Past research does not reveal much about whether and how entrepreneur characteristics (experience, level of tolerance for ambiguity, and self-efficacy) and management control (planning, internal and customer orientation) influence the entrepreneur's honing and enterprising actions, and ultimately a firm's performance. In a study of 162 firms, we found these factors important; however, the contingent influence of environmental uncertainty, task complexity, and strategic competence determine, to a large degree, which factors are relevant to consider. We elaborate upon this complexity and note a need for further research in this area.
This study attempts to advance current thinking around Knowledge Management Systems (KMS) and Management Information Systems (MIS) by proposing integration into a holistic information system - Knowledge-based Management Information System (KBMIS). The aim of launching this KBMIS is to build an effective, timesaving and change adapting management information system for small and medium-sized enterprises (SMEs). This KBMIS is relevant in the current business environment as knowledge and information management has become a key issue in the business practice of SMEs. It is argued that information and knowledge flows must be effectively managed in all their business activities. In particular, this research focuses on organizational management and customer knowledge management for SMEs. This ...
Performance management is often touted as a strategic lever for developing organizational capabilities and achieving organizational growth. Nonetheless, many organizations still lack a well defined performance management process, or fail to apply it consistently across the organization. The purpose of this paper is to describe an approach used by Caterpillar to deploy a performance management learning curriculum to over 20,000 employees, and to assess its effectiveness. The curriculum was intended to outline how managers were expected to improve the performance of their people and how employees were expected to take responsibility for their own development. Methods for determining the return on investment are discussed.
A study examines whether use of the strategic business initiatives activity-based costing (ABC), total quality management (TQM), and business process reengineering (BPR), are associated with improvement in financial performance. Top executives of 305 firms operating in the motor carrier industry furnished information regarding use of the initiatives. Dependent variable information is obtained from financial statement data filed with the US government. Multiple regression analysis is used to identify the improvement in ROA associated with the use of each initiative, and concurrent use of two initiatives. A simple effect for use of TQM and BPR is confirmed. Context-specific benefits obtained from concurrent use of ABC with BPR and TQM are identified. It appears that ABC functions as an en...
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