NEMAWASHI: Attaining Value Stream alignment within Complex Organizational Networks

In the process of value creation, organizations perform an intense intra-organizational dialog through which internal VS alignment is achieved towards certain strategic objectives. Within the context of complex organizational networks, were goal conflicts are preprogrammed through incentive structures, VS alignment as legitimation of action towards strategic goals has special interest. On the one hand it facilitates the access to necessary resources for goal achievement and on the other it increases the sustainability and supports commonly agreed upon decisions leading to success. This paper provides a winnerless process (WLP) differential equations model for quantifying intra-organizational value stream (VS) alignment dynamics that can