasing use of internet and with people’s tendency to share their personal information on s’ identity and use it victim’sfinancial benefits. Sensitive information about a patients’ interest,behavior patterns can be captured to derive patients’ identity to expose them or steal money from
. Big data security & privacy challenges. Adapted from “Big data security challenges and strategies” by S. –of the humans’ interference peer communication using some attributes of the user’s e the user’s attributes
parties agreed using the network’s authentication which promotes trust and well suited for data block’s header creating blockchain with inherent encryptionintegration of sensor infrastructures, the ability to detect changes in patients’ condition and sharing the patients’ data with the involved caregivers, variou
rule protects the privacy of individuals’ data, whereas in European Union uses Directive 95/46 at offers rules and policies in processing the individuals’ data across its member development of this dissertation’s research question, which helped to put into place the dissertation’s search and inclusion and exclusion criteria. In the next step, the selection and review’s data.From the research question “How does cloud ” ified: “cloud based”, “data”, “analytics”, “healthcare”, “ ” “ ” “ ”
“Apply equivalent subjects” meaning to bring in other equivalent subjects to the search terms. overstated based on a single and not particularly reliable piece of information. A colleague’s nce is the “best” – –
The synthesis for this dissertation used the TAPUPAS framework. TAPUPAS framework is described by Pawson, Boaz, Grayson, Lang, and Barnes (2003). TAPUPAS is an acronym for Transparency (open to scrutiny), Accuracy (well grounded), Purposivity (fit for purpose), Utility (fit for use), Propriety (legal and ethical), Accessibility (intelligible), and Specificity (does it meet source-specific standards). The appraisal also used the Weight of Evidence (WoE) framework developed by Gough (2007) to evaluate the quality and relevance assessments. A value of 1 was awarded for the existence of either rigor or transparency for each journal, the weightage percentage was calculated by sum of 1’s divided by total number of outcomes (32) and multiplied by 100 to get the percentage value. Weightage < 35 was categorized as LOW, 36 through 74% as MEDIUM and 75 through 100% as HIGH. In addition, Petticrew and Roberts (2006) six-level system (see Appendix A) was also used to categorize each journals’ methodological appropriateness to the study’s design.
’s purpose was The search string drew a total of 1686 peer-reviewed scholarly journals from both UMGC’s OneSearch databases and Google Scholar. The title screening shortlisted 435 journals, followed by abstract screening which shortlisted 36 journals. Three more journals were excluded after carrying out a quality appraisal of the 36 journals. Finally, 33 journals were selected to perform detail analysis and synthesis. Appendix C shows the results of the quality appraisal of the Data Set (33 journals). The PRISMA diagram (figure 8) shows the selection process of the journals for synthesis.
“ ”Table 3
Codes, Themes, and TOE contextsTable 4
Documents with quotation count’ resources The 33 articles reviewed indicate that big data analytics in cloud computing does improve decision making, planning, and forecasting compared to the decision support systems in the non-cloud traditional environment. Based on this systematic review of the literature reviewed, there is enough evidence to suggest that cloud-based big data analytics can bring significant benefits to healthcare organizations. Findings show cloud-based analytics help organizations to be more efficient and help them save on costs for various healthcare operations due to enhanced decision-making process. However, the challenges - including breaches to the security and privacy of the patients' data and loss of control of data to cloud vendors - must be carefully evaluated, mainly due to the stringent regulations that govern the healthcare industry. Nonetheless, these risks can be mitigated to reap the benefits that cloud-based big data analytics offer. against inappropriate uses and disclosures, and individuals’ rights with respect to their health –
–
–
–
––
Bertsimas, D., O’Hair, A., Relyea, S., & Silberholz, J. (2016). An analytics approach to
––
–
––
–
–
–
–– framework in dissertation research: Creating the blueprint for your “house.”
