Management Science

Factors Influencing Effectiveness of the Provincial Administrative Organizations in Providing Infrastructure Public Services

by Voharn Yasarawan

The objectives of this research were: (1) to study the effectiveness of Provincial Administrative Organizations in... more The objectives of this research were: (1) to study the effectiveness of Provincial Administrative Organizations in providing infrastructure public services under the concept of Balanced Scorecard from 4 perspectives, i.e., internal process perspective, financial perspective, learning and growth perspective and customer perspective; (2) to study factors influencing effectiveness of Provincial Administrative Organizations in providing  infrastructure public services under the concept  of  Steers from 4 types, i.e., the organizational structure, the organizational environment, the individuals in the organization and policy of administration and operation; (3) to create forecasting equations to forecast the effectiveness of Provincial Administrative Organizations in providing infrastructure public services; and (4) to study guidelines for developing the provision of  infrastructure public services of Provincial Administrative Organizations. The results revealed that: (1) the effectiveness of Provincial Administrative Organizations in providing infrastructure public services was at a high level; (2) organizational structure factors, organizational environment factors, and the individuals in the organization factors had a positive relationship with the effectiveness of Provincial Administrative Organizations in providing infrastructure public services at a rather high level, and policy of administration and operation factors had a positive relationship with the effectiveness of Provincial Administrative Organizations in providing infrastructure public services at a  rather high level; and (3) the variables of organizational culture, communication, change management, strategic management, organizational structure, conflict management, technology, motivation, personnel quality, and politics and law can jointly interpret the variance of the effectiveness of Provincial Administrative Organizations in providing infrastructure public services at 77%.

Virtual Teams and Management Challenges

by Nader Ale Ebrahim نادر آل ابراهیم

Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2011). Virtual Teams and Management Challenges. Academic Leadership Journal, 9(3), 1-7.

Introduction:

Collaboration is becoming increasingly important in creating the knowledge that makes... more Introduction:

Collaboration is becoming increasingly important in creating the knowledge that makes business more competitive. Virtual teams are growing in popularity [1] and many organizations have responded to their dynamic environments by introducing virtual teams. Additionally, the rapid development of new communication technologies such as the Internet has accelerated this trend so that today, most of the larger organization employs virtual teams to some degree [2]. A growing number of flexible and adaptable organizations have explored the virtual environment as one means of achieving increased responsiveness [3]. Howells et al. [4] state that the shift from serial to simultaneous and parallel working has become more commonplace. Based on conventional information technologies and Internet-based platforms virtual environments may be used to sustain companies’ progress through virtual interaction and communication.

The Brain Drain: Implications for Regional Economic Integration in the Expanding European Union.

by Matthew Jelavic

Jelavic, M. (2012). The brain drain: Implications for regional economic integration in the expanding European Union. In B. Chapalet, & M. Le Berre (Eds.), Producing New Knowledge on Innovation Management. Presses Universitaires de Grenoble, 99 – 111.

This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the... more This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the potential for inter-country brain drain within the expanding European Union (EU). As the EU expands eastward, it absorbs millions of highly skilled knowledge workers and opens opportunities for western European organisations to capitalise on this workforce. The migration of these skilled workers is a macro-exercise in eastern European knowledge management, and could have far-reaching implications at the regional, industry and organisational levels. This paper explores the context and implications of knowledge worker movement across fading borders.

Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’. Journal of Information & Knowledge Management, 9(2), 161 – 169.

This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European... more This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European Countries (CEECs) that are now part of the European Union (EU). The socio-economic conversion from socialism to capitalism of these societies is unique in historical precedence, whereby utilising the contextual models in knowledge conversion are applicable for understanding the implications of such a phenomenon. The results indicate that there is a unique set of variables that need to be considered within this context and for future similar situations.

Keywords: SECI; knowledge conversion; national culture; Ba; central and eastern Europe.

Knowledge Management Views in Eastern and Western Cultures: An Integrative Analysis

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Knowledge management views in eastern and western cultures: An integrative analysis. Journal of Knowledge Globalization, 3(2), 51 – 69.

Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s... more Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s global workplace. Based on these views, several dominant theories have emerged on how to best manage in the international work environment. This research illustrates contradictions in these theories and extracts a new perspective from the dynamic literature stream. This innovative perspective provides an opportunity to leverage cultures and relationships holistically for effective knowledge transfer and cross-cultural understanding, and hence for effective management

Keywords: Knowledge, Culture, International Management, Knowledge Management, Hofstede Framework

Socio-Technical Knowledge Management and Epistemological Paradigms: Theoretical Connections at the Individual and Organisational Level

by Matthew Jelavic

Jelavic, M. (2011). Socio-technical knowledge management and epistemological paradigms: Theoretical connections at the individual and organisational level. Interdisciplinary Journal of Information, Knowledge, and Management, 6(1), 1 – 16.

This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist... more This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist epistemological paradigms. These paradigms exist at the individual and organisational level through diametrically opposed functionalist versus interpretive and integrative socio-technical knowledge management perspectives. The alignments of individual and organisational epistemologies are essential to the effectiveness of a knowledge management system. Knowl-edge management should consider the roots of knowledge theoretically in order to share or man-age knowledge dissemination successfully in organisations. The term ‘knowledge sharing’ has been emphasised and discussed comprehensively through its epistemological influential factors. This paper concludes the development of a Knowledge Management Epistemological Synthesis Model (KM-ES Model) and a comprehensive discussion and conclusion section focussing on the implications of epistemological influences on the knowledge management system of an organisa-tion. The results from this study provide both researchers and academicians with a clear under-standing of the interplay between epistemologies and a foundation for establishing an effective organisational knowledge management system.

