Initial Public Offerings and New Ventures

Certo, S. Trevis

doi:10.1002/9781118785317.weom030056

Cited by 8 publications

(14 citation statements)

References 13 publications

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“…Turning the attention to the use of management tools, the results also confirm that traditional management tools are still more frequently used, compared to others in our study. Thus confirming their effectiveness [ 24 , 31 , 74 ] and their benefits for organizational workings and success [ 19 , 78 ]. On the contrary, more contemporary management tools meant for supporting technological advances of organizational workings are not as frequently used.…”

Section: Discussionmentioning

confidence: 68%

“…[ 24 , 69 ]. The second group of management tools is more contemporary, formed with tools such as Radio Frequency Identification (RFID), lean manufacturing, rapid prototyping, or six sigma [ 74 ]. The origin of these contemporary management tools is two-fold: They were either needed for the support of information technology-related aspects, or they were developed to complement and enhance their predecessors, more traditional management tools [ 29 ].…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

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Speeding Up the Implementation of Industry 4.0 with Management Tools: Empirical Investigations in Manufacturing Organizations

Črešnar

Potočan

Nedelko

2020

Sensors

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The main purpose of this study is to examine how the use of management tools supports the readiness of manufacturing organizations for the implementation of Industry 4.0. The originality of the research is reflected in the exploration of the relationship between the use of the selected well-known management tools and their readiness for the implementation of Industry 4.0, which was assessed using a combination of two models—one developed by the National Academy of Science and Engineering (Acatech) and the other by the University of Warwick. The relationship was assessed by applying structural equation modeling techniques to a data set of 323 responses from employees in manufacturing organizations. The results show that the use of six sigma, total quality management, radio frequency identification, a balanced scorecard, rapid prototyping, customer segmentation, mission and vision statements, and digital transformation is positively associated with Industry 4.0 readiness. Inversely, outsourcing and strategic planning are negatively associated with Industry 4.0 readiness, while lean manufacturing, which is often emphasized as the cornerstone of Industry 4.0 implementation, is not associated with Industry 4.0 readiness in our study. These findings can help organizations to understand how to consider and measure readiness for the implementation of Industry 4.0 more comprehensively and present guidelines on how the use of management tools in manufacturing organizations can foster their implementation of Industry 4.0 principles.

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Section: Discussionmentioning

confidence: 68%

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Speeding Up the Implementation of Industry 4.0 with Management Tools: Empirical Investigations in Manufacturing Organizations

Črešnar

Potočan

Nedelko

2020

Sensors

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“…Some researchers state that it is the crucial factor of formulating, implementing and evaluating organizational strategy (cf. Analoui, Karami, 2002;Certo, Certo, 2012;Kemp, Dwyer, 2003;Pearce, David, 1987). Others stress the importance of mission statements for internal and external communication purposes.…”

Section: Mission Statement As An Expression Of Organizational Identitymentioning

confidence: 99%

Expressing identity in mission statements: a case of Polish social cooperatives

Seiler

Bortnowska

2023

Ciriec-España

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The rise of social cooperatives can be related to the blurring of boundaries between sectors in the modern economy and the creation of hybrid organizations, which combine different rationalities in their activities. Despite the defined legal form, they can still express their organizational iden-tity in a variety of ways -adopt a more social or a more market orientation. One of the forms of expression of organizational identity is a declaration of mission, which includes, among others, basic values.The aim of the article is to: a) identify the types of mission statements in Polish social coopera-tives; b) identify the values contained in the mission statements of Polish social cooperatives; c) determine whether the identity of an enterprise, social organization or mutual-support group prevails in Polish social cooperatives.For the purposes of the research, the contents of the missions of social cooperatives registered in Poland were analysed. 99 missions were identified and analysed using the IRAMUTEQ program. At a later stage, an invitation to participate in the survey was sent out to the 99 social cooperatives whose missions were being researched. The invite was addressed to the managers.The conducted analyses point to the existence of three main elements in the identity of Polish social cooperatives. The first, and the most developed one, is a social element related to the organ-ization's orientation towards solidarity and its responsibility for the work and social integration of persons at risk of social exclusion, focus on beneficiaries and on their comprehensive service. This identity is related to high prioritization of such value as education. The second exposed element of identity is related to economic activity. The organizations in question see themselves as enterprises that should provide high-quality products and focus on customer satisfaction. This identity is related to values such as professionalism and work engagement, focus on employees and work safety. Matters related to business growth and competition, as well as values such as research and development, growth, product superiority, focus on competitors or company success are much less exposed. The third, least exposed area

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“…Thus, management is the "process by which activities are completed efficiently and effectively, through and with the help of the work activities of others" [35] (p. 28). In the same sense, Certo's conceptualization of management emerges, as "the process of reaching organizational goals, by working with and through people, as well as with other organizational resources" [36] (p. 11).…”

Section: The Management Functionsmentioning

confidence: 99%

Team Management, Diversity, and Performance as Key Influencing Factors of Organizational Sustainable Performance

et al. 2020

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This paper examines the effects of management functions on the performance of diverse teams working on projects in the Information Technology (IT) industry, as well as the impact of their performance on organizational sustainable performance. Grounded on organizational management and work team management specific empirical studies and literature, we clarified the content of management functions in the framework of teamwork and acknowledged manners to express the performance of teams distinguished through diversity, as well the most relevant positive effects of team results on organizational performance. On the above basis, we built the online questionnaire. The study involved 189 respondents, who work either in Romania or in the Czech Republic on IT field specific projects. Empirical results show that, individually, some management functions are connected with co-workers’ and teams’ performance, while others are not, but considered together, in interdependence with joint effects, they influence the team’s performance and the organization’s performance from the perspective of its sustainable strategic competencies.

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Initial Public Offerings and New Ventures

Cited by 8 publications

References 13 publications

Speeding Up the Implementation of Industry 4.0 with Management Tools: Empirical Investigations in Manufacturing Organizations

Speeding Up the Implementation of Industry 4.0 with Management Tools: Empirical Investigations in Manufacturing Organizations

Expressing identity in mission statements: a case of Polish social cooperatives

Team Management, Diversity, and Performance as Key Influencing Factors of Organizational Sustainable Performance

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