The Evaluation of Organisational Performance: Estonian Cultural and Creative Industries Organisations

Sassi, Marge; Urb, Kristiina; Pihlak, Ülle

doi:10.1007/978-3-030-46796-8_10

Cited by 4 publications

(4 citation statements)

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“…Therefore, the CSFs are based on the characteristics of CSFs itself, which are: CSF hierarchy, types, uniqueness and stability over time [27]. Even so, varieties of case studies identified different CSFs, which have been summarised in Table 2 [29][30][31][32][33].…”

Section: Csfs Of Strategic Managementmentioning

confidence: 99%

Adopting Industry 4.0 in Construction Industry

Mohammad Suferi,

Rahman

2021

IJIE

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Industries are often restrained to meet their aim in relation to productivity. This isdue to the complexities and capabilities such as to cope with changing environment,for exampletechnological developments and digitisation. Low productivity and ability for innovation are argued to be caused by the traditional nature of some industries. Hence, modern technology and/or concept like Industry 4.0 were developedfor such industries to succeed in the modern world. This includes construction industry that demands for improvements to meet the clients’ needssuch as faster production, increased quality and budget control. Thus, construction industry may benefit greatly by adapting to Industry 4.0 environment. This paper aims to address how construction industry and Industry 4.0 converge together,by focusing on the managerial efforts in construction industry: project management and strategic management. This paper is based on review of literature to examine the managerial efforts and relevant sets of critical success factorsthat have greaterinfluence on construction industry, and establishing the importance of Industry 4.0 to construction industry. Aframework has been conceptualisedto show how construction industry links to Industry 4.0 by focusing on the managerial efforts. Future study in real life environment is required to support thecomponents of the proposed framework,as well as to test and validate its application amongst practitioners.

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Section: Csfs Of Strategic Managementmentioning

confidence: 99%

Adopting Industry 4.0 in Construction Industry

Mohammad Suferi,

Rahman

2021

IJIE

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“…Cultural and creative industries' (CCIs) specific research in the field of arts management confirms that organizational performance evaluation (OPE) contributes to the success of CCI organizations (Gstraunthaler and Piber, 2007;Piber, 2020). On the other hand, both theory and practice show that OPE is not as widespread among CCI organizations as it could be (Birnkraut, 2011;Sassi et al, 2020). There must be good reasons for not practicing something that is expected to be beneficial.…”

Section: Introductionmentioning

confidence: 99%

“…Lempiälä and Vanharanta (2018, p. 2) have claimed that “ensuring success and survival is necessary for work organizations, and the creative actions undertaken in an organizational context face demands in terms of meeting organizational goals.” Cultural and creative industries’ (CCIs) specific research in the field of arts management confirms that organizational performance evaluation (OPE) contributes to the success of CCI organizations (Gstraunthaler and Piber, 2007; Piber, 2020). On the other hand, both theory and practice show that OPE is not as widespread among CCI organizations as it could be (Birnkraut, 2011; Sassi et al , 2020). There must be good reasons for not practicing something that is expected to be beneficial.…”

Section: Introductionmentioning

confidence: 99%

“…What makes this specific group of CCI organizations especially interesting is that only in 2.9% of these organizations exist either a useful system or methodology to analyze performance. So far, the reasons for not practicing evaluation have not been widely discussed (Sassi et al , 2020). One of the few authors to do so – Pattyn (2014) listed the following reasons for not carrying out the evaluation: “absent evaluation demand from organizational management and civil society organizations; absent skills to outsource evaluations” (Pattyn, 2014, p. 362).…”

Section: Introductionmentioning

confidence: 99%

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Organizational performance evaluation and performance paradox in CCI organizations

Sassi

Pihlak

Birnkraut

2021

IJPPM

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PurposeThe study aims to understand how practicing organizational performance evaluation (OPE) is related to the performance paradox (tensions between creative freedom and survival challenges) in “evaluation-hesitant” cultural and creative industries (CCI) organizations.Design/methodology/approachMixed methods research, consisting of moderation analyses and unstructured expert interviews.FindingsA conceptual model is developed to explain how creative freedom and survival challenges affect OPE in “evaluation-hesitant” CCI organizations.Originality/valueThe authors bring a new understanding to the factors that contribute to evaluation-hesitance in CCI. The paper contributes to discussing both the theory of paradox and flow theory in explaining the relations between OPE, creative freedom and survival challenges.

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Essential Puzzle Piece for CCI Entrepreneurship: CCI Managers' Mental Models Concerning Collaborative Processes with nonCCI

Urb

2024

Contemporary Issues in Entrepreneurship Research

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The Evaluation of Organisational Performance: Estonian Cultural and Creative Industries Organisations

Cited by 4 publications

References 42 publications

Adopting Industry 4.0 in Construction Industry

Adopting Industry 4.0 in Construction Industry

Organizational performance evaluation and performance paradox in CCI organizations

Essential Puzzle Piece for CCI Entrepreneurship: CCI Managers' Mental Models Concerning Collaborative Processes with nonCCI

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