Keywords: socio-technical, knowledge management, knowledge sharing, epistemology, cognitiv-ist, connectionist, autopoietic, functionalist, interpretive, KM-ES Model

Multidisciplinary Technical Teams: A Case Study

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2009). Multidisciplinary technical teams: A case study. Canadian Manager, 33(3), 18 – 19.

Interorganizational Macrocultures in the North American Automotive Manufacturing Industry

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2009). Interorganizational macrocultures in the North American automotive manufacturing industry. Canadian Manager, 34(2), 20 – 21.

Maslow and Management: Universally Applicable or Idiosyncratic?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Maslow and management: Universally applicable or idiosyncratic? Canadian Manager, 34(4), 16 – 17.

Globalization, Knowledge Workers and the Expanding European Union: A Lesson for North America?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Globalization, knowledge workers and the expanding European Union: A lesson for North America? Canadian Manager, 35(1), 26 – 27.

Social Network Mapping and Analysis in the Global Aerospace Community

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2010). Social network mapping and analysis in the global aerospace community. Canadian Manager, 35(2), 20 – 21.

Management Consulting: Understanding the Process Using Concepts in Neuroscience

by Matthew Jelavic

Vincenti, M., & Jelavic, M. (2011). Management consulting: Understanding the process using concepts in neuroscience. Canadian Manager, 35(4), 22 – 23.

Competence Management in High-Technology Organizations

by Matthew Jelavic

Jelavic, M. (2011). Competence management in high-technology organizations. Canadian Manager, 36(1), 21 – 22.

Tacit Knowledge and Personal Competitive Advantage: An Autopoietic Framework for Knowledge Management in Human Resources

by Matthew Jelavic

Jelavic, M. (2011). Tacit knowledge and personal competitive advantage: An autopoietic framework for knowledge management in human resources. Canadian Manager, 36(3), 22 – 23.

The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process

by Matthew Jelavic

Jelavic, M., & Vincenti, M. (2012). The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process. Canadian Manager, 36(4), 26 – 27.

Fabless-Foundry Partnership: Models and Analysis of Coordination Issues

by Dadi Gudmundsson

Advocacy and Objectivity

by J Armstrong

Published in Management Science, 25 (1979), 423-428

Three strategies for scientific research in management are examined: advocacy, induction, and multiple hypotheses.... more Three strategies for scientific research in management are examined: advocacy, induction, and multiple hypotheses. Advocacy of a single dominant hypothesis is efficient, but biased. Induction is not biased, but it is inefficient. The multiple hypotheses strategy seems to be both efficient and unbiased. Despite its apparent lack of objectivity, most management scientists use advocacy. For example, 2/3 of the papers published in a sampling of issues of Management Science (1955-1976) used advocacy. A review of the published empirical evidence indicates that advocacy reduces tire objectivity of the scientists. No evidence was found to suggest that this lack of objectivity could be overcome by a "marketplace for ideas" (i.e., publication for peer review). It is recommended that tire method of multiple hypotheses be used.

The Importance of Objectivity and Falsification in Management Science

by J Armstrong

Published in Journal of Management, 9 (1983), 213-216.

In general, I thought that the Boal and Willis “Note on the Armstrong/Mitroff Debate” 1 provided an interesting and... more In general, I thought that the Boal and Willis “Note on the Armstrong/Mitroff Debate” 1 provided an interesting and fair discussion.2 The summary of the consequences of the subjective versus objective approaches (Table 1 in their paper) was helpful. It clearly outlined the dilemma faced by scientists:
“Should I strive for personal gain or for scientific contributions?” It also described what is likely to happen to the theories generated from the subjective and objective approaches. For example, the authors claimed that the subjective approach will yield a fuller hearing for a theory.

Given my preference for empirical evidence, I was disappointed that Boal and Willis had little evidence to report. Fortunately, recent research has been done on the above topics. This research supports some of Boal and Willis’s conclusions, but it falsifies their conclusion that the subjective approach will provide a fuller hearing for theories.

The evidence seems consistent with Boal and Willis’s summary of the conflict between the advancement of scientists and scientific advancement. My summary of the empirical evidence on this conflict led to the “Author’s Formula” (Armstrong, 1982a, p. 197). This states that scientists who are interested in career advancement should: (a) not select an important problem, (b) not challenge existing beliefs, (c) not obtain surprising results, (d) not use simple methods, (e) not provide full disclosure, and (f) not write clearly. These rules for scientists conflict with the aims of science. Unfortunately, many scientists use these rules and profit from them. Those who break the rules are often dealt with harshly by the scientific community.

Management Folklore and Management Science – On Portfolio Planning, Escalation Bias, and Such

by J Armstrong

Management folklore sometimes leads to unprofitable decision making. Thus, studies of the value of such folklore... more Management folklore sometimes leads to unprofitable decision making. Thus, studies of the value of such folklore should be of interest to managers, especially when they identify unprofitable procedures. I reviewed empirical research on scientific publishing and concluded that studies supporting management folklore are likely to be favorably reviewed for publication and to be cited. However, researchers who obtain findings that refute = folklore are likely to encounter resistance in publication and are less likely to be cited. My experience with papers on portfolio planning methods and escalation bias illustrates the problem. To encourage the publication of papers that challenge management folklore, editors should use results-blind reviews and, in some cases, constrain, reduce, or eliminate peer review.

Management Science: What Does it Have to do with Management or Science?

by J Armstrong

A discourse on the nature of management science and insight on improving the field. A discourse on the nature of management science and insight on improving the field.