– –
––
–
––
–
–
–
–
(Master’s thesis). Available –
–
––
–
–
–
–
–
––
–
Wamba, S. F., Akter, S., Edwards, A., Chopin, G., & Gnanzou, D. (2015). How ‘big data’can
–
–
–
–
–
–Data Extraction and Methodological Appropriateness
Table 5
Data Extraction and Methodological Appropriatenessmining human’s daily life data s’information’s data. The ’s–users’ needsTo study algorithm’
Exploring the impact of cloud-based big data analytics in healthcare organizations
No full textThe purpose of this research is to examine the impact of cloud-based analytics on decision making, planning and forecasting, and to examine the benefits and challenges in using cloud-based big data analytic
Exploring the impact of emotional intelligence among leadership development: EQ is the New IQ
No full textThe purpose of the study is to explore the impact of EI within leadership development, identifying evidenced based research, best practices, and recommendations to help technically proficient and systematic process people, learn how to effectively incorporate EI into practice
Blockchain and learning organizations: How the emerging technology impacts knowledge sharing
No full textThis presentation explores how blockchain and learning organizations impacts knowledge sharing.Research Question:
THE PROBLEMROBLEMROBLEMROBLEMROBLEMROBLEMFORFORFORPRACTITIONERSRACTITIONERSRACTITIONERSRACTITIONERSRACTITIONERSRACTITIONERSRACTITIOERSRACTITIONERSRACTITIONERSRACTITIONERSRACTITIONERSRACTITIONERS
Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, Advisors: Drs. Milter, HadaryHadaryHadaryHadaryHadaryHadary, & Cason , & Cason , & Cason , & Cason , & Cason , & Cason , & Cason , & Cason , & Cason , & Cason , & Cason The Graduate The Graduate School ● University University of Maryland University College, Adelphi, MD of Maryland University College, Adelphi, MD of Maryland University College, Adelphi, MD of Maryland University College, Adelphi, MD of Maryland University College, Adelphi, MD of Maryland University College, Adelphi, MD of Maryland University College, Adelphi, MD
Knowledge management (KM) connected to learning Knowledge management (KM) connected to learning Knowledge management (KM) connected to learning Knowledge management (KM) connected to learning Knowledge management (KM) connected to learning Knowledge management (KM) connected to learning Knowledge management (KM) connected to learning Knowledge management (KM) connected to learning organizations and technology. KM strategies are organizations and technology. KM strategies are organizations and technology. KM strategies are organizations and technology. KM strategies are organizations and technology. KM strategies are organizations and technology. KM strategies are organizations and technology. KM strategies are necessary to facilitate information technology (IT), necessary to facilitate information technology (IT), necessary to facilitate information technology (IT), necessary to facilitate information technology (IT), necessary to facilitate information technology (IT), necessary to facilitate information technology (IT), necessary to facilitate information technology (IT), necessary to facilitate information technology (IT), necessary to facilitate information technology (IT), trust, organizational learning, and support from top trust, organizational learning, and support from top trust, organizational learning, and support from top trust, organizational learning, and support from top trust, organizational learning, and support from top trust, organizational learning, and support from top management (Chen et al., 2011). management (Chen et al., 2011). management (Chen et al., 2011). management (Chen et al., 2011). management (Chen et al., 2011). management (Chen et al., 2011).
Technology requires organizations to remain current with Technology requires organizations to remain current with Technology requires organizations to remain current with Technology requires organizations to remain current with Technology requires organizations to remain current with Technology requires organizations to remain current with Technology requires organizations to remain current with Technology requires organizations to remain current with Technology requires organizations to remain current with the latest advancements as organizations are in a the latest advancements as organizations are in a the latest advancements as organizations are in a the latest advancements as organizations are in a the latest advancements as organizations are in a the latest advancements as organizations are in a the latest advancements as organizations are in a the latest advancements as organizations are in a continuous paradigm of obtaining a competitive advantage. continuous paradigm of obtaining a competitive advantage. continuous paradigm of obtaining a competitive advantage. continuous paradigm of obtaining a competitive advantage. continuous paradigm of obtaining a competitive advantage. continuous paradigm of obtaining a competitive advantage. continuous paradigm of obtaining a competitive advantage. continuous paradigm of obtaining a competitive advantage.
Potential Potential impact of blockchain technology on knowledge impact of blockchain technology on knowledge impact of blockchain technology on knowledge impact of blockchain technology on knowledge impact of blockchain technology on knowledge impact of blockchain technology on knowledge sharing practices has yet to be explored. sharing practices has yet to be explored. sharing practices has yet to be explored. sharing practices has yet to be explored. sharing practices has yet to be explored. sharing practices has yet to be explored. sharing practices has yet to be explored.
Can blockchain technology Can blockchain technology impact knowledge sharing impact knowledge sharing impact knowledge sharing impact knowledge sharing within learning organizations within learning organizations within learning organizations within learning organizations within learning organizations within learning organizations ?
