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Full-Text Articles in Business
The Role-Based Performance Scale: Validity Analysis Of A Theory-Based Measure, Theresa M. Welbourne, Diane E. Johnson, Amir Erez
The Role-Based Performance Scale: Validity Analysis Of A Theory-Based Measure, Theresa M. Welbourne, Diane E. Johnson, Amir Erez
Theresa M. Welbourne, PhD
This study introduces a theory-based measure of employee performance (Role Based Performance Scale, RBPS) that is supported with results from a validation study using 10 data sets from six companies. In contrast to traditional, job-related measures of employee performance, we propose an alternative measure of performance based on role theory and identity theory. Because our results support the validity of the scale, we think that the instrument can be used for future research that requires a generalizable measure of performance. The scale demonstrates diagnostic properties that make it useful for practitioners as well as researchers.
Using Institutional Theory To Develop A Conceptual Framework For Benchmarking, Edmund W. Watts, Amanda Mead
Using Institutional Theory To Develop A Conceptual Framework For Benchmarking, Edmund W. Watts, Amanda Mead
Ted Watts
The objective of this research was to develop a conceptual framework based on institutional theory to explain the key drivers or mechanisms behind the adoption and use of the business practice of benchmarking. The paper commences with the conceptualisation of benchmarking identifying the four dimensions of benchmarking, internal, direct competition, industry, and best-in-class. This was followed by the development of a construct for investigation using institutional theory through its major components, organisational isomorphism, organisational dependency, and organisational legitimacy. Overlaying the benchmarking and institutional theory literature on the four dimensions of benchmarking and the institutional theory construct a conceptual crossover was …
Double Vision: The Theory Of Mutual Causality And The Strategic Balanced Scorecard, Edmund W. Watts, Carol J. Mcnair
Double Vision: The Theory Of Mutual Causality And The Strategic Balanced Scorecard, Edmund W. Watts, Carol J. Mcnair
Ted Watts
Management accounting researchers have criticised the practitioner-oriented management accounting techniques of the last decade for lacking integrated theories. A contrasting perspective is that these emerging techniques are not atheoretical, but rather natural applications of existing theory as defined in complementary disciplines. Using concepts theory, this paper relates the strategic balanced scorecard (SBSC) to the theoretical concepts of cybernetics. The three fundamental characteristics of cybernetics: causal relationships, communication and change are compared to the SBSC in practice. The results align the practical characteristics of the SBSC to contemporary descriptions of theory, specifically those directed towards abstraction and explanation, thus providing a …
Coaching With Self-Determination Theory In Mind: Using Theory To Advance Evidence-Based Coaching Practice, Gordon Spence, Lindsay Oades
Coaching With Self-Determination Theory In Mind: Using Theory To Advance Evidence-Based Coaching Practice, Gordon Spence, Lindsay Oades
Gordon B Spence
The scholarly coaching literature has advanced considerably in the past decade. However, a review of the existing knowledge base suggests that coaching practice and research remains relatively uninformed by relevant psychological theory. In this paper it will be argued that Self-Determination Theory (SDT; Deci & Ryan, 1985) presents as a useful theoretical framework for coaching as it can help understand coaching practice at both macro and micro levels. The utility of SDT as a theoretical framework for coaching is explored, with particular attention given to the role that coaching would appear to play in the satisfaction of three basic psychological …
A Comparison Of Supply Integration And End-To-End Communication Theory And Practice - An Australian Perspective, Fadi Kotob, Lee Styger
A Comparison Of Supply Integration And End-To-End Communication Theory And Practice - An Australian Perspective, Fadi Kotob, Lee Styger
Lee Styger
The concept of supply chain integration and end-to-end communication are well established in supply chain theory. Typically, because of the depth of publications, an axiom has developed that all supply networks are fully integrated and have end-toend communication protocols. Recent research into Australian supply networks has highlighted a somewhat different scenario, where many networks are fragmented and lack the connectivity that would be expected. This paper offers a comparison of theoretical supply chain management and the actual practices found in Australian businesses. As a result of this grass root research, a scenario is offered that suggest there is a significant …
An Activity-Theory Analysis Of Corporate Wikis, Helen M. Hasan, Charmaine C. Pfaff
An Activity-Theory Analysis Of Corporate Wikis, Helen M. Hasan, Charmaine C. Pfaff
Helen Hasan
Purpose: Wiki technologies, which are popular in social settings, are beginning to contribute to more flexible and participatory approaches to the exploitation of knowledge in corporate settings. Through the lens of activity theory, this paper aims to investigate contentious challenges to organizational activities that may be associated with the introduction of corporate wikis, in particular the potential democratization of knowledge work. Design/methodology/approach: From a study of several cases of corporate wiki adoption, this paper presents and interprets two representative cases sampled to provide more generalized results. Qualitative data were collected through semi-structured interviews and observation. The analysis followed a systematic …
An Activity Theory Analysis Of A Case Of It-Driven Organisational Change, Wannapa Suratmethakul, Helen Hasan
An Activity Theory Analysis Of A Case Of It-Driven Organisational Change, Wannapa Suratmethakul, Helen Hasan
Helen Hasan
The paper describes unexpected problems encountered in the automation of a scheduling process using an IT application already in use in other similar organisations. A grounded theory approach was used to collect and categorise data on the case. Activity Theory was then used to analyse the attempt by management to implement organisational change through the introduction of the system. The findings suggest that it is inadvisable to impose organisational change through the introduction of a complex IT system, particularly when this disrupts entrenched decision-making processes of the organisation.