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Organizational resilience: Is there evidence for what works to support business continuity?
No full textThe purpose of this presentation is to examine and critique the varied literature & commentary on sustaining organizational continuity and to determine if there is supporting evidence for what works. BP oil spill; Lehman Brothers; Wall Street meltdown; Apple’s IPhone, Amazon’s Kindle—whether the result of disaster, unexpected events or competition, recent events have highlighted the need for effectively dealing with situations that threaten continuity of operations (COOP) (Weick and Sutcliffe, 2007, p. ix)—that is, to be resilient. Most definitions emphasize resilience as the ability to ‘bounce back’ from difficulties: “the capability to rebound from a disaster …and return to normal functioning with little delay” (Chandra/RAND, p 2); “dynamic process encompassing positive adaptation within the context of significant adversity” (Luther et al, p.543); “the ability to reinvent business models and strategies as circumstances change” (Hamel & Valikangas, 2003, p 53). Others focus on the need for proactive approaches: the ‘identification of potential risks, proactive steps, to ensure an organization thrives in the face of adversity” (Somers, 2009, pp 13+); creating “a rapid, flexible, innovative and effective response when a future crisis presents itself” (Boin and Lagadec, 2000, p 188). The analyses are connected to point(s) on a resilience continuum.Organizational Resilience: Is there Evidence for What Works to Support Business Continuity?
Claudine SchWeber, Ph.D.
Marcia Bouchard , DM
University of Maryland University College
April 14, 2011
1Business Continuity & Resilience
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Continuity of operations (coop): “an institution’s ability to maintain or restore its business…when some circumstance threatens or disrupts normal operations”
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Resilience perspectives:
Content: Economic: “ability to reinvent business models and strategies as circumstances change”
Process: Anticipatory: “Identification of potential risks, proactive steps to [enable survival]”; Crisis: ‘capability to rebound from disaster...and return to normal functioning’
2Primary Focus of the literature
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Individual
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Community
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Organization/ management
3Definitions --Examples
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“…positive adaptation in any kind of dynamic system that comes under challenge or threat.” (Masten & Wright, 2009, p. 215)
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“the capability to rebound from a disaster…and to return to normal functioning with little delay” (Chandra et al., 2010)
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“capacity to cope with unanticipated dangers after they have become manifest…[learning to] bounce back” (Comfort, 1994, p. 158)
4What does the literature indicate about
“what works” to promote business continuity?
5
Research Question Resilience Continuum
6
Anticipation
(preparation)
Management
during event
(response)
Resilience
(recovery)
Thriving or
Hyper –
resilience
(better off)
Crisis:
Trigger
Event7
Method
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Modified “Evidence-Based Research” (pioneered at Carnegie Mellon)
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Literature search –57 sources: books or book chapters, scholarly articles, professional articles, dissertations, special reports/white papers.
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Inclusion/exclusion criteria: 45 items remained
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Analyzed resources—3 major themes: a) anticipation-preparation; b) leadership; c) communicationCon’t
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Systematic review to “identify, acquire, extract and synthesize existing research studies” (Leseure et al, 2004, p. 14)
•
57initial Sources = 9 books/chapters; 34 scholarly articles; 10 professional articles; 2 dissertations; 2 white papers
8Method step 1
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Key Word Searches--scholarly:
48 documents found for: (resilience and corporations) OR (resilience and firms) OR (resilience and corporation) OR (resilience and enterprises) OR (resilient firms) OR (resilient corporations) OR (resilient enterprises) and more….
Total = 57
9Method step 2–ResearchClassification
10Step 3:Exclusion/Inclusion Criteria
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Exclusion: focused on individuals (i.e. child trauma, drug addiction); government entities; or had a narrow scope (e.g. supply chain); published before 1990
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Inclusion: focus on organizations; identifiable concepts related to resilience; referred to stage in continuum; published between 1990-2010.
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N=45
11Step 4:Analysis by Major Themes
12Step 5: Literature Scoring
13Step 6: Literature Assessment
14Limitations
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Modified EBR Method
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Limited search to 57 original resources45
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Did not carry out scoring (step 5); assessment (step 6)
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Limited direct attention to recovery stage
15What we learned Re What Works?
Primary Focus: Anticipation-Preparation
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Become a High Reliability Organization (HRO)
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Develop a ‘culture of resilience’
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Responsibility of Senior Leadership: avoid ‘amnesia syndrome’; develop a ‘preoccupation with [potential] failure’; conduct resilience audits; take charge
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Hire staff with experience (‘strategic hires’)
16What we learned (2)
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Identify and develop ‘back-up’ systems: technology, other business locations, reserve fund. e.g. Xavier U and Hurricane Katrina—tech backup in California.
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Delegate decision-making throughout organization; able to make decisions in ‘unfamiliar contexts’ (e.g. 9/11 and Morgan Stanley)
17What we learned (3)
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Leadership, Communication
Able to make decisions under pressure
Develop and test BCM plans
Communicate with various stakeholders, including the public (not just Board members)—early and often!
Establish a communication management strategy, plan, resources and implementation, and continual review
Plan for reputation management with stakeholders, media.
18Conclusion
Organization resilience requires:
Executive attention—commitment to a culture of resilience
Avoidance of complacency (HRO)
Periodic internal communication and readiness to implement external communication plan
Identifying and critiquing lessons learned
…Practice, Practice, Practice
19Further Research
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Case analyses
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Expand EBR process to include steps 5 (assessment criteria) and 6 (scoring)
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Read and compare scholar and practitioner perspectives
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Explore the ‘leadership’ issue more intensivelyThank You
Comments/Questions
Suggested resources using secondary literature:
www.aimresearch.org
www.evidencebased-management.com
Please contact us at:
[email protected]
[email protected]
2
White hegemony and the perpetuation of native american mascots in sports
No full textThe Department of Social Science, along with the Maryland Theta chapter of Pi Gamma Mu (International Social Science Honor Society), is pleased to announce the winners of the 4th annual UMUC Social Science Essay Contest. This yearly contest invites all UMUC students to submit essays applying social science theory to social issues and problems and is adjudicated by a panel of UMUC
faculty members. The first‐place winner of the contest is Susan Bearns, who graduated summa cum laude from UMUC in May 2011 with a Bachelor’s of Science in psychology, a minor in sociology, and certificates in clinical mental health care and diversity awareness. She wrote her winning essay, “White Hegemony and the Perpetuation of Native American Mascots in Sports” for the Ethnic Minorities course in the sociology department. Susan states that in researching and writing her winning essay, she “learned about the insidious nature of racism and the difficulties in raising awareness. I also learned that progress requires the willingness of society to choose dignity and respect for all people over tradition and the comfortable status quo.” Susan, who is a grandmother of 11 and lives in Maryland, is exploring her options for graduate programs and is currently volunteering as a co‐
therapist of a men’s therapy group and is completing hospice volunteer training.White Hegemony and the Perpetuation of Native American Mascots in Sports
White Hegemony and the Perpetuation of Native American Mascots in Sports
Susan Bearns
University of Maryland University College
Email: [email protected]
Major: Psychology
Minor: Sociology
For at least one hundred and twenty-five years, Native American names, references, images, and symbols have been used in American sports; in fact, Native American mascots are ubiquitous in the American educational system. According to Todd Callais (2010), a 1995 review found 1,500 high schools, 73 colleges and universities, and 50 junior colleges with Native American mascots. However, since the 1960s, this tradition has been increasingly challenged by Native Americans and other interested parties who claim that it promotes racism and should be discontinued. On the other hand, proponents claim that the references pay homage to Native Americans, and, even where they are offensive, there is insufficient harm to warrant any changes. While advocates see the demands of protestors as threats to tradition and repudiate them as just more examples of political correctness, Native Americans, and those aligned with them, view this issue as a matter of civil rights, morality, ethics, and fairness (AISTM, 2010). The continued inability to reach consensus and the emotional volatility of the present discourse demonstrates the complexity of the controversy. It is apparent that progress toward resolution depends on a fuller understanding of the different perspectives and how they have developed.