THEORETICALHEORETICALHEORETICALHEORETICALHEORETICALHEORETICALHEORETICALHEORETICALHEORETICALHEORETICALFRAMEWORKRAMEWORKRAMEWORKRMEWORKRAMEWORKRAMEWORKRAMEWORKRAMEWORK
Socialization, externalization, combination, internalization Socialization, externalization, combination, internalization Socialization, externalization, combination, internalization Socialization, externalization, combination, internalization Socialization, externalization, combination, internalization Socialization, externalization, combination, internalization Socialization, externalization, combination, internalization (SECI) model of knowledge (SECI) model of knowledge (SECI) model of knowledge (SECI) model of knowledge (Nonaka & Takeuchi, 1995) (Nonaka & Takeuchi, 1995) (Nonaka & Takeuchi, 1995) (Nonaka & Takeuchi, 1995) (Nonaka & Takeuchi, 1995) (Nonaka & Takeuchi, 1995) (Nonaka & Takeuchi, 1995) (Nonaka & Takeuchi, 1995)
Knowledge and services exchange framework based on Knowledge and services exchange framework based on Knowledge and services exchange framework based on Knowledge and services exchange framework based on Knowledge and services exchange framework based on Knowledge and services exchange framework based on Knowledge and services exchange framework based on Knowledge and services exchange framework based on Knowledge and services exchange framework based on blockchain blockchain (Zhi , Wang, Liu, He, & Huang, 2018) , Wang, Liu, He, & Huang, 2018) , Wang, Liu, He, & Huang, 2018) , Wang, Liu, He, & Huang, 2018) , Wang, Liu, He, & Huang, 2018) , Wang, Liu, He, & Huang, 2018) , Wang, Liu, He, & Huang, 2018) , Wang, Liu, He, & Huang, 2018) , Wang, Liu, He, & Huang, 2018)
PROCESSROCESSROCESSROCESSROCESSROCESSOF DISCOVERYISCOVERYISCOVERYISCOVERYISCOVERYISCOVERYISCOVERYISCOVERY
Realist synthesis Realist synthesis : To explore if the mechanisms of To explore if the mechanisms of To explore if the mechanisms of To explore if the mechanisms of To explore if the mechanisms of To explore if the mechanisms of blockchain technology and trust impact the outcome of blockchain technology and trust impact the outcome of blockchain technology and trust impact the outcome of blockchain technology and trust impact the outcome of blockchain technology and trust impact the outcome of blockchain technology and trust impact the outcome of blockchain technology and trust impact the outcome of blockchain technology and trust impact the outcome of blockchain technology and trust impact the outcome of knowledge sharing in the organizational contexts of primary knowledge sharing in the organizational contexts of primary knowledge sharing in the organizational contexts of primary knowledge sharing in the organizational contexts of primary knowledge sharing in the organizational contexts of primary knowledge sharing in the organizational contexts of primary knowledge sharing in the organizational contexts of primary knowledge sharing in the organizational contexts of primary research and practitioner applications. Methodology research and practitioner applications. Methodology research and practitioner applications. Methodology research and practitioner applications. Methodology research and practitioner applications. Methodology research and practitioner applications. Methodology research and practitioner applications. Methodology supports extrapolation of evidential fragments from supports extrapolation of evidential fragments from supports extrapolation of evidential fragments from supports extrapolation of evidential fragments from supports extrapolation of evidential fragments from supports extrapolation of evidential fragments from supports extrapolation of evidential fragments from documents.
Quality appraisal tool Quality appraisal tool Quality appraisal tool Quality appraisal tool Quality appraisal tool : Includes two criteria: (a) rigor and Includes two criteria: (a) rigor and Includes two criteria: (a) rigor and Includes two criteria: (a) rigor and Includes two criteria: (a) rigor and Includes two criteria: (a) rigor and (b) relevance to rate (b) relevance to rate (b) relevance to rate (b) relevance to rate (b) relevance to rate evidence against 15 different against 15 different eligibility ratings based on criteria of rigor and the eligibility ratings based on criteria of rigor and the eligibility ratings based on criteria of rigor and the eligibility ratings based on criteria of rigor and the eligibility ratings based on criteria of rigor and the eligibility ratings based on criteria of rigor and the eligibility ratings based on criteria of rigor and the eligibility ratings based on criteria of rigor and the eligibility ratings based on criteria of rigor and the eligibility ratings based on criteria of rigor and the eligibility ratings based on criteria of rigor and the relevance relevance relevance of documents of documents .
Elements of: Elements of: Elements of:
• Thematic synthesis Thematic synthesis Thematic synthesis : Line -by -line coding and line coding and line coding and development of themes development of themes
• Configuration Configuration Configuration : Studies coming together to create Studies coming together to create Studies coming together to create Studies coming together to create Studies coming together to create Studies coming together to create larger picture larger picture larger picture
FINDINGINDINGINDINGINDINGINDINGINDINGS
Utilized two search strings to gain Utilized two search strings to gain Utilized two search strings to gain Utilized two search strings to gain breadth and depth of breadth and depth of breadth and depth of breadth and depth of evidence.
• (blockchain AND learning OR (blockchain AND learning OR (blockchain AND learning OR (blockchain AND learning OR (blockchain AND learning OR “knowledge shar*”)) “knowledge shar*”))
• (blockchain* AND knowledge) (blockchain* AND knowledge) (blockchain* AND knowledge) (blockchain* AND knowledge)
55 full 55 full55 full -text articles assessed for text articles assessed for text articles assessed for eligibility eligibility eligibility 21 pieces of evidence 21 pieces of evidence 21 pieces of evidence 21 pieces of evidence 21 pieces of evidence included in realist synthesis. included in realist synthesis.
