Noufou Ouedraogo

Empirical investigation of ISO 9001 quality management systems' impact on organisational learning and process performances

This article studies the impact of ISO 9001 management systems on some dimensions of organisational learning and how this latter affects processes performance. Following the research of Mukherjee et al. (1998) which identifies the organisational learning constructs and shows their impact on project performance in the Total Quality Management (TQM) context, this article investigates the case for French companies. It is based on nine indepth interviews and on a quantitative study of 85 industrial processes of ISO 9001 certified companies. On the one hand, it evaluates the validity of the results of these authors. On this point, we find some significant differences, especially in terms of the impact of the factor scope. On the other hand, this study is broader than that of these authors in the sense that it contains a qualitative research on the impact of the ISO management system on knowledge creation and exchange.

Organization development through ad hoc problem solving

Purpose – The purpose of this research is to study the ad hoc problem of developing capabilities for knowledge transfer between various constituencies of an enterprise resource planning (ERP) implementation project. The paper studies how an ERP project develops ability to network, link, and integrate its various knowledge resources over time. Design/methodology/approach – The paper conducted a case study of an ERP project, from its initiation in 2008 to its completion in 2011. Findings – The case demonstrates the dynamics of development of knowledge transfer capacities through ad hoc problem solving. The paper identifies five mechanisms used in this case for the development of knowledge transfer capacities. Practical implications – Ad hoc problem solving mechanisms demonstrated in this paper can be intentionally planned and utilized in similar projects to enable interaction, integration, and institutionalization. Originality/value – Even though ad hoc problem solving as a model for change is prevalent in ...

ANTECEDENTS OF EMPLOYEE CREATIVITY AND ORGANISATIONAL INNOVATION: AN EMPIRICAL STUDY

As an important source of organisational innovation, employee creativity is considered by most scholars and practitioners as a must for contemporary organisations. In this vein, organisational members should and must actively engage in generating new and valuable ideas. Various scholars have emphasized the value of identifying and understanding the factors contributing to employee creativity. The purpose of this research is therefore to investigate the factors fostering individual creativity and organisational innovation. To this end, we have developed a conceptual model and tested it with an empirical study based on a sample of 307 participants from Canadian organisations. The results reveal that knowledge sharing and person–organisation fit have positive impacts on individual creativity. Furthermore, personal trust moderates the relationship between business ethics and individual creativity. The results also show that an initiative-friendly culture moderates the impact of individual creativity on organisational innovation.These findings offer a new framework for developing further studies on creativity and innovation, as well as important practical implications for managers.

Employee involvement in strategy-making process and company performance: the mediating role of employee strategic alignment

This article aims to study the mediating role of employee strategic alignment in the relationship between employee involvement in the strategy making process and company performance. We used structural equation modelling techniques with a sample of 372 European organisations of different sizes and from different countries. We found that employee strategic alignment plays a total mediating role in the relationship between employee involvement in the strategy making process and company performance. Our research shows the importance of employee involvement in the strategy making process, as well as the importance of employee alignment with the organisation’s strategy. Our quantitative study can be complemented with a qualitative study in order to better understand how and why this relationship occurs. Our paper is the first to study and validate the mediating role of employee strategic alignment in the relationship between employee involvement in the strategy-making process and company performance.