It is important to acknowledge how the history of the Native American population is unique in many ways among ethnic subpopulations in the United States. North American indigenous peoples had lived on the continent for thousands of years before the first settlers arrived in the early 1600s (Aguirre & Turner, 2009). While native people co-existed in hundreds of separate, relatively simple societies with different languages and cultures, the colonists were more homogeneous, technologically advanced, and backed by the powerful nations of Europe. The impact of these new arrivals was devastating. Exposure to European diseases, to which they had no immunity, killed millions of indigenous people, and those who did not succumb to illness endured a systematic campaign by the White colonists to subjugate, relocate, segregate, and eliminate them in order to control the lands the native people still occupied (Aguirre & Turner, 2009). By the middle of the nineteenth century, as much as 95 percent of the indigenous population had been lost to disease, starvation, war, and murder (Romero, 2000). The survivors were essentially imprisoned on reservations, where children were taken against the wishes of their families to state run boarding schools and forced to give up their tribal languages, customs, and beliefs (Romero, 2000). Thus, the past treatment of Native Americans in the U.S. includes not only extended periods of oppression, exploitation, deception and discrimination, but also physical and cultural genocide.
Consideration of this historical context is central to having an educated discussion about the relative meanings attached to Native American images and symbols and further explains why Native Americans are depicted as mascots in sports while other ethnic subpopulations are not. The first stereotypes about Native Americans arose in connection with attempts by the White dominant group to legitimize their oppressive actions. According to Aguirre and Turner (2009), the early settlers described the indigenous peoples as “innocent, ingenuous, friendly, and naked” (p. 161). As the White imperialistic goals of Manifest Destiny demanded control over more territory, these childlike depictions were replaced alternately with assertions that Native Americans were innately inferior and incapable of governing themselves, or as merciless savages bent on the destruction of innocent White settlers (misrepresentations repeated in Hollywood films through the first half of the twentieth century) (Aguirre & Turner, 2009). As Lee Sigelman (1998) notes, bounties on indigenous peoples were introduced in some states during the 1700s, and continued into the nineteenth century, to remove barriers to expansion north and west. Hence, the word “redskins” (the name adopted by the National Football League (NFL) Washington Redskins), originally referred to the scalps and skins of Native American men, women, and children that were sold along with raccoon, bear, and beaver pelts in frontier trading posts. It can be argued, then, that the later practice of placing a subordinate population on par with animal and object images as mascots for sports teams reflects the imperialistic nostalgia of the dominate ethnic group, a celebration of victory over a conquered people, not respect and admiration.
The fact that Native American references in sports continues decades after members of this ethnic subpopulation began making their concerns and preferences known disregards their relevance as a group and reinforces the very low position Native Americans still hold in the social power structure. The dominant White point of view sees Native Americans as romantic versions of past conflict and conquest, conveniently ignoring the ugly, uncomfortable realities that have left them disempowered, disadvantaged, and disenfranchised in contemporary times (Callais, 2010). Yet, the multitude of injustices perpetrated against Native Americans are the very reasons why they are disproportionately and negatively represented today on almost every measure of wellbeing, from the highest levels of poverty, unemployment, and youth suicide to the lowest levels of educational success (Aguirre & Turner, 2009). Callais (2010) states that this “ability to frame Native Americans in the past is a symbolic demonstration of white racial hegemony” (p. 66). In essence, controlling the way Native Americans are portrayed, and profiting from the commodification of those images, is an expression of this differential power in the social hierarchy.
One of the primary arguments used to support the continued use of Native American mascots in sports is the importance of tradition. From the fans’ perspective, allegiance is to team first and players second because players come and go (Callais, 2010). The intergenerational sharing and continuity that come with following teams are closely connected to team logos and other aspects of the sports experience that contribute to cherished memories. Individuals see themselves as being part of a team, enjoy solidarity with other fans, and feel a sense of pride in that affiliation (Callais, 2010). Mascots, they argue, are at the heart of that tradition. This first argument fails, however, because it ignores the fact that team names, logos, and other characteristics often change due to other reasons; for example, the National Basketball League Washington Bullets changed their name to the Washington Wizards in order to eliminate the negative associations with violence in the Nation’s Capital. Citing tradition as grounds for resistance also implies that change is always detrimental, that the length of time something is practiced somehow certifies its appropriateness, and that the only opinions that matter are those of the individuals associated with the teams. In truth, society is constantly evolving and with enlightenment should come change. In a progressive society, eliminating racism should take priority over protecting tradition.
Another argument denies racial intent or significant injury. This perspective is premised on a color-blind society and rests on the assumption that racism must be overt, malicious, or deliberate (Schaefer, 2009). However, singling out a subordinate ethnic subpopulation as mascots for sports teams reinforces the social construct that presumes superiority of one race or ethnic group over another—the very definition of racism. Moreover, arguing about the degree of offensiveness ignores the subjective nature of symbols. All words and images carry embedded meanings, which may vary according to the experiences of the particular group. The implied associations, and their respective power, will be understandably different for the group that was historically victimized than for others. Thus “savages” can be slanderous to the depicted group while it is complimentary in the minds of the fans. Also, some ethnic subpopulations have succeeded in raising awareness about offensive terms. Where the word “Sambo” is today inarguably inflammatory in its demeaning depiction of African Americans, the protests of Native Americans go unheeded when they register similar complaints about the Cleveland Indians’ mascot Chief Wahoo, with its toothy grin, big nose, and red face. In addition, the attitude that one group reserves the right to use these images and symbols without the consent of the depicted group, raises issues of superiority and subordination (Callais, 2010). Although the “Fighting Irish” of Notre Dame1 is an example of another ethnic group represented as a mascot, this decision arose from a largely Irish Catholic institution (AISTM, 2010). In the end, a symbolic kind of slavery exists where a more powerful group retains the right to decide and control, manipulate and exploit these images in any manner that suits them; claims proprietary ownership based on longstanding tradition; and continues these practices even after the targeted group voices their opposition and raises awareness (Callais, 2010). The racism may be less crude and less openly articulated, but it is racism nevertheless.