CONCEPTUALONCEPTUALONCEPTUALONCEPTUALONCEPTUALONCEPTUALONCEPTUALONCEPTUALONCEPTUALMODELODELODELODEL: K NOWLEDGENOWLEDGENOWLEDGENOWLEDGENOWLEDGENOWLEDGENOWLEDGENOWLEDGESHARINGSHARINGSHARINGSHARINGSHARINGSHARINGSHARINGBASEDBASEDBASEBASEDBASEDON BLOCKCHAINBLOCKCHAINBLOCKCHAINBLOCKCHAINBLOCKCHAINBLOCKCHAINBLOCKCHAINBLOCKCHAINBLOCKCHAINBLOCKCHAIN
16 studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit studies highlight knowledge management criteria of explicit knowledge, tacit sharing, and knowledge sharing, and knowledge sharing, and knowledge storage.
13 studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances studies highlight blockchain literature including applications of technology, instances blockchain incentives, and relationship between blockchain incentives, and relationship between blockchain incentives, and relationship between blockchain incentives, and relationship between blockchain incentives, and relationship between blockchain incentives, and relationship between blockchain incentives, and relationship between blockchain incentives, and relationship between blockchain incentives, and relationship between blockchain incentives, and relationship between trust.
8studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledgestudies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge studies identify how blockchain technology affects the storage of explicit and tacit knowledge .
7studies introduce studies introduce how blockchain how blockchain how blockchain based systems based systems establish establish a sense of a sense of trust.
15 articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge articles highlight blockchain’s impact on the sharing of explicit and tacit knowledge .
7articles cite articles cite articles cite articles cite advantages advantages that blockchain blockchain based systems have on an organization’s overall KM strategy based systems have on an organization’s overall KM strategy based systems have on an organization’s overall KM strategy based systems have on an organization’s overall KM strategy based systems have on an organization’s overall KM strategy based systems have on an organization’s overall KM strategy based systems have on an organization’s overall KM strategy based systems have on an organization’s overall KM strategy based systems have on an organization’s overall KM strategy .
ORGANIZATIONSRGANIZATIONSRGANIZATIONSRGANIZATIONSRGANIZATIONSRGANIZATIONSRGANIZATIONSRGANIZATIONSRGANIZATIONSRGANIZATIONSRGANIZTIONSRGANIZATIONSREPRESENTEDEPRESENTEDEPRESENTEDEPRESENTEDEPRESENTEDEPRESENTEDEPRESENTEDEPRESENTEDEPRESENTEDEPRESENTEDIN THETHETHEDATAATAATA
Higher education: Higher education: Higher education:Blockchain primarily utilized for student credential storage and sharing. Blockchain primarily utilized for student credential storage and sharing. Blockchain primarily utilized for student credential storage and sharing. Blockchain primarily utilized for student credential storage and sharing. Blockchain primarily utilized for student credential storage and sharing. Blockchain primarily utilized for student credential storage and sharing. Blockchain primarily utilized for student credential storage and sharing. Blockchain primarily utilized for student credential storage and sharing. Blockchain primarily utilized for student credential storage and sharing. Blockchain primarily utilized for student credential storage and sharing. Blockchain primarily utilized for student credential storage and sharing.
MIT – Blockcerts Blockcerts ; Echo ; Echo ; Echo
Healthcare organizations/institutions: Healthcare organizations/institutions: Healthcare organizations/institutions: Healthcare organizations/institutions: Healthcare organizations/institutions: Healthcare organizations/institutions: Healthcare organizations/institutions: Allows for the omittance of a trusted third Allows for the omittance of a trusted third Allows for the omittance of a trusted third Allows for the omittance of a trusted third Allows for the omittance of a trusted third Allows for the omittance of a trusted third Allows for the omittance of a trusted third Allows for the omittance of a trusted third Allows for the omittance of a trusted third -party intermediary so patients can contribute own medical data on party intermediary so patients can contribute own medical data on party intermediary so patients can contribute own medical data on party intermediary so patients can contribute own medical data on party intermediary so patients can contribute own medical data on party intermediary so patients can contribute own medical data on party intermediary so patients can contribute own medical data on party intermediary so patients can contribute own medical data on party intermediary so patients can contribute own medical data on party intermediary so patients can contribute own medical data on party intermediary so patients can contribute own medical data on medical blockchain. medical blockchain. medical blockchain. medical blockchain.
