Interpersonal Success Factors for Strategy Implementation: A Case Study Using Group Model Building

Scott, Rodney J.; Cavana, Robert Y.; Cameron, Donald

doi:10.1057/978-1-349-95257-1_5

Cited by 8 publications

(18 citation statements)

References 82 publications

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“…System dynamics and GMB have been used widely in systems modelling of health problems (Homer and Hirsch, ; Jones et al ., ; Lane and Husemann, ; Mingers and White, ; Howick and Eden, ; Hirsch et al ., ; Hosseinichimeh et al ., ; Scott et al ., ; Hosseinichimeh et al ., ; Wittenborn et al ., ). Our study contributes to this line of research by focusing primarily on stakeholder behavior in the infant mortality issue.…”

Section: System Dynamics and Group Model Buildingmentioning

confidence: 99%

Using a Stakeholder Analysis to Improve Systems Modelling of Health Issues: The Impact of Progesterone Therapy on Infant Mortality in Ohio

et al. 2018

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Systems modelling of health issues enriches analysis of health care policies by exploring interdependencies among system components. Considering a wide range of stakeholder behavior is a requisite for developing a useful model. Our paper shows how to systematically identify stakeholder behavior, formulate them in a model and test their impact on health outcomes. Stakeholder behavior are explained in the context of a simulation‐based analysis of infant mortality in Ohio. Using group model building techniques, we identify three levels of stakeholder behavior—individual, organizational and policy behaviors—and discuss how these behaviors are reflected in the model formulation and drive the key health outcomes. Specifically, we show how individual and policy behaviors are formulated to examine their influence on the impact of progesterone therapy—one of the interventions identified in the group model building session—on infant mortality. We conclude with recommendations for incorporating diverse stakeholder perspectives in systems modelling of health issues. © 2018 John Wiley & Sons, Ltd.

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Section: System Dynamics and Group Model Buildingmentioning

confidence: 99%

Using a Stakeholder Analysis to Improve Systems Modelling of Health Issues: The Impact of Progesterone Therapy on Infant Mortality in Ohio

et al. 2018

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“…Most have been proposed independently, without attempting to explain how these different perspectives may be reconciled. A previous study (Scott, Cavana, & Cameron, 2016b) used qualitative and quantitative methods to determine which single mechanism was best supported by participants’ stated recollection; implicit in this approach was the assumption that different mechanisms act independently or in isolation.…”

Section: Proposed Group Model Building Mechanismsmentioning

confidence: 99%

“…Black and Andersen (2012) introduce the concept of ‘boundary objects’, a construct from sociology, as an explanation for how group model building encourages participants to trust and agree with each other. The term has gradually evolved over its use, such that the boundary object mechanism as described in group model building literature may not perfectly match the use of the same term in other disciplines (Scott, Cavana, & Cameron, 2016b).…”

Section: Proposed Group Model Building Mechanismsmentioning

confidence: 99%

“…Participation in the creation of a system dynamics model appears to overcome some of the challenges of narrating non-linear arguments. As each causal link is proposed, tested and refined, participants are required to justify only a single logical argument (Scott, Cavana, & Cameron, 2016b). The model emerges as a cumulative effect of these individual links, and thus participants are not required to convert the entire model into a narrative in order to accept the arguments within.…”

Section: Proposed Group Model Building Mechanismsmentioning

confidence: 99%

“…Such a conceptual model could be used to improve group model building methods and applications (Bunge, 2004; Hedstrom & Ylikoski, 2010; Behn, 2014). Many different causal mechanisms have been proposed (Richardson, Andersen, Maxwell, & Stewart, 1994; Vennix, Akkermans, & Rouwette, 1996; Akkermans & Vennix, 1997; Richmond, 1997; Maani & Maharaj, 2003; Rouwette, Korzilius, Vennix, & Jacobs, 2011; Black & Andersen, 2012; Black, 2013; Scott, Cavana, & Cameron, 2014, 2016b). This theoretical paper attempts to reconcile these different proposed mechanisms into a single conceptual model for understanding how and why group model building is effective.…”

Section: Introductionmentioning

confidence: 99%

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Explaining how group model building supports enduring agreement

Scott

2017

Journal of Management & Organization

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System dynamics models are typically used to simulate the behaviour of the problem system under discussion environment, to help understand and solve complex problems. Group model building is a social process for including client groups in the system dynamics modelling process. Recent evidence suggests group model building is useful in supporting durable group decisions by supporting the mental models of participants to become more aligned. There have been several mechanisms proposed to explain these effects. This paper creates a combined model that links the five best-supported mechanisms. The combined model suggests five core conditions of group model building that contributes to its success: completing a structured task, producing a tangible artefact, representing system complexity, the portrayal of causal links, and easy modification or transformation of the artefact by participants. Practitioners are encouraged to use group decision approaches that integrate these conditions.

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Exploratory study

Nienaber

Martins

2020

TQM

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PurposeEmployee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.Design/methodology/approachThis study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of employee engagement in organisations and the impact of online/social media, as part of communication, on employee engagement.FindingsThe statistical analyses indicate that the dimensions organisational strategy and implementation, organisational commitment and team commitment are significant predictors of employee engagement. On-line/social media has a negative effect on employee engagement. However, according to the results, communication in organisations can be improved, especially by using online/social media more effectively.Research limitations/implicationsThis includes low response rate from some groups.Practical implicationsThe importance of secondary general management tasks, particularly motivation and communication, in mobilising employees to cooperate in pursuing organisational goals, became apparent. This study reflects the adverse effect of a lack of leadership and management skills, and ineffective use of online/social media on organisational performance, as reported in academic and practitioner research. Regardless, practitioners can apply the levers of motivation, via structural dimensions of organisation, to activate psychological presence which drives employee engagement and in turn facilitates strategy implementation and consequently organisational effectiveness. Scholars can modify their research agendas by investigating the “(un)availability” of human resources to improve organisational effectiveness.Social implicationsThe costs of disengaged employees are high, in terms of productivity losses and the performance gap, with adverse consequences for society.Originality/valueEmployee engagement as a driver of strategy implementation is an overlooked area of research. This study offers a better explanation of employee engagement as a mechanism to improve strategy implementation, thus reducing the performance gap, and consequently waste. Employee engagement engenders employee support to pursue organisational goals, in a coordinated system of cooperation, and is produced by the structural dimensions of organisation, the parameters within which psychological presence is activated. Psychological presence drives employee engagement which enables employees to be available to implement strategy to achieve organisational goals and thus organisational effectiveness. Engagement at a broader level than individual is significant.

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Interpersonal Success Factors for Strategy Implementation: A Case Study Using Group Model Building

Cited by 8 publications

References 82 publications

Using a Stakeholder Analysis to Improve Systems Modelling of Health Issues: The Impact of Progesterone Therapy on Infant Mortality in Ohio

Using a Stakeholder Analysis to Improve Systems Modelling of Health Issues: The Impact of Progesterone Therapy on Infant Mortality in Ohio

Explaining how group model building supports enduring agreement

Exploratory study

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