No matter the intentions or perceived level of harm, it is clear that significant numbers of Native American people, tribal nations, and other concerned individuals and groups do not consider Native American mascots and sports references to be respectful and have requested that they be discontinued. Even where the references seem innocuous, as in the case of the fictitious Chief Illiniwek character that had long served as the mascot for the University of Illinois’s basketball team, they are accompanied by behaviors that perpetuate stereotypes and disrespect Native American religious beliefs and culture, such as the Hollywood versions of the Native American drumbeat, dance, and dress or the “tomahawk chop”
1 According to the San Francisco Chronicle (1997) Notre Dame University President Casper expressed outrage when the visiting Stanford marching band performed a parody during halftime that mocked Irish culture and the Catholic Church. Casper demanded an apology stating that Stanford students “should know better than to insult others’ religion and heritage” and that they showed an “ignorance of Irish history and an indifference to human suffering”. motion of the crowds as an expression of team aggressiveness. In the final analysis, stereotypes, both positive and negative, still serve to diminish people. Because stereotypes are a form of categorical thinking that limits potentials, misrepresents entire groups of people, and interferes with understanding and appreciating who an individual really is, they have a negative impact not only on the targeted group, but also on the group learning, accepting, and using the stereotypes (AISTM, 2010). For this reason increasing numbers of organizations are speaking out against the practice of using Native American mascots. For example, the American Psychological Association adopted a resolution in 2005 strongly advising schools, colleges, universities, athletic teams, and organizations that “the continued use of American Indian mascots, symbols, images, and personalities is an offensive and intolerable practice to American Indian Nations…” and “…has a negative impact on other communities by allowing for the perpetuation of stereotypes and stigmatization of another cultural group.”
As it stands today, some progress has been made toward the goal of ending the practice of using Native American mascots in American sports programs; however, much work remains. In 2005, the National Collegiate Athletic Association2 (NCAA) characterized the mascots and imagery of 18 colleges and universities as “hostile and abusive” and banned them from postseason tournament play unless they discontinued using these Native American references (Lehrer, 2005). As a result, the University of Illinois reluctantly abandoned the tradition of Chief Illiniwek; yet, efforts have persisted toward renewing the practice. According to American Indian Cultural Support, as of 2006 there were still about 2,500 elementary, middle, and high schools throughout the United States using Native American mascots. Professional sports has proven to be an especially difficult venue to change; for example, the Cleveland Indians baseball team continues to use the controversial Chief Wahoo logo and the NFL Washington Redskins franchise has prevailed against all of the legal challenges it has faced so far. If team names such as the New York Negros, San Antonio Spics, or the Jacksonville Jews would be deemed offensive, the
2 “The NCAA policy on Native American mascots does not require member institutions to change their names or mascots. The policy precludes member schools with Native American nicknames, mascots, or imagery from hosting NCAA championships. These schools are still eligible to participate in championships, but the policy restricts them from wearing uniforms or other paraphernalia that depict nicknames or images while competing in NCAA championship events” (NCAA, 2010). fact that protests against Native American mascots still generate so much resistance demonstrates that the underlying determinant for change may be whether or not the group claiming injury is large enough to have an impact. Therefore, future efforts should emphasize how stereotypes injure everyone in society and as awareness grows, the sound of the voices calling for change will become too loud to ignore.
References
Aguirre, A. & Turner, J. (2009). American Ethnicity: The dynamics and consequences of discrimination. 6th Ed. 143-175. New York, NY: McGraw-Hill.
American Indian Cultural Support. (2005). Mascots: Racism in schools by state. Retrieved on February 26, 2011 from http://www.aics.org/mascot/mascot.html
American Psychological Association. (2005). APA Resolution Recommending the Immediate Retirement of American Indian Mascots, Symbols, Images, and Personalities by Schools, Colleges, Universities, Athletic Teams, and Organizations. Retrieved on February 25, 2011 from http://www.apa.org/about/governance/council/policy/mascots.pdf
Calais, T. (2010). Controversial mascots: Authority and racial hegemony in the maintenance of deviant symbols. Sociological Focus, 43(1). 61-81. http://www.sociologicalfocus.net/index.php/sf
Lehrer, J. (2005). NCAA bans Indian mascots. PBS News Hour. Retrieved on February 25, 2011 from http://www.pbs.org/newshour/bb/sports/july-dec05/mascots_8-25.html
NCAA. (2010). NCAA 2010-11 Division I General Championship Information General Handbook. Retrieved on February 25, 2011 from https://www.ncaa.org/wps/wcm/connect/2049b78044a3b5dd9337b7c8c7999200...
Romero, J. (2000). American Indian Holocaust. Spirit World Productions. Retrieved on February 19, 2011 from http://www.unitednativeamerica.com/aiholocaust.html
Schaefer, R. (2009). Race and ethnicity in the United States. 5th Ed. 64-65. Upper Saddle River, NJ: Pearson Prentice Hall
Sigelman, L. (1998). Hail to the Redskins? Public reactions to a racially insensitive team name. Sociology of Sport Journal, 15(4). 317-325. http://journals.humankinetics.com/ssj
Workman, B. (1997). 3rd apology for Stanford band antics: University president says students’ conduct ‘uncivil’. The San Francisco Chronicle. Retrieved on February 19, 2011 from http://www.sfgate.com/cgi-bin/article.cgi?file=/chronicle/archive/1997/10/15/MN69409.DT
Black American leadership: A theoretical perspective
No full textThe purpose of the research was to develop a model for understanding a style of leadership that can be associated with Black American leaders not only within their own culture but also within the broader corporate American culture.BLACK AMERICAN LEADERSHIP: A THEORETICAL PERSPECTIVE
Starlene M. Simons
Key words: Black American, Black American Leader, Black American Leadership, Leader, Leadership, Management, Leadership CharacteristicsPurpose and Scope of the Research
The purpose of the research was to develop a model for understanding a style of leadership that can be associated with Black American leaders not only within their own culture but also within the broader corporate American culture.Research Questions
Do Black American leaders possess different leadership qualities than those of other races?
How do history, culture, and American prejudices affect Black American leadership?Significance of this Research for Management
Understand Black American leaders’characteristics.
Develop new management strategies for Black American leaders.
Contribute to the scholarship on multiculturalism in management.Main Literature Themes and Authors
Black American Leaders’Characteristics: (Byrd, 2007; Covin, 2008; Walters & Smith, 1999).
Strong and competent leadership styles (Bass, 1990; Conger and Kanungo, l998; Shamir, House and Arthur,1993; Williams, 2005; and Yukl, 2002). Key Propositions Distilled from the Literature
Black Americans aspiring to leadership positions in the United States must meet different standards
Black American leaders have observable characteristics that can be associated with strong leadership
Black American leaders must exercise more plasticity and possess higher levels of behavioral complexity than their White counterparts. Conceptual Framework
Black American Leader Model
Simons, 2011Thesis statement
Black American leadership possesses more unique characteristics than those of other races because of history, culture, and the opportunities presented to lead.Research Approach & Formation of Argument
Evidence Based Research was employed.
Multiple research sources were utilized from the Web of Science.
An Expert Panel was used that consisted of three business professionals with experience in management, law, academia, and issues pertinent to Black American leadership.Findings
The model for Black American leadership is similar to that of other races, but with greater priority on:
•
Multiculturalism
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Behavioral complexity
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Plasticity
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Divergent thinking
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Effective listening skillsImplications for Management Practice
Cultural differences contribute to leadership differences.
A model for Black American leadership can help organizations overcome misconceptions that have persisted for generations.
Organizations will further understand the benefits of management diversity.
Organizations can better incorporate differing leadership styles in management.Future Research Agendas
Interviews with Black American leaders to deepen understanding of internal and external obstacles to black leadership and effective strategies to overcome them.
Interviews with White American workers about Black American leadership.
Additional research into leadership of other races
E-mentoring: Benefits to the workplace
No full textThe purpose and scope of this research is to:
•Examine advantages and disadvantages of E-mentoring.
•Examine the tools available for a successful E-mentoring program.
