José Luis Galán González

Identifying key knowledge area in the professional services industry: a case study

The purpose of this exploratory case study is to determine how an enterprise can identify and measure a key resource capability (critical knowledge area) to enhance competitive advantage, in the context of the emerging field of knowledge management. On the basis of the literature on resource capabilities and strategic management, the term critical knowledge area has been formulated as a label for a key resource capability.

The alignment of managers’ mental models with the balanced scorecard strategy map

This study examines the alignment of managers’ mental models with the strategy map provided by the balanced scorecard (BSC). By applying the cognitive maps technique to the managers of a printing firm, this work uses the distance ratio method to analyse managers’ different perceptions of the firms resources and capabilities, as defined in the BSC. The results show a high degree of alignment between the individual manager’s mental models and of these mental models with the strategy map. The results also suggest that the strategy map act as a reference point for the convergence of mental models, highlighting the role of alignment. In conclusion, we can deduce that implementing the BSC strategy map help to reduce managers’ causal ambiguity with regard to the objectives they need to pursue in order to improve a firms competitive position.

Towards a first spin-off typology and a new concept for corporate spin-off research

Corporate spin-offs combine the rapid growth of new firms with a considerably lower failure rate than other types of start-ups. Lately, their special characteristics have received growing interest, especially with regard to corporate strategy, entrepreneurship and their role within the innovation system. However, literature on spin-offs is sparse and heterogeneous and a common typology is still missing. Up to now, corporate spin-offs have been analysed with rather focused approaches that did not take into account their wide range of characteristics. This paper presents the results of an extensive literature review of corporate spin-offs. It establishes a typology of existing definitions of all spin-off types and presents a comprehensive framework for the investigation of the factors affecting corporate spin-offs. Managers, policymakers and scientists can use the typology and the framework of factors for embedding spin-off phenomena into their full scope, understand the process of their creation and develop successful spin-off strategies. Further, this article can provide a source of inspiration for the development of new research approaches and policies not only directed at spin-offs but all sorts of entrepreneurial activities.

Does the balanced scorecard adoption enhance the levels of organizational climate, employees’ commitment, job satisfaction and job dedication?

Purpose – The purpose of this paper is to study the influence that balanced scorecard (BSC) adoption has on organizational climate, employees’ commitment, job satisfaction and job dedication. Design/methodology/approach – Data were collected using a questionnaire sent to the employees working in a retail sector firm, at two different moments in time, between the years 2009 and 2010. A total of 494 questionnaires were correctly returned. The response rates were 55.6 and 60.2 percent respectively. Tests (ANOVA) were carried out related to the constructs which make up the model studied, before and after the BSC implementation. Findings – The results indicate a clear relationship with the satisfaction of employees within the organization; it shows that the BSC implementation is significantly related to positive employees’ affective reactions. Originality/value – The outcomes of the study are relevant both to the literature on strategic change and business management, since they determine that the correct impl...

Implementing the balanced scorecard: its effect on the job environment

The aim of this study is to determine whether implementing the balanced scorecard (BSC) improves organisational performance. Data were collected from employees of a retail-sector firm, using questionnaires sent to them in 2009 and 2010. A total of 406 and 494 questionnaires were returned from each of the two mail shots. We used structural equation modelling to analyse the data. The results indicate that implementing the BSC improves employee commitment, the organisational climate, job satisfaction and job dedication. At the same time, there is an increase in the causal relations between these concepts. The outcomes of the study are relevant to the literature on both human resources and business management, since they show that the use of the BSC improves the variables related to employee behaviour and motivation, thus making it an important tool for human resources management.The aim of this study is to determine whether implementing the balanced scorecard (BSC) improves organisational performance. Data were collected from employees of a retail-sector firm, using questionnaires sent to them in 2009 and 2010. A total of 406 and 494 questionnaires were returned from each of the two mail shots. We used structural equation modelling to analyse the data. The results indicate that implementing the BSC improves employee commitment, the organisational climate, job satisfaction and job dedication. At the same time, there is an increase in the causal relations between these concepts. The outcomes of the study are relevant to the literature on both human resources and business management, since they show that the use of the BSC improves the variables related to employee behaviour and motivation, thus making it an important tool for human resources management.

Breaking down the decision to externalise new corporate ventures

Companies are faced with the problem of balancing autonomy and control of new corporate ventures created within the organisation. Utilising both transaction-cost and resource-based theories, we analyse what issues drive managers when making the decision of internalising or spinning off a Corporate Venturing (CV). Our results indicate that the primary drivers of such strategic decisions are near-term profitability, the risks involved and synergies with the firm. Our results indicate that rather than the potential of the venture in itself, the main driver of decisions are the potentials benefits and/or damage that CV could cause to the parent firm.