The Experts below are selected from a list of 288 Experts worldwide ranked by ideXlab platform
Toshihiko Tamiya - One of the best experts on this subject based on the ideXlab platform.
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Does cultural assimilation affect Organizational Decision-Making on quality-related incidents? — A company's post-M&A experience
Journal of International Management, 2012Co-Authors: Shuzo Fujimura, Toshihiko TamiyaAbstract:Differences in Organizational culture have been suggested as the major reason for the failure of mergers and acquisitions (M&A) to achieve synergies. We analyze an M&A case, focusing on the assimilation of Organizational culture particularly with regard to quality. The purpose is to explore the consequences that internal inconsistencies in quality culture exert on quality performance, and to illustrate whether the assimilation of quality culture relates to Organizational Decision-Making as corporate integration proceeds after a merger. We collect a unique data set that is not generally available, including internal quality data, customers' quality ratings, and records of quality-related incident resolution. A total of 301 incidents occurring during five years after a merger are analyzed by measuring the time taken to address the incidents and conducting a questionnaire survey followed by interviews. Further, a modeling study of the cultural assimilation process is conducted to establish a relationship between our theory and empirical findings. The results reveal that the efficiency of Organizational Decision-Making is associated with the degree of cultural assimilation and how deeply into the layers of quality culture the assimilation extends. The findings suggest pragmatic implications as well as effective strategies managers could adopt for M&As and stimulate further research on corporate consolidations.
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does cultural assimilation affect Organizational decision making on quality related incidents a company s post m a experience
Journal of International Management, 2012Co-Authors: Shuzo Fujimura, Toshihiko TamiyaAbstract:Differences in Organizational culture have been suggested as the major reason for the failure of mergers and acquisitions (M&A) to achieve synergies. We analyze an M&A case, focusing on the assimilation of Organizational culture particularly with regard to quality. The purpose is to explore the consequences that internal inconsistencies in quality culture exert on quality performance, and to illustrate whether the assimilation of quality culture relates to Organizational Decision-Making as corporate integration proceeds after a merger. We collect a unique data set that is not generally available, including internal quality data, customers' quality ratings, and records of quality-related incident resolution. A total of 301 incidents occurring during five years after a merger are analyzed by measuring the time taken to address the incidents and conducting a questionnaire survey followed by interviews. Further, a modeling study of the cultural assimilation process is conducted to establish a relationship between our theory and empirical findings. The results reveal that the efficiency of Organizational Decision-Making is associated with the degree of cultural assimilation and how deeply into the layers of quality culture the assimilation extends. The findings suggest pragmatic implications as well as effective strategies managers could adopt for M&As and stimulate further research on corporate consolidations.
Shuzo Fujimura - One of the best experts on this subject based on the ideXlab platform.
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Does cultural assimilation affect Organizational Decision-Making on quality-related incidents? — A company's post-M&A experience
Journal of International Management, 2012Co-Authors: Shuzo Fujimura, Toshihiko TamiyaAbstract:Differences in Organizational culture have been suggested as the major reason for the failure of mergers and acquisitions (M&A) to achieve synergies. We analyze an M&A case, focusing on the assimilation of Organizational culture particularly with regard to quality. The purpose is to explore the consequences that internal inconsistencies in quality culture exert on quality performance, and to illustrate whether the assimilation of quality culture relates to Organizational Decision-Making as corporate integration proceeds after a merger. We collect a unique data set that is not generally available, including internal quality data, customers' quality ratings, and records of quality-related incident resolution. A total of 301 incidents occurring during five years after a merger are analyzed by measuring the time taken to address the incidents and conducting a questionnaire survey followed by interviews. Further, a modeling study of the cultural assimilation process is conducted to establish a relationship between our theory and empirical findings. The results reveal that the efficiency of Organizational Decision-Making is associated with the degree of cultural assimilation and how deeply into the layers of quality culture the assimilation extends. The findings suggest pragmatic implications as well as effective strategies managers could adopt for M&As and stimulate further research on corporate consolidations.