•Examine E-mentoring and its impact in management.E-MENTORING: BENEFITS TO THE WORKPLACE
Kimberly Nicole Rowland
Key Words: E-mentoring, Mentoring, Telementoring, Knowledge transferPurpose and Scope of the Research
•
Examine advantages and disadvantages of E-mentoring.
•
Examine the tools available for a successful E-mentoring program.
•
Examine E-mentoring and its impact in management.Research Questions
Q1: What are the advantages and disadvantages of e-mentoring?
Q2: If e-mentoring’s advantages indicate that it should be used, how can management effectively use e-mentoring?
Q3: What technological tools are needed to implement an effective e-mentoring program?
Q4: Are knowledge management and knowledge transfer supported or enabled through the use of e-mentoring programs? If yes, how might this transfer of knowledge benefit organizations? Significance of this Research for Management
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E-mentoring can facilitate a knowledge creation process.
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The transfer of knowledge between the mentee and protégé through a virtual environment adds value to management.
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Limits partiality, gender and ethnicity issues that impede employee development.Main Literature Themes and Authors
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E-mentoring and its effectiveness:
(Headlam-Wells, Gosland and Craig, 2005 &2006; Purcell, 2004; Akin & Hilbun, 2007); Colky & Young, 2006). Kim & Bonk, 2005).
•
Knowledge management & transfer:
(Argote & Ingram, 2000; Rhodes, Hung, Lien, Wu and Lok, 2008).
•
Mentoring:
(Butterworth, 2008; Burke, 1984; Carraher, Sullivan & Crocitto, 2008).Key Propositions Distilledfrom the Literature
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Mentoring has value to organizations
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E-mentoring can be a means to capture and transfer knowledge from worker to workers.
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E-mentoring has strengths and deficits and these can be identified.
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There are technological tools to aid e-mentoring’s effective use.Conceptual Framework
Traditional Mentoring
E-Mentoring
Technology
Learning management systems
Shared Software
Web 2.0
Skype
Email
Telephones
Face to face interactionThesis statement
E-mentoring fosters an environment that creates knowledge and transfers knowledge through the use of technology at a faster rate in synchronous and asynchronous environments.Research Approach & Formationof Argument
Use of Evidence Based Research
Various approaches were utilized from the Web of Science.
Expert Panel consisted of three experienced individuals in education and management, who represented areas of both scholarly and practitioner approach. Findings
E-mentoring has both advantages and disadvantages but overall can have a positive impact in organizations.
Trust and effective communication are necessary.
Encourages organizational learning.
Protégé advancement is supported.
Enhanced employee commitment
Knowledge transfer at a rapid speed.Implications for Management Practice
E-mentoring can bridge the generational gap between mentors and protégés.
Due to the advancement of technology mentors and protégés have a way to communicate and share knowledge.
E-mentoring can minimize partiality with which many protégés experience in face-to-face interaction. Future Research Agendas
Identifying organizations that are considering adopting e-mentoring practices.
Researching the generational issues in relation to acceptance of e-mentoring.
Reviewing the rapid influx of new technology and its possible contribution to e-mentoring
Decision making in a Japanese general trading company as it relates to foreign investment
No full textThe purpose of this research is to:
•Determine the decision making process of a Japanese company as it relates to foreign investment.
•Determine if the process has merit for Western management practices.
•Limit the scope to Japanese general trading companies (sogoshosha) and to foreign investment.Decision Making In a Japanese General Trading Company As It Relates To Foreign Investment
Joseph Whelan
Keywords:
Japanese General Trading Companies, Japanese Decision Making, Foreign Direct InvestmentPurpose and Scope of the Research
•
Determine the decision making process of a Japanese company as it relates to foreign investment.
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Determine if the process has merit for Western management practices.
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Limit the scope to Japanese general trading companies (sogoshosha) and to foreign investment.Research Questions
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What is the decision making process of a Japanese general trading company as it relates to foreign investment?
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Does the decision making process have merit for Western management practices?Significance of this Research for Management
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Provides a framework from which to determine if Japanese decision-making is unique to Japanese culture, or if there are lessons that are applicable to Western management practices.
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The sogoshosha’s ability to adapt and evolve in a changing global environment provides an example of a learning organization.Main Literature Themes and Authors
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Japanese General Trading Companies
− Roehl, Shao, Herbig, Larke, Davies, Goerzed, and Makino
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Decision Making
− Ala, Beldona, Chan, MacColl, Slater, Gilbert, Hofstede, Ouchi, and Nonaka
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Foreign Investment
− Dunning, Faeth, Javidan, and JokinenKey Propositions Distilled from the Literature
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Japanese decision making is a consensus building bottom up process.
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Foreign investment is driven by a complex set of determinants.
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Japanese trading companies are incorporating selected Western management practices.
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There are elements of Japanese decision making that can be applied to Western management practices.Strategic Decision by Shogo Shosha to Change Business Model
Identification of Investment Opportunity
Proposal Development
Nemawashi
Ringi
Investment
Influences
Culture
FDI Determinants
Western Management Practices
Risk
Globalization
Feedback
Business & Financial
Corporate Strategy
Conceptual Framework Thesis statement
•
This dissertation examined the decision making process of Japanese general trading companies as it pertains to foreign investment in order to determine if the process has merit for Western management practice.Research Approach & Formation of Argument
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This dissertation used an evidence- based research methodology.
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The primary source of evidence used to form the argument was an extensive literature review.
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This research assessed the key academic and practitioner research, theories, and models. Findings
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Japanese decision making is a bottom-up consensus building process.
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There are selected Western practices being integrated into Japanese decision making.
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There appear to be elements that have merit for Western management practice.
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Japanese general trading companies are learning organizations. Implications for Management Practice
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When necessary, successful firms have the willingness and ability to change management practices, even when the change seems contrary to their culture.
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The complexities of the global market may require a more innovative organizational structure.
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The sogoshoshamay be a model for future global activities given their success.Future Research Agendas
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Examine the organizational innovative activities used by the sogoshoshato address the challenges brought on by globalization.
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Determine if these activities have value for Western multinationals
Executive scorecard: Evaluating a CEO’s performance using the balanced scorecard and stakeholder theory approach
No full textThe purpose and scope of this research are as follows:
Purpose:
To develop an executive compensation model
Literature review on executive compensation at senior executive level (mostly CEO)
Identify criteria to determine and develop a set of performance measures that aligns with a firm’s strategic goals while also meeting key stakeholder expectations
Scope:
Focused on senior executives, especially the CEO of publicly traded companies in the United StatesAn Executive Scorecard: Evaluating a CEO’s Performance Using the Balanced Scorecard and Stakeholder Theory Approach
Patricia Beckenholdt
DMGT892
Residency PresentationPurpose and Scope of the Research
Purpose:
To develop an executive compensation model
Literature review on executive compensation at senior executive level (mostly CEO)
Identify criteria to determine and develop a set of performance measures that aligns with a firm’s strategic goals while also meeting key stakeholder expectations
Scope:
Focused on senior executives, especially the CEO of publicly traded companies in the United StatesResearch Questions
1.
What criteria should be used in determining executive (CEO) compensation?
2.
What metrics should be used to measure the criteria?
3.
How can executive compensation tie a set of performance measures to stakeholder’s expectations and a firm’s strategic goals?
4.
