Personnel- and action control in gazelle companies in Sweden

Pesämaa, Ossi

doi:10.1007/s00187-016-0242-5

Cited by 29 publications

(20 citation statements)

References 114 publications

(213 reference statements)

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“…Innovation creating and implementing the new to the state of the art requires diversity and thus challenges existing standards (Birkinshaw et al 2008) and requires their dilution, as well as looser and more informal organizational structures (Thompson 1965;Burns and Stalker 1961). Placing standards on one side and newness on the other may create some conflicts (Pesämaa 2017). This is due to the fact that standardization results in an organizational momentum and practices that resist change.…”

Section: Management Innovation Process Innovation and Standardizationmentioning

confidence: 99%

Coexistence of innovation and standardization: evidence from the lean environment of business process outsourcing

et al. 2019

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It has been argued that companies face the challenge of being innovative while at the same time having to standardize and control organizational processes. While management control research has mostly focused on how control supports innovation, the present study aims to improve our understanding of how controls can support the co-existence of process and management innovations with standardization. The paper adopts a single-case study method and analyses the use of a management control system in the context of a business process outsourcing company which faces the simultaneous need for process and management innovation and standardization. The study examines the relationships between different levers of control and their nature to explain how levers of control can create consistent and countervailing reinforcement that supports the co-existence of innovation and standardization. Moreover, we provide an insight into how certain controls, specifically diagnostic and interactive lean controls, combine the levers of control, so creating countervailing reinforcement. We show that the identified reinforcement enables the coexistence of different innovations and standardization at various organizational levels. Thus, the current study contributes to the stream of research on how management controls work collectively, acknowledging their impact on innovation and the concurrent need for standardization.

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Section: Management Innovation Process Innovation and Standardizationmentioning

confidence: 99%

Coexistence of innovation and standardization: evidence from the lean environment of business process outsourcing

et al. 2019

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“…Following the theoretical framework, firms that promote employees' creative capacities, tolerate risks and support personal development improve product innovation outputs [35]. In such situations, firms are more likely to develop and renew their products and processes, abandoning obsolete ones and encouraging the firm's growth and profitability in the long term [57]. Failure to adopt emerging technologies and remain current will, in contrast, prevent the company from competing with more innovative competitors.…”

Section: The Moderating Role Of Organizational Innovativeness In the mentioning

confidence: 99%

How Do Technological Skills Improve Reverse Logistics? The Moderating Role of Top Management Support in Information Technology Use and Innovativeness

2018

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The purpose of this paper is to explore the influence of human resource management on reverse logistics (RL) in the context of high-tech firms. Using the resource-based view of the firm, we analyzedthe effect of employees’ technological skills on RL. The study also investigated whether top management support (TMS) for information technology (IT) and innovativeness moderate this relationship. We collected data from European high-tech firms from May to September 2010, obtaining 160 responses representing a 17.7% response rate. Multivariate regressions were used to assess all of the relations established. The results indicated that technological skills have direct and positive effects on RL in high tech-firms. The authors also report that both TMS for IT and innovativeness act as positive moderators in the relationship between technological skills and RL. This study suggests the importance of considering two important organizational variables that enhance the effect of technological skills on RL in high-tech firms. First, using TMS for IT not only provides tangible resources but also strongly supports employees’ technological development in RL. Second, a high level of firm innovativeness leads high-tech firms to create the right conditions to take advantage of their technological skills to improve their RL. Moreover, theresults indicate the contingent role of innovativeness and TMS for IT use in the relationship between technological skills and RL.

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“…While projects at the low end of the innovativeness spectrum benefit most from a project-management-type system due to its wider acceptance, simplicity, greater ease of implementation and lower cost; highly innovative projects take advantage of stage-gate-stage formal control (Schultz et al, 2013). Moreover, different control types are suitable for different project innovativeness levels (Ylinen, Gullkvist, 2014), and innovativeness produces feedback to management control (Pesämaa, 2017). Among these different aspects of management control, control types emerged as a principal issue in the innovation context.…”

Section: Management Control and Decision-making Qualitymentioning

confidence: 99%

Management Control Systems and Innovation Process Efficiency. A Conceptual Model

Szutowski

2019

Folia Oeconomica Stetinensia

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Research background: There seem to be a research gap concerning the relation between management control and innovation. Previous research in the field has generated inconclusive findings. Purpose: The purpose of the present study was to create a conceptual model representing the relation between management control and innovation. Research methodology: The study relied on a systematic literature review. The initial search yielded 269 papers, which were later analysed and reduced to select those with a substantial contribution to the purpose of the study. Next, the meta-synthesis method was employed to create a thematic map and extract information from the papers. Results: The formulated conceptual model indirectly links management control systems to innovation process efficiency through decision-making quality. Furthermore, it connects management control systems indirectly to decision-making quality, through the transactive memory system (specialisation, building credibility and coordination) and shared interpretation schemes. The link between decision-making quality and innovation process efficiency is introduced and based on the concept of an innovation process. Novelty: The paper fills in the missing link between management control and innovation by introducing decision-making quality into this context.

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Personnel- and action control in gazelle companies in Sweden

Cited by 29 publications

References 114 publications

Coexistence of innovation and standardization: evidence from the lean environment of business process outsourcing

Coexistence of innovation and standardization: evidence from the lean environment of business process outsourcing

How Do Technological Skills Improve Reverse Logistics? The Moderating Role of Top Management Support in Information Technology Use and Innovativeness

Management Control Systems and Innovation Process Efficiency. A Conceptual Model

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