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does cultural assimilation affect Organizational decision making on quality related incidents a company s post m a experience
Journal of International Management, 2012Co-Authors: Shuzo Fujimura, Toshihiko TamiyaAbstract:Differences in Organizational culture have been suggested as the major reason for the failure of mergers and acquisitions (M&A) to achieve synergies. We analyze an M&A case, focusing on the assimilation of Organizational culture particularly with regard to quality. The purpose is to explore the consequences that internal inconsistencies in quality culture exert on quality performance, and to illustrate whether the assimilation of quality culture relates to Organizational Decision-Making as corporate integration proceeds after a merger. We collect a unique data set that is not generally available, including internal quality data, customers' quality ratings, and records of quality-related incident resolution. A total of 301 incidents occurring during five years after a merger are analyzed by measuring the time taken to address the incidents and conducting a questionnaire survey followed by interviews. Further, a modeling study of the cultural assimilation process is conducted to establish a relationship between our theory and empirical findings. The results reveal that the efficiency of Organizational Decision-Making is associated with the degree of cultural assimilation and how deeply into the layers of quality culture the assimilation extends. The findings suggest pragmatic implications as well as effective strategies managers could adopt for M&As and stimulate further research on corporate consolidations.
F A Wilson - One of the best experts on this subject based on the ideXlab platform.
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Computer support for strategic Organizational Decision-Making
Journal of Strategic Information Systems, 1994Co-Authors: F A WilsonAbstract:Abstract While information systems continue to be promoted within organizations as tools to support strategic Decision-Making, there is growing concern over the ability of such systems to model the social and political complexity of the situations to which they are being applied. This paper examines the nature of Organizational Decision-Making and the use of computer-based systems to support this activity. The debate queries the extent to which such artifacts should be allowed to become enmeshed and embedded within the strategic Decision-Making activities of organizations which operate within increasingly complex environments.
Jukka Luoma - One of the best experts on this subject based on the ideXlab platform.
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Model-based Organizational decision making: A behavioral lens
European Journal of Operational Research, 2016Co-Authors: Jukka LuomaAbstract:Abstract Operational research assumes that Organizational Decision-Making processes can be improved by making them more rigorous and analytical through the application of quantitative and qualitative modeling. However, we have only a limited understanding of how modeling actually affects Organizational Decision-Making behavior, positively or negatively. Drawing from the Carnegie School's tradition of Organizational research, this paper identifies two types of Organizational Decision-Making activities where modeling can be applied: routine decision making and problem solving. These two types of Decision-Making activities have very different implications for model-based decision support, both in terms of the positive and negative behavioral impacts associated with modeling as well as the criteria used to evaluate models and modeling practices. Overall, the paper offers novel insights that help understand why modeling activities are successful (or not), explains why practitioners adopt some approaches more readily than others and points to new opportunities for empirical research and method development.
Chris Wilson - One of the best experts on this subject based on the ideXlab platform.
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How dominant coalition members’ values and perceptions impact their perceptions of public relations participation in Organizational decision making
Journal of Communication Management, 2016Co-Authors: Chris WilsonAbstract:Purpose – The purpose of this paper is to understand the extent to which dominant coalition members’ values and perceptions influence their perceptions of public relations participation in organization-level decision making. Research in this area has largely focussed on the relationship between practitioner roles and Decision-Making inclusion. Design/methodology/approach – The population of interest was dominant coalition members of for-profit, government, and nonprofit organizations in the USA. Data were collected through a national survey to a nonrandom sample of 201 dominant coalition members. Findings – Results indicate that dominant coalition members’ values of Organizational openness to the environment and perceived substantive autonomy of the organization positively predicted perceptions of public relations participation in Organizational decision making. Perceived manager role potential of the public relations department also had significant predictive power. Originality/value – While research has...