How can performance targets be designed to evaluate a CEO’s efforts in meeting corporate goals and objectives and stakeholders’ expectations?Significance of this Research for Management
Front and center position in the wake of the financial crisis of 2008
U.S. regulatory system –response to call for changes to executive compensation policies and transparency
Say-on-Pay allows shareholders and board members a way to express their opinions, work collaboratively to design a pay package that encourages executives to maximize long-term corporate goals and wealth
Stakeholders’ concept of organization improves corporate image and creates perception that firm has an ethical corporate culture based on leadership and commitment to values that stress stakeholder relationships
It is possible to tie the majority of compensation to incentives based on fairness, motivation, and morale of a firm’s stakeholders. Main Literature Themes and Authors
Executive Compensation
Agarwal (1981);Behn (2003); O’Reilly & Main (2007)
Stakeholders’ Theory
Freeman (1984); Donaldson & Preston (1995); Susniené & Sargunas (2009)
Balanced Scorecard
Kaplan & Norton (1992, 2005)
Agency Theory
Jensen & Murphy (1990); Bebchuk & Fried (2003) Key Propositions Distilledfrom the Literature
Proposition 1:
Designing an executive compensation model requires the consideration of short-term and long-term expectations of all stakeholders.
Proposition 2:
The design of an executive compensation plan can be custom-tailored to fit a company’s particular mission, strategy, and the challenges they face.
Proposition 3:
The relationship between a board and the CEO should be a collaborative effort but one that is maintained at arm’s length.
Proposition 4:
The performance appraisal process is a continuous process that addresses the success of the firm in attaining a set of predetermined goals and objectives, and measures the CEO’s ability to successfully progress the organization toward a set of attainable goals. Conceptual Framework
Executive Scorecard (Excerpt)
Stakeholders
Executive Goals & Objectives
Performance Measures
Targets
Rating
Stakeholder Weight
Overall Rating
Investors
Provide an attractivereturn
Stock price
5% increase for every 1 decrease in stock price
50%Hypothesis Statement
Designing an effective executive pay package that links executive pay to a company’s business strategy while aligning company performance with stakeholders’ expectations can be achieved by synthesizing elements of various approaches (stakeholders’ theory and balanced scorecard approach)Research Approach & Formationof Argument
Exploratory Study
Scholarly journals, books, and current event articles
Manual -paper-intensive, articles categorized by themes
Inductive approach -Argument emerged from the process of data collection and analysis
Evidence-based Research
Used to describe research in which practitioners use theory and evidence laid out from previous research to test the validity of own ideas
Detailed explanation of a study’s research methodology, and a summarization of study’s outcomes
Use of Expert PanelFindings
By examining existing literature on executive compensation, stakeholder theory, agency theory, balanced scorecard, and performance measurements, it is possible to design an executive scorecard that links executive pay to a company’s business strategy while aligning executive compensation with executive performanceImplications for Management Practice
Organizations shift from dependency on compensation consultants to more reliance on evidenced-based research in making and implementing important strategic decisions
•
Culture of learning through research : Encourages innovation, experimentation, data collection, and analysis
Holistic approach using a stakeholders model sharply contrasts with the traditional stockholder-based business model which assumes firm is only responsible for wealth maximization for its stockholders
It is possible to design an executive compensation package that not only benefits the CEO for good performance but penalizes the CEO for poor performanceFuture Research Agendas
Gaps between scholarly knowledge acquired from management literature and managerial practice –may present opportunities for alternative methods
Evaluate financial institutions subjected to TARP to see whether adopted new executive compensation practices or disregarded the regulatory legislation
Conduct a lesson learned case study to identify what measures U.S. publicly-held company have implemented to align executive compensation with strategic goals and objectives
Senior management directing foster care in social services: Intentional use of empathy in quality improvement
No full textThe purpose and scope of this study is twofold:
1. To explore the concept of empathy (a human phenomenon and emotional competency) and to identify its implicational use in senior management decision-making practices in foster care.
2. To develop an empathic quality improvement model for senior management (SM) directing foster care.Senior Management Directing Foster Care in Social Services: Intentional Use of Empathyin Quality Improvement
Rosalind C. Lee, MA
Doctor of Management
Dissertation Poster Session
July 15, 2011Purpose and Scope of the Research
The purpose and scope of this study is twofold:
1.
To explore the concept of empathy (a human phenomenon and emotional competency) and to identify its implicational use in senior management decision-making practices in foster care.
2.
To develop an empathic quality improvement model for senior management (SM) directing foster care.Research Questions
The research questions explored in this dissertation:
R1.How does relationship development in foster care organizations impact desired consumer and organizational outcomes?
R2.How can senior management directing foster care create organizational environments that promote understanding, support and trust?
R3.How can empathy ignite management competencies that can cultivate intra-organizational quality improvement? Significance of this Research for Management
The responsibility of reducing the length of stay in care, providing safe and nurturing temporary foster homes and obtaining wellness services for children/teens, is the primary task of foster care agencies and their helping provider organizations. Senior management (SM) in these organizations have the daunting task of generating finances, governing, monitoring and improving service delivery for their organizations. This study contributes to the field of management by:
Contributing to the mounting body of research on empathy and its impact on management effectiveness.
Identifying, evaluating and analyzing quality improvement decision-making practices in foster care.
Developing a conceptual framework that affords foster care organizations an internal process model to discern the stages of decision-making for senior management. Main Literature Themes and Authors
Empathy as a Human Phenomenon
Decety & Lamm (2006); Decety & Ickes (2011); Decety & Jackson (2006); Eslinger (1998); Batson (2011); Hatfield, Rapson & Le (1994)
Empathy and Relationship Development
Hoffman (2000), Smith (2006), Singh (2008), Goleman, Boyatzis & McKee (2002); Skinner & Spurgeon (2005); Titchener (1909)
Senior Management Decision-Making
Stephan & Finlay (1999); Pithers (1999); Linstone (1999); McLaughlin, Rothery, Babins-Wagner & Schleifer (2010); Simon (1997)
Quality Improvement In Foster Care
Gerdes& Segal (2009); Babbar(1993); Kerman, Wildfire & Barth (2002); Lee, McMillen, Knudsen & Woods (2007) Key Propositions Distilledfrom the Literature
P1.Empathy is a neurological, psychological and sociological human phenomenon/emotional competency that positively influences individual and organizational motivations, interactions and decision-making.
P2.Empathy contributes to the creation of trusting work environments for service providers in foster care.
P3.Empathy is essential in developing supportive relationships that impact quality improvement efforts in organizations.