Distributed data vending (DDV); Distributed data vending (DDV); Distributed data vending (DDV); MedRec – blockchain based management system where patients authorize knowledge sharing between different blockchain based management system where patients authorize knowledge sharing between different blockchain based management system where patients authorize knowledge sharing between different blockchain based management system where patients authorize knowledge sharing between different blockchain based management system where patients authorize knowledge sharing between different blockchain based management system where patients authorize knowledge sharing between different blockchain based management system where patients authorize knowledge sharing between different blockchain based management system where patients authorize knowledge sharing between different blockchain based management system where patients authorize knowledge sharing between different blockchain based management system where patients authorize knowledge sharing betw
Adopting management retention strategies in U.S. full-service hotels: A human resouces perspective
No full textThis presentation examines how executives in full-service hotels across the United States increase retention at the management level.ADOPTING MANAGEMENT RETENTION STRATEGIES IN U.S. FULL ADOPTING MANAGEMENT RETENTION STRATEGIES IN U.S. FULL ADOPTING MANAGEMENT RETENTION STRATEGIES IN U.S. FULL ADOPTING MANAGEMENT RETENTION STRATEGIES IN U.S. FULL ADOPTING MANAGEMENT RETENTION STRATEGIES IN U.S. FULL -SERVICE HOTELS: SERVICE HOTELS: SERVICE HOTELS:
A HUMAN RESOURCES PERSPECTIVE A HUMAN RESOURCES PERSPECTIVE A HUMAN RESOURCES PERSPECTIVE A HUMAN RESOURCES PERSPECTIVE
• Conduct quarterly SWOT analyses to ensure corporate Conduct quarterly SWOT analyses to ensure corporate Conduct quarterly SWOT analyses to ensure corporate Conduct quarterly SWOT analyses to ensure corporate Conduct quarterly SWOT analyses to ensure corporate policies are aligned with specific hotel short and long policies are aligned with specific hotel short and long policies are aligned with specific hotel short and long policies are aligned with specific hotel short and long policies are aligned with specific hotel short and long policies are aligned with specific hotel short and long policies are aligned with specific hotel short and long term objectives.
• Schedule individual meetings with existing managers in preparation for new associates that will eventually join preparation for new associates that will eventually join preparation for new associates that will eventually join preparation for new associates that will eventually join preparation for new associates that will eventually join preparation for new associates that will eventually join the team.
• Assess the current recruitment process to confirm Assess the current recruitment process to confirm Assess the current recruitment process to confirm Assess the current recruitment process to confirm Assess the current recruitment process to confirm candidates possess relevant management experience and candidates possess relevant management experience and candidates possess relevant management experience and candidates possess relevant management experience and candidates possess relevant management experience and candidates possess relevant management experience and candidates possess relevant management experience and candidates possess relevant management experience and final selections are justified. final selections are justified. final selections are justified.
• Clarify job expectations during onboarding so managers Clarify job expectations during onboarding so managers Clarify job expectations during onboarding so managers are cognizant of future challenges they may encounter are cognizant of future challenges they may encounter are cognizant of future challenges they may encounter throughout the hotel. throughout the hotel. throughout the hotel. throughout the hotel. throughout the hotel. throughout the hotel.
• Realign existing subcultures with the organizational Realign existing subcultures with the organizational Realign existing subcultures with the organizational culture to encourage trust between hotel staff, culture to encourage trust between hotel staff, culture to encourage trust between hotel staff, culture to encourage trust between hotel staff, culture to encourage trust between hotel staff, supervisors, and management teams.
• Develop strategic partnerships between executives and Develop strategic partnerships between executives and Develop strategic partnerships between executives and Develop strategic partnerships between executives and Develop strategic partnerships between executives and Develop strategic partnerships between executives and management to encourage active participation in management to encourage active participation in management to encourage active participation in management to encourage active participation in evidence -based decision making. based decision making.
• Implement a robust succession plan that identifies Implement a robust succession plan that identifies Implement a robust succession plan that identifies Implement a robust succession plan that identifies potential candidates early and prepares them for potential candidates early and prepares them for potential candidates early and prepares them for potential candidates early and prepares them for potential candidates early and prepares them for potential candidates early and prepares them for imminent management vacancies. imminent management vacancies.
• Measure management turnover intentions and retention Measure management turnover intentions and retention Measure management turnover intentions and retention Measure management turnover intentions and retention Measure management turnover intentions and retention rates independently for a comprehensive assessment of rates independently for a comprehensive assessment of rates independently for a comprehensive assessment of rates independently for a comprehensive assessment of rates independently for a comprehensive assessment of rates independently for a comprehensive assessment of rates independently for a comprehensive assessment of current hotel hotel working environment. working environment. working environment. working environment. working environment.
Results Results
Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter Dissertation Advisors: Drs. Sharon Hadary, Walter Cason, Richard Milter
JUAN M. MAZA
Research Question Research Question Research Question Research Question
Methodology Methodology
• Recruitment and selection practices directly aligned with Recruitment and selection practices directly aligned with Recruitment and selection practices directly aligned with organizational objectives are positively linked to retention. organizational objectives are positively linked to retention. organizational objectives are positively linked to retention. organizational objectives are positively linked to retention. organizational objectives are positively linked to retention. organizational objectives are positively linked to retention. organizational objectives are positively linked to retention. organizational objectives are positively linked to retention.
