Jillian MacBryde

Managerial processes: business process that sustain performance

Purpose – It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.Design/methodology/approach – The theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance.Findings – Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this m...

A business process approach to human resource management

The initial objective of the research presented in this paper was to investigate human resource management (HRM) practices from a business process perspective. The paper first demonstrates the level of inconsistency in the field with respect to HRM models. The paper then develops the need for a more formal systems engineering‐based approach for modelling HRM practices from a business process viewpoint. The paper then goes on to describe the model developed for the HRM business process together with the methodology used to validate the model. The paper concludes with a discussion on the validity of the model, which further demonstrates the differing points of view in this complex and multidisciplinary field.

Creativity and innovation in haute cuisine: towards a systemic model

The contribution of this study is an increased understanding of personal creativity and the innovation process in haute cuisine, a validation of the socio‐cultural systems view of creativity and a model that accounts for the socio‐cultural dimensions of haute cuisine. In this paper we discuss existing views that conceptualize creativity and innovation in this sector as a sequential developmental process following the principles of operations management. However, based on in‐depth interviews with world‐renowned chefs, we argue for a systemic rather than sequential developmental process view. The reason for this is that the chefs interviewed understand the ‘creativity part’ of the innovation process as an embodied experience often guided by intuition and the ‘innovation part’ as a process of social evaluation greatly dependent on the perception, knowledge and value judgement of the testers from the leading restaurant guides. The main implications of the findings go beyond the haute cuisine sector and open areas for future research on creativity and intuition more generally.

Designing effective team-based performance measurement systems: an integrated approach

Measuring the performance of teams and, in particular, designing effective team-based performance measurement systems (TPMS) can be a difficult task. The purpose of this paper is to take the reader through the development and testing of a construct that provides an integrated approach to facilitate the design of TPMS. This construct was developed and tested based on a rigorous set of criteria adopted from constructive research theory as well as from existing performance measurement literature. The construct was tested in a series of workshops described in this paper. The data gathered during these workshops demonstrates the novelty and validity of the construct. The paper should be of interest to managers, team leaders and indeed anyone who is interested in monitoring and managing team performance. The paper will also be of interest to academics working in the fields of performance measurement and team management.Measuring the performance of teams and, in particular, designing effective team-based performance measurement systems (TPMS) can be a difficult task. The purpose of this paper is to take the reader through the development and testing of a construct that provides an integrated approach to facilitate the design of TPMS. This construct was developed and tested based on a rigorous set of criteria adopted from constructive research theory as well as from existing performance measurement literature. The construct was tested in a series of workshops described in this paper. The data gathered during these workshops demonstrates the novelty and validity of the construct. The paper should be of interest to managers, team leaders and indeed anyone who is interested in monitoring and managing team performance. The paper will also be of interest to academics working in the fields of performance measurement and team management.

Managing processes through teamwork

Efficient teamwork has been shown to be a key element for improving business process performance and, as a consequence, organisational performance. As a result of this, improving management and measurement of team performance has captured the interest of many organisations intending to increase their competitiveness. This paper illustrates some of the research findings of an on‐going collaborative research project. It first introduces the idea behind a framework for managing process team performance and later compares this framework with the work that an EFQM winning organisation (2000 European Quality Award prize winner) carried out in order to re‐engineer its organisation towards a structure based on processes and teams.

Managerial Processes - An Operations Management Perspective Towards Dynamic Capabilities

Motivated by the view that the managerial processes underpin the dynamic capabilities of the firm, this article seeks to review the current state of knowledge on managerial processes and propose a research agenda towards a better understanding of managerial processes. A systematic approach to the literature review covering business process and strategic management fields concludes that managerial processes are critical for sustaining and developing competitive advantage, but our understanding as to what they are, their contents and how they function is limited. A definition for managerial processes is proposed and the context within which managerial processes function is identified. An empirically based research agenda, comprising research questions, is outlined that would serve to enhance our understanding of the managerial processes that underpin dynamic capabilities.

Factors that affect the design and implementation of team-based performance management systems

Purpose – The purpose of this paper is to highlight the factors that enable and/or constrain the design and implementation of team‐based performance measurement systems.Design/methodology/approach – This research study departed from an industrially‐led project. The research strategies used (i.e. case studies, industrial workshops and action research) are suited to the applied and empirical nature of the study. The paper reviews the existing literature on team performance measurement. It then presents the findings based on a exploratory phase and a theory refinement phase.Findings – The results of this study suggest that there are eleven factors affecting the design and implementation of TPMS. It also suggests that these factors are inter‐related with each other. As a result, the impact of one factor can reduce and even eliminate the impact of other factors.Research limitations/implications – There are two main limitations of this research. Firstly, carrying out more than one longitudinal study would incre...

Performance measurement driving change: a case from the defence sector

Purpose - The purpose of this paper is to present a case study demonstrating the role of performance measurement systems (PMS) in driving strategic transformation. Design/methodology/approach - Using a case study approach this paper analyses how Babcock Marine, a service provider to the Ministry of Defence (MoD), is using performance measurement as a catalyst to bring about strategic transformation at Her Majestys Naval Base – Clyde. Transformation is required to facilitate a new public-private sector contractual and financial relationship. Findings - This paper highlights the differences between the use of PMS in static and dynamic (transformational) environments. It proposes that the balanced scorecard is a useful tool to monitor the pace of change and communicate the status of the change. It indicates that during the transformation program care must be taken to ensure that the measures used stay aligned with strategic objectives and that the balanced scorecard does not become cumbersome in terms of number of measures and administrative overhead. Finally it suggests that even in the absence of other critical success factors normally associated with transformation (such as a clear transformation plan and a strong ongoing communication mechanism), the balanced scorecard can provide structure and focus which will help to maintain the pace of change. It therefore demonstrates that the introduction of a performance management system can be complementary to the process of strategic transformation. Originality/value - The paper provides empirical evidence of PMS supporting transformation even in the absence of other critical success factors normally associated with strategic transformation.

Commercialisation of university technology: A case in robotics

Abstract While the politicians and policy makers debate the economic implications of university science and technology, this paper attempts to look at the issue of commercialisation of university technology from the viewpoint of the institutions themselves. The author attempts to construct a theoretical model with the aim of providing universities and researchers with a tool to aid decision making as to which ‘technologies’ to commercialise and which route to commercialisation would be most suitable in each case. Having established the value of the framework, the case of one current innovation, stemming from a research project in the field of robotics, is considered. In the light of evidence put forward by applying the framework, alternative routes to commercialisation are discussed along with possible outcomes.

Understanding high-value manufacturing in Scottish SMEs

Purpose – The purpose of this paper is to investigate the use of high-value manufacturing (HVM) concepts in Scottish SMEs and define how they are being used to gain competitive advantage. Design/methodology/approach – Cross-sectional research carried out using a large-scale survey of 435 SMEs and semi-structured interviews of a subset of 50 SMEs. Findings – Findings indicate that HVM is not a homogeneous state but an umbrella term for a number of operational models adopted by manufacturers that are progressively moving from simple price-based production; companies must, as a foundation, be operationally excellent in all lifecycle phases before extending their capability by offering a more comprehensive service; HVM is not a static state but a journey that differs in nature for each manufacturer depending on the nature of its market and customer. Research limitations/implications – The approach to theory must be more integrated combining aspects of marketing, strategic and operational theory. Research must...