P4.Foster care organizations can benefit when senior management use empathy in their decision-making processes.Conceptual Framework
Affective Empathy
(Experience and acknowledge the neural and physiological affects of empathy and empathy-related activity
•
Motor Mimicry
•
Personal distress
•
Posture Matching
•
Emotional Contagion
Cognitive Empathy
(Regulating and monitoring affective empathy through cognitive processing)
•
Perspective Taking
•
Processing Feelings
•
Sense-making
*Meta-cognitive Empathy
(Developing an introspective strategy for appraising empathy and external knowledge
•Evaluating and prioritizing cognitive processing
•Consulting external knowledge to influence decisions
Intentional Empathic Action
(Deploying empathy by executing deliberate and calculated action)
•Meeting internal needs of others
•Creating supportive relationships
Intentional Empathy: An Introspective Quality Improvement ModelThesis statement
With the life sustaining services and family reunifying efforts of foster care agencies, families are dramatically affected when service delivery decisions are made by senior management that counteract or stifle their desired goals and progress towards reunification. When foster care senior management utilizes empathy, a emotional competency, in their quality improvement decision making practices/efforts, consumer and organizational outcomes are positively impacted.Research Approach & Formationof Argument
Research Approach
Qualitative & Quantitative (Mixed)
Evidence-Based Research (EBR)
Deductive & Inductive Inquiry
Identified Concept of Interest
Research Keywords & Search Terms
Narrowed Keyword Search by Refining Terms For Study
PHASE 1
Pursued Literature by Employing the Use of Web of Science, UMUC Databases & References & Citations within Identified Literature
PHASE 2
Organized and categorized Literature by Major Themes and Search Terms
Ejected Inappropriate Literature
PHASE 3
Outlined Research Method
Developed Criteria for Analyzing & Evaluating Evidence-Based Research(EBR)
PHASE 4
Assessed and Synthesized Findings from Research
Distilled Key Propositions
Developed Thesis Statement
Consulted Expert Panel for Practical Review & Application
Identified & Reviewed current literature surfacing after initial literature review
PHASE 5
Cogitated Research Findings & Integrated Expert Panel Inquiries & Recommendations
Devised Conceptual Framework for New Management Theory & Practice
PHASE 6Findings
Empathy has a significant correlation with achieving consumer and organizational outcomes. (Gerges & Segal, 2009; Skinner & Spurgeon, 2005)
Relationship development is a major contributor in sustaining and maintaining employee and consumer satisfaction. (Grandey, 2000; Kellet et al., 2002; Iacoboni, 2008; Sale, Bellamy & Wang, 2008)
Organizations and consumers benefit when employees are supported and encouraged in their service delivery efforts in foster care. (Glisson & Hemmelgarn, 1998; Glisson, 1994; Tiuraniemi, 2008)
Senior/executive management is essential to creating, shifting and maintaining an organization’s climates and cultures (Schmid, 2006; Wimpfheimer, 2004; Schien, 1996, 1993, 1992; Gellis, 2001; Hook & Parsons, 2009, Senge, 1990)
Unregulated and unmanaged empathy can reduce performance and debilitate practitioners in their decision-making abilities. (Iacoboni, increase organizational costs, 2008; Pithers, 1999, Hodges & Biswas-Diener, 2007; Figley, 2002; Sabo, 2006) Implications for Management Practice
Foster care is a practice
of motivating, supporting and providing resources to families while providing out-of-home care for children/teens. In this study, both practical (PI) and social (SI) management implications emerged. Senior management and practitioners in the field of foster care are recommended to:
(SI) Enhance and strengthen connective relationships with consumers, co-workers and stakeholders to increase workforce performance, desired consumer goals and organizational outcomes;
(PI) Generate supportive organizational environments that contribute to the creation of engaging and affirming relationships that impact consumer and organizational outcomes.
(PI) Acknowledge that senior management is a leading proponent in the creation of organizational culture and climate. Future Research Agendas
Further research on the deficits of empathy and empathy-related activities, in management decision-making, to identify further insight into empathy as a management improvement competency.
Continued research on empathy and emotional intelligence (EI) to deepen the discourse on how cognitive and emotional intelligences from a complimentary relationship in the field of management.
Additional research on foster care and local and state decision making and its impact on social service organizations and consumers
Examining the relationships between organizational communication and conflict management, and the Leader-Member Exchange (LMX) theory
No full textThe purpose and scope of this research is to:
Purpose:
Explore how inter-personal/inter-group workplace conflicts caused by communication deficiencies can be mitigated by result-oriented interactive processes such as enhanced LMXs.
Scope:
Unit of analysis: Organizations.
Focus: Interpersonal/intergroup work relationships.Examining the Relationships between Organizational Communication and Conflict Management, and the Leader-Member Exchange (LMX) Theory
by
Solomon O. Ihidero
July 15, 2011Purpose and Scope of the Research
Purpose:
Explore how inter-personal/inter-group workplace conflicts caused by communication deficiencies can be mitigated by result-oriented interactive processes such as enhanced LMXs.
Scope:
Unit of analysis: Organizations.
Focus: Interpersonal/intergroup work relationships. Research Questions
•
RQ1: What are the effects of enhanced leader-member communication on potential conflict situations and organizational effectiveness?
•
RQ2: Do the interactional processes in the LMX model add value to organizational communication?
•
RQ3: Does poor work communication increase workplace conflict? Significance of this Research for Management
•
Communication and conflict management cannot be conceived in isolation of each other. Thus, through communication, organizational members can work through conflict.
•
Quality LMX, effective communication, and conflict management are significant because they create a positive work environment for employees to contribute to the success of organizations.
•
This dissertation provides a useful theoretical basis for examining leader-follower relationships and an opportunity to exploit the positive attributes for organizational effectiveness.Main Literature Themes and AuthorsKey Propositions Distilled from the Literature
1. LMX quality provides the ambiance for message processing for conflict management.
2. The mutual interest attribute in quality LMX provides significant insight in handling self-seeking interest of individuals in achieving group goals.
3. LMX quality helps to reduce ambiguity in messages
4. High quality LMX relationships help in speeding up organization-wide dissemination of information. LMX MODELConceptual Framework Thesis statement
LMX incorporates elements of communication and conflict management required to promote organizational effectiveness. Research Approach & Formation of Argument
Approach was evidence-based:
1.
Research questions were formulated.
2.
Peer-reviewed journals were searched.
3.
Critical review of literature was conducted with emphasis on empirically supported articles.
4.
Input from expert panelists were incorporated. Findings
1.
The dyadic activities within the LMX context are characterized by increased levels of information exchanges, openness to ideas, and listening to problems. These exchanges were found to be good moderators of workplace conflicts (Landry & Vandenberghe, 2009).
2.
Embedded differential relationships in LMXs exemplified in the out-group category, can encourage issues of organizational justice thereby questioning the efficacy of the LMX theory (Dansereau et al., 1975; Starlicki & Folger, 1997).
3.
There are no restricted boundaries in the in-group-out-group categories of LMX. Thus, leaders can expand the in-group category by developing strong partnerships with each subordinate employee (Graen & Uhl-Bien, 1995)
4.
Integral to LMX are the 4-Quadrants of communication (relational, transformational, instructional, and informational) – quintessence of a rich communication channel (Campbell, et al., 2003; Quinn et al., 1991).Implications for Management Practice
In developing constructive and proactive conflict management practices, quality LMXs present opportunities for the HR specialist and business managers to learn how in-group members contribute to enhanced work processes and organizational effectiveness in an atmosphere devoid of destructive conflict.
In these financially challenging times, managements must begin to search for cost-saving measures/approaches to improve internal processes. Management may find in this study an approach that demands no major financial or material commitment, but mere re-orientation of values in managing organizational issues.
Results of this study might help management practices in the area of leadership training, professional development, employee relations and training programs as part of their organizational planning process to better manage manpower and resources.Future Research Agendas
1. The LMX theory should be explored further to determine way(s) of bridging the differentiation in the in-group out-group dichotomy.