• Unclear expectations during onboarding are negatively linked Unclear expectations during onboarding are negatively linked to productivity and consistency across business units. to productivity and consistency across business units. to productivity and consistency across business units. to productivity and consistency across business units. to productivity and consistency across business units.
• Open communication positively impacts operational Open communication positively impacts operational Open communication positively impacts operational Open communication positively impacts operational transparency and streamlines the decision transparency and streamlines the decision transparency and streamlines the decision -making process.
• Empowerment positively enhances credibility with guests and Empowerment positively enhances credibility with guests and Empowerment positively enhances credibility with guests and Empowerment positively enhances credibility with guests and Empowerment positively enhances credibility with guests and Empowerment positively enhances credibility with guests and Empowerment positively enhances credibility with guests and increases their loyalty during fluctuating business levels. increases their loyalty during fluctuating business levels. increases their loyalty during fluctuating business levels. increases their loyalty during fluctuating business levels. increases their loyalty during fluctuating business levels.
• Human Resource activities that are not focused on improving Human Resource activities that are not focused on improving Human Resource activities that are not focused on improving Human Resource activities that are not focused on improving Human Resource activities that are not focused on improving working conditions have a negative impact on morale. working conditions have a negative impact on morale. working conditions have a negative impact on morale. working conditions have a negative impact on morale. working conditions have a negative impact on morale. working conditions have a negative impact on morale. working conditions have a negative impact on morale. working conditions have a negative impact on morale.
• Variances between the organizational culture and subcultures Variances between the organizational culture and subcultures Variances between the organizational culture and subcultures Variances between the organizational culture and subcultures Variances between the organizational culture and subcultures Variances between the organizational culture and subcultures have a negative impact on operational expenses. have a negative impact on operational expenses. have a negative impact on operational expenses. have a negative impact on operational expenses. have a negative impact on operational expenses.
• Thematic Synthesis: Identify, Analyze, Integrate, Construct Thematic Synthesis: Identify, Analyze, Integrate, Construct Thematic Synthesis: Identify, Analyze, Integrate, Construct Thematic Synthesis: Identify, Analyze, Integrate, Construct Thematic Synthesis: Identify, Analyze, Integrate, Construct Thematic Synthesis: Identify, Analyze, Integrate, Construct Thematic Synthesis: Identify, Analyze, Integrate, Construct Thematic Synthesis: Identify, Analyze, Integrate, Construct Thematic Synthesis: Identify, Analyze, Integrate, Construct Thematic Synthesis: Identify, Analyze, Integrate, Construct Thematic Synthesis: Identify, Analyze, Integrate, Construct Thematic Synthesis: Identify, Analyze, Integrate, Construct
• Quality Assessment: WOE/TAPUPAS Hybrid Framework Quality Assessment: WOE/TAPUPAS Hybrid Framework Quality Assessment: WOE/TAPUPAS Hybrid Framework Quality Assessment: WOE/TAPUPAS Hybrid Framework Quality Assessment: WOE/TAPUPAS Hybrid FrameworkQuality Assessment: WOE/TAPUPAS Hybrid FrameworkQuality Assessment: WOE/TAPUPAS Hybrid Framework Quality Assessment: WOE/TAPUPAS Hybrid Framework Quality Assessment: WOE/TAPUPAS Hybrid Framework Quality Assessment: WOE/TAPUPAS Hybrid Framework Quality Assessment: WOE/TAPUPAS Hybrid FrameworkQuality Assessment: WOE/TAPUPAS Hybrid Framework
• Study Conducted: Evidence Study Conducted: Evidence -Based Research Approach Based Research Approach Based Research Approach Based Research Approach Based Research Approach
• Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature Triangulation: OneSearch, ProQuest, Gray Literature
• Research Stages: Systematic Review of the Evidence Research Stages: Systematic Review of the Evidence Research Stages: Systematic Review of the Evidence Research Stages: Systematic Review of the Evidence Research Stages: Systematic Review of the Evidence Research Stages: Systematic Review of the Evidence Research Stages: Systematic Review of the Evidence
• Research Data Management and Analysis: Dedoose Research Data Management and Analysis: Dedoose Research Data Management and Analysis: Dedoose Research Data Management and Analysis: Dedoose Research Data Management and Analysis: DedooseResearch Data Management and Analysis: Dedoose Research Data Management and Analysis: Dedoose
• Combined Evidence Initially Returned: (n Combined Evidence Initially Returned: (n Combined Evidence Initially Returned: (n Combined Evidence Initially Returned: (nCombined Evidence Initially Returned: (n =2,71 6)
• Published Between 2008 Published Between 2008 -2018: (n= 2018: (n= 1,340)
• Limited to U.S. /English Studies: (n= Limited to U.S. /English Studies: (n= Limited to U.S. /English Studies: (n= Limited to U.S. /English Studies: (n= Limited to U.S. /English Studies: (n= 11 6)
• Final Data Set for Coding: (n=24) Final Data Set for Coding: (n=24) Final Data Set for Coding: (n=24) Final Data Set for Coding: (n=24)
Problem for Practitioners Problem for Practitioners Problem for Practitioners Problem for Practitioners Problem for Practitioners
• U.S. full -service hotels struggle to retain managers due service hotels struggle to retain managers due service hotels struggle to retain managers due service hotels struggle to retain managers due increased competition and fluctuating working conditions. increased competition and fluctuating working conditions. increased competition and fluctuating working conditions. increased competition and fluctuating working conditions. increased competition and fluctuating working conditions. increased competition and fluctuating working conditions.