2. There is a need for a determination of how the beneficial exchange-context in which the LMX operates can be replicated at the higher levels of authority within the organizatio
Retrospective analysis of screening for concussion: The neuro/psychological consequences of war and violent conflict
No full textThe objectives of this presentation are:
1. to define TBI and what research can tell us about TBI
2. Outline concussion screening and research database at Landstuhl Regional Medical Center
3. Describe the scope of the retrospective study
4. Discuss implications for supporting service members, and family members with greater awareness and education on concussion.The neuro/psychological consequences of war and violent conflict
Define TBI and what research can tell us about TBI
Outline concussion screening and research database at Landstuhl Regional Medical Center
Describe the scope of the retrospective study
Discuss implications for supporting service
members, and family members with greater awareness and education on concussion
A traumatically induced physiological disruption of the brain function as indicated by at least one of the following:
Any period of loss of consciousness
Any loss of memory for eventsimmediately before or after the accident
Any alteration in mental stateat the time of the accident
Focal neurological deficitsthat may or may not be transient
DoD definition 2007
Landstuhl Regional Medical Center screens all service members coming from theater for potential concussion
TBI has been a major cause of mortality and morbidity, with blast injury the most common cause (O’Hanlon & Campbell as reported in Elder & Cristian, 2009).
Not all blows or jolts to the head result in a TBI
The severity of a TBI may range from “mild” to “severe”
The terms concussion and mild TBI are interchangeable
www.dvbic.orgSeverity
GCS
AOC
LOC
PTA
Mild
13-15
<24 hrs
0-30 min
<24 hrs
Moderate
9-12
>24 hrs
30 min-24 hrs
>24 hrs-<7 days
Severe
3-8
>24 hrs
>24 hrs.
>7 days
GCS = Glasgow Coma Scale
AOC = Alteration of consciousness/mental state
LOC = Loss of consciousness
PTA = Posttraumatic amnesia
*Positive Neuro imaging increases the severity to at least a moderateTraumatic Brain Injury
Blunt (Closed)Penetrating
ExplosionFallGSWSTAB
BlastFragment
Motor vehicle crashes (MVC)www.dvbic.org
Primary
Direct organ injury resulting from blast overpressure wave
Secondary
Kinetic energy from blast puts objects in motion that can strike the head
Tertiary
Kinetic energy from blast puts the person in motion
Thrown into stationary objects
Quaternary
Burns
Inhalation injuries
Least likely blast mechanism to cause CNS injury
Caused by high velocity mechanism
3 actual impacts
Body into stationary object
Skull into stationary object
Brain into skull
Forward to backward (or vice versa)
Side to side
Up to 25% of those with a concussion do not seek medical attention (1)
Many of those who receive medical attention do not have a TBI diagnosis recorded, esp. if they have multiple traumas (2)
(1) Sosin DM et al. The incidence of mild and moderate brain injury in the United States 1991, Brain Inj 1996; 10 47-54 Brain Injury
(2) Moss NEG et al, Admissions after a head injury: How many occur and how many are recorded. Inj 1996; 27 156-161
Single concussion increases the risk of additional concussions
Slower and more difficult recovery times reported with subsequent concussion
More severe symptoms
Guskiewicz et al., JAMA 2003
Repeat concussions –more morbidity (Collins, et al, Neurosurgery 2002)
Association of recurrent concussion and late-life cognitive impairment in retired Pro-football players (Guskiewicz et al, Neurosurgery 2005)
Repetitive head injury increases the chance of Chronic Traumatic Encephalopathy(CTE) in Athletes: Progressive Tauopathy ( McKee et al, J Neuropathol 2009)
Natural history is recovery within weeks/months (Levin 1987)
A small percentage will have persistent symptoms (Alexander, Neurology 1995)
Educational interventions effective in reducing symptoms (Ponsford, et al. 2002)
Help in early identification of potential concussion; enhance awareness and education of recovery from concussion.
Identify those soldiers that may need further evaluation and clinical confirmation of symptoms
Database providing surveillance on population since 2007
Help to support service members and families in understanding concussion recovery•
Did they have an event?
•
Did it cause them to have a:
•
Loss of Consciousness (LOC) or
•Alteration of Consciousness (AOC) or
•
Post Traumatic Amnesia (PTA)
•
Are they having any symptoms?
•
GET THE STORY!Physical
Headache
Dizziness
Balance Problems
Nausea/Vomiting
Fatigue
Visual Disturbances
Light Sensitivity
Ringing in the Ears
Sleep Disturbances
Emotional
Anxiety
Depression
Irritability
MoodSwings
Cognitive
SlowedThinking
Poor Concentration
Memory Problems
Difficulty Finding WordsCognitive Deficits
Depression
Flashbacks
Re-experiencing
phenomenon
Anxiety
PTSD
Headache
Nausea
Vomiting
Dizziness
TBI
Avoidance
Hypervigilance
Nightmares
Fatigue
Irritability
Insomnia
Vision Problems
Sensitivity to light or noiseSleep
Headache
Irritability/
Mood
Cognitive
mTBI Symptom Interaction
Major Research Question:
What care and recovery pattern trends are evident following their screening for concussion as identified in the AHLTA record based on frequency of visits for concussion symptom complaint, specialty services consulted, and length of time of symptom complaint for those service members Service members who screen into three population groups?
Three groups of patients
Negative screen----positive symptoms
Positive screen----positive symptoms
Positive screen----negative symptoms
Study year 2010
N=approximately 6,000 random sample for n=75 in each group
Tracking major symptom complaint and care over 1styear post deployment •
Provide information and education on symptoms and recovery
•
Educate about prevention of further injuries
•
Reassure on positive recovery expectation
•
Empower patient for self management
-
Provide sleep hygiene education
-Teach relaxation technique
Regulatory compliance influences knowledge sharing within the healthcare organization
No full textThe Health Insurance Portability and Accountability Act (HIPAA) of 1996 incorporates US legislation aimed at protecting the security and privacy of patient information, while imposing a tremendous burden on healthcare organizations and their employees.
This burden become more significant since the security and privacy provisions are not only still evolving, but also healthcare organizations and their employees are left to interpret and determine the compliance criteria while still struggling to decode the language of the regulation. This study investigates intra-organizational knowledge sharing and the perceived lack of willingness of others to share knowledge in the healthcare organization. This is an important social concern and of theoretical interest because, without new knowledge assimilation, organizations often stagnate.REGULATORY COMPLIANCE INFLUENCES KNOWLEDGE SHARING WITHIN THE HEALTHCARE ORGANIZATION
By: Beryl K. Prescott
Candidate For The Degree Of Doctor Of Management
Purpose and Scope of the Research
The Health Insurance Portability and Accountability Act (HIPAA) of 1996 incorporates US legislation aimed at protecting the security and privacy of patient information, while imposing a tremendous burden on healthcare organizations and their employees.
This burden become more significant since the security and privacy provisions are not only still evolving, but also healthcare organizations and their employees are left to interpret and determine the compliance criteria while still struggling to decode the language of the regulation.
This study investigates intra-organizational knowledge sharing and the perceived lack of willingness of others to share knowledge in the healthcare organization. This is an important social concern and of theoretical interest because, without new knowledge assimilation, organizations often stagnate (Ayupp & Perumal, 2008).
A study of 212 healthcare administrative professionals located at healthcare facilities throughout the USA were surveyed as to their perceptions regarding HIPAA compliance and the underlying organizational and individual factors that influence communication and information sharing of said compliance.
Research Questions
•What daily activities do employees at hospitals perceive as required to comply with HIPAA and how do they affect knowledge sharing?
•How do existing organizational connections such as employee socialization (formal and informal) affect knowledge sharing?
•Does technology use impair or enhance an employee’s ability to share information?
•Is there an effect on lag time, duplication of work, hoarding, and efficiency?
Elements of HIPAA Regulated Entity
HIPAA legislation
regulation
compliance
Hospital
Clinics
Hospice
Physicians Office
Dentals
Rehabilitation
Nursing
Other
Healthcare organizations
Compliance
Communication, information sharing
Duplication of work
Efficiency
Hoarding
Lag time
Healthcare employees
Government Main Literature Themes and Authors
HIPAA (1996), under the Administrative Safeguards (Section 164.308), mandates that organizations be responsible for the selection, development, implementation, and maintenance of security measures to protect health information and to manage the conduct of the covered entity’s workforce in relation to the protection of that information.
Knowledge sharing is important to the organization because the creation of new knowledge solve problems (Kim & King, 2004; Parent et al., 2007). Knowledge becomes more valuable as it is used (Lavergne & Earl, 2006; Yang, 2007). Knowledge depreciation can occur for a variety of reasons (Yang, 2007) (a) incomplete knowledge transfer between employees and (b) knowledge is difficult to access.
Knowledge sharing within an organization is critical because it directly influences the employees’ abilities to accomplish tasks (Hansen, 2002; Orzano, Tallia, McInerney, McDaniel, & Crabtree, 2007).
Social exchange theory intercepts knowledge sharing as powerful tool in that it predicts that, when benefits are perceived to be more valuable than the knowledge exchanged, individuals disclose more knowledge (Hofmann & Morgeson, 1999).
Gouldner (1960) and Hofmann and Morgeson (1999) suggested that, in social exchange theory, one party acts in ways that benefit another party such that an implicit obligation for future reciprocity is created. Conceptual Framework
HIPAA
Organization
Employees perception of HIPAA
Organizational knowledge sharing
H4: age
H1:
HIPAA compliance
H3:
organizational climate
H2: socialization
Lag time
Hoarding
Duplication
Efficiency
Continuous HIPAA training and knowledge sharing
Knowledge sharing HIPPA Organization
Competitive advantage
Feedback loop of knowledge sharing to the management
Compliance
(y) = Employee Knowledge Sharing
(y)
KM strategies Method
A study of 212 healthcare administrative professionals located at healthcare facilities throughout the USA were surveyed as to their perceptions regarding HIPAA compliance and the underlying organizational and individual factors that influence communication and information sharing of said compliance.
Cronbach’s alpha coefficient measures the reliability and internal consistency of a group of items or questions used in constructing a variable.
Descriptive statistics were used to measure the central tendency and frequency distribution of the data for the purposes exploratory data analysis, as well as for the assessment of multiple regression assumptions.
Multiple regression allows for the simultaneous testing and modeling of the effects of multiple independent variables on one dependent variable. Data Analysis
Variable
Model 1 B
Model 2 B
B
95% CI
Constant
1.32**
4.24**
4.22**
[3.44, 5.00]
Organizational Climate
.62**
.43**
.44**
[0.32, 0.55]
Sharing Environment
-1.42**
-1.46**
[-1.81, -1.10]
HIPAA Compliance
.12
[-0.42, 0.66]
R2
0.361
0.533
0.531
F
115.85**
118.57**
78.79**
ΔR2
0.175
-0.002
ΔF
77.85**
.19
Note. CI = Confidence Interval.
**p < .01.
Cronbrach’s alpha from .84 to a high of .94; .9 > α ≥ .8 is considered good and α ≥ .9 is considered excellent
Hierarchical Multiple Linear Regression with Organizational Climate, Sharing Environment, and HIPAA Compliance Predicting Knowledge Sharing
Findings
Organizational climate is significantly related to knowledge sharing within the organization. Therefore, the null hypothesis is rejected and the alternative hypothesis is supported.
The relationship between organizational climate and knowledge sharing was such that for every one point increase in organizational climate, knowledge sharing increased by .62 points.
In the second model with sharing environment, organizational climate significantly predicted knowledge sharing, but to a lesser degree, with knowledge sharing increasing .43 points for every one point increase in organizational climate.
The third and final model showed the predictive effects of organizational climate in a model with sharing environment and HIPAA compliance. Organizational climate was again a significant predictor to a greater extent than in model 2, but to a lesser extent than model one. In the third model, for every one point increase in organizational climate, knowledge sharing increased by .44 points.
In model 2, sharing environment significantly improved the model, increasing r2 from .36 to .533. The inclusion of HIPAA compliance in model 3 decreased the predictive value of the model, lowering r2 from .533 to .531. Implications for Management Practice
•Identify the root causes for the knowledge sharing barriers
•Identify that HIPAA requirements were managed inefficiently in reference to knowledge sharing
•Awareness of the "positive” and "negative areas of knowledge sharing
•Awareness of the value of employee knowledge sharing capabilities:
•Less reliance on IT
•Continuous training of HIPAA requirements to clarify perceptions.
•Capitalize on Knowledge sharing by formulating KM strategies Future Research Agendas
•This dissertation focused on the administrative sector within the healthcare organizations and not the medical professional sector .There is opportunity for other information security researchers to test the applicability of the findings by extending and expanding the focus areas to other environments, especially within the organization and the HIPAA regulated environment in the US.
•Other interested researchers could possible do a case study or qualitative research to obtain more comprehensive information in to this industry.
•It might be interesting for other researchers to expand their research focus on the effects of the other requirements of HIPAA such as implementation of new reform or ERP systems within the healthcare organization. References
Ayupp, K., & Perumal, A. (2008). Learning organization: Exploring employee perception. ICFAI Journal of Organizational Behavior, 7(3), 22–33.
Gouldner, H. (1960). Dimensions of Organizational Commitment. Administrative Science Quarterly, 4(4), 468–490.
Hansen, M. (2002). Knowledge networks: Explaining effective knowledge sharing in multiunit companies. Organization Science, 13(3), 232-248. doi:10.1287/orsc.13.3.232.2771.
Hofmann, D., & Morgeson, F. (1999). Safety-related behavior as a social exchange: The role of perceived organizational support and leader–member exchange. Journal of Applied Psychology, 84(2), 286–296. doi:10.1037/0021-9010.84.2.286
Kim, J., & King, J. (2004). Managing knowledge work: Specialization and collaboration of engineering problem-solving. Journal of Knowledge Management, 8(2), 53-63. doi: 10.1108/13673270410529109
Lavergne, R., & Earl, R. L. (2006). Knowledge management: A value creation perspective. Journal of Organizational Culture, Communications and Conflict, 10(2), 43-60. Retrieved from Allied Academies website:http://www.alliedacademies.org/
Orzano, A., Tallia, A., McInerney, C., McDaniel, R., & Crabtree, B. (2007). Strategies for developing a knowledge-driven culture in your practice. Family Practice Management, 14(4), 32–34.
Parent, R., Roy, M., & St-Jacques, D. (2007). A systems-based dynamic knowledge transfer capacity model. Journal of Knowledge Management, 11(6), 81-93, doi: 10.1108/13673270710832181
U.S. Department of Health and Human Services. (2010a). Health information privacy. Retrieved November 7, 2010, from http://www.hhs.gov/ocr/privacy/
Yang, J. T. (2007). The impact of knowledge sharing on organizational learning and effectiveness. Journal of Knowledge Management, 11(2), 83-90. doi:10.11 08/1 367327071 073893