• Turnover increases operational costs through continual Turnover increases operational costs through continual Turnover increases operational costs through continual Turnover increases operational costs through continual Turnover increases operational costs through continual Turnover increases operational costs through continual recruitment, onboarding, training, and development programs. recruitment, onboarding, training, and development programs.recruitment, onboarding, training, and development programs. recruitment, onboarding, training, and development programs. recruitment, onboarding, training, and development programs. recruitment, onboarding, training, and development programs. recruitment, onboarding, training, and development programs.
• Employee turnover is now accepted as an common industry Employee turnover is now accepted as an common industry Employee turnover is now accepted as an common industry Employee turnover is now accepted as an common industry Employee turnover is now accepted as an common industry Employee turnover is now accepted as an common industry Employee turnover is now accepted as an common industry Employee turnover is now accepted as an common industry Employee turnover is now accepted as an common industry problem so retention problem so retention problem so retention problem so retention problem so retention strategies are rarely rarelyimplemente d.
• Blanket corporate policies and procedures do not usually Blanket corporate policies and procedures do not usually Blanket corporate policies and procedures do not usually Blanket corporate policies and procedures do not usually Blanket corporate policies and procedures do not usually Blanket corporate policies and procedures do not usually Blanket corporate policies and procedures do not usually consider the local competitive environment and expenditures.
Implications for Practitioners Implications for PractitionersImplications for Practitioners Implications for Practitioners Implications for Practitioners
Implications for Scholars Implications for ScholarsImplications for Scholars
• Expand this study to other countries and identify how full Expand this study to other countries and identify how fullExpand this study to other countries and identify how full Expand this study to other countries and identify how full Expand this study to other countries and identify how full Expand this study to other countries and identify how full Expand this study to other countries and identify how full -service hotels retain managers through economic instability. service hotels retain managers through economic instability. service hotels retain managers through economic instability. service hotels retain managers through economic instability. service hotels retain managers through economic instability. service hotels retain managers through economic instability.
• Consider studies on other theoretical lenses that offer Consider studies on other theoretical lenses that offer Consider studies on other theoretical lenses that offer Consider studies on other theoretical lenses that offer Consider studies on other theoretical lenses that offer additional perspectives on psychological contracts. additional perspectives on psychological contracts. additional perspectives on psychological contracts. additional perspectives on psychological contracts. additional perspectives on psychological contracts. additional perspectives on psychological contracts. additional perspectives on psychological contracts. additional perspectives on psychological contracts. additional perspectives on psychological contracts.
• Investigate evolving retention strategies in other U.S. Investigate evolving retention strategies in other U.S. Investigate evolving retention strategies in other U.S. Investigate evolving retention strategies in other U.S. Investigate evolving retention strategies in other U.S. Investigate evolving retention strategies in other U.S. Investigate evolving retention strategies in other U.S. Investigate evolving retention strategies in other U.S. Investigate evolving retention strategies in other U.S. Investigate evolving retention strategies in other U.S. Investigate evolving retention strategies in other U.S. Investigate evolving retention strategies in other U.S. industries to uncover which best practices can be adopted. industries to uncover which best practices can be adopted.industries to uncover which best practices can be adopted. industries to uncover which best practices can be adopted.
• Explore the relationship between union activity and Explore the relationship between union activity and Explore the relationship between union activity and Explore the relationship between union activity and Explore the relationship between union activity and Explore the relationship between union activity and Explore the relationship between union activity and Explore the relationship between union activity and management retention in other industries and countries. management retention in other industries and countries. management retention in other industries and countries. management retention in other industries and countries. management retention in other industries and countries. management retention in other industries and countries. management retention in other industries and countries. management retention in other industries and countries.
• Investigate how mergers and acquisitions impact attrition as Investigate how mergers and acquisitions impact attrition as Investigate how mergers and acquisitions impact attrition as Investigate how mergers and acquisitions impact attrition as Investigate how mergers and acquisitions impact attrition as Investigate how mergers and acquisitions impact attrition as Investigate how mergers and acquisitions impact attrition as hotels expand and manage their current portfolios. hotels expand and manage their current portfolios. hotels expand and manage their current portfolios. hotels expand and manage their current portfolios. hotels expand and manage their current portfolios. hotels expand and manage their current portfolios. hotels expand and manage their current portfolios. hotels expand and manage their current portfolios. hotels expand and manage their current portfolios. hotels expand and manage their current portfolios. hotels expand and manage their current portfolios.
• Examine the differences between corporate, franchised, and Examine the differences between corporate, franchised, and Examine the differences between corporate, franchised, and Examine the differences between corporate, franchised, and Examine the differences between corporate, franchised, and Examine the differences between corporate, franchised, and Examine the differences between corporate, franchised, and Examine the differences between corporate, franchised, and Examine the differences between corporate, franchised, and Examine the differences between corporate, franchised, and independent full independent full independent full -service hotel operations across the U.S. service hotel operations across the U.S. service hotel operations across the U.S. service hotel operations across the U.S. service hotel operations across the U.S. service hotel operations across the U.S. service hotel operations across the U.S. service hotel operations across the U.S.
• How can executives in full How can executives in fullHow can executives in full -service hotels across the United service hotels across the United States increase retention at the management level? States increase retention at the management level? States increase retention at the management level? States increase retention at the management level? States increase retention at the management level? States increase retention at the management level? States increase retention at the management level?
Theoretical Framework Theoretical Framew
Aligning talent management and strategic capabilities to create competitive advantage and improve organizational performance
No full textThis presentation will describe talent management strategies that need to be implemented in order to create competitive advantages in organizations and improve organizational performance.ALIGNING TALENT MANAGEMENT AND STRATEGIC CAPABILITIES
TO CREATE COMPETITIVE ADVANTAGE AND IMPROVE ORGANIZATIONAL PERFORMANCE
Keni Galmai ([email protected])
DMG 880 Doctorial Candidate
The Problem for
Management & Practitioner
v Developing competitive advantage through talent
management processes is critical for organizations to
define strategic differentiating capabilities.
v The challenge in maximizing the competitive
advantage of an organization's talents becomes more
significant especially in the economic downturn
because an organization’s human capital will be one
of the principals determining factors in turning the
downturn into long-term organizational sustainability
and success.
To describe talent management strategies that need to be
implemented in order to create competitive advantages in
organizations and improve organizational performance.
Purpose Statement
Research Question
What talent management strategies can managers implement to
create competitive advantage and improve organizational
performance?
Methodology
Updated Conceptual Framework
Recommendation
Theoretical Framework
Resource-Based View (RBV) (Barney, 1991)
The RBV of the firm theorizes that an organization’s
resources constitute a potential source of competitive
advantage and identifies a series of empirical indicators that
are used to identify resources capable of providing such an
advantage.
Findings & Themes
Mentors: Dr. Wanda Wagner
Dr. Deborah Wharff
v Systematic review using thematic synthesis
v Used PRISMA framework for inclusion and exclusion criteria (number
of study)
v Used Weight of Evidence as a quality appraisal (final study)
v Coding used both deductive (pre-determined) and inductive (during
the process)
TALENT
P1
Define talent:
• All employees
• Employees in
certain key roles
TALENT
MANAGEMENT
STRATEGY
P2
1. Talent attraction
2. Talent development
3. Talent retention
4. Talent succession
planning
FACTOR AFFECTING
TALENT
MANAGEMENT:
P3
1. Recruitment strategy
2. Management strategy
3. Country Cultures
Alignment
Alignment
Alignment
RESOURCE BASED VIEW
THEORY
COMPETITIVE
ADVANTAGE
Sustainable in market
competition
ORGANIZATION
PERFORMANCE
High ROI
Antecedent
Assessment
Assessment
Assessment
Advantage
Advantage
P4
Future Research
vFinding 1: Different perspective of who is the
talent in the organization? All employees or only
high potential employees?
vFinding 2: Four talent management strategies
for value-adding purposes: talent attraction,
talent development, talent retention, and talent
succession planning.
vFinding 3: Factor affecting talent management
in organization: recruitment strategy,
management strategy, country cultures.
vFinding 4: Competitive advantage and
organizational performance as a result of the
alignment between talent management strategy
and the organization strategic capability.
Analytical Theme 1: Assessment.
Analytical Theme 2: Antecedent.
Analytical Theme 3: Alignment.
Analytical Theme 4: Advantage.
vTo measure the return on investment of a
talent management strategy.
vTo use other theoretical lens approach.
vTo utilize assessment tools and processes
extensively.
vTo continually adapt and modify the
characteristics of talents and talent
management strategy.
vTo align and integrate talent management
strategy and the organization’s strategic
capability.
vTo monitor and measure the results of
competitive advantage and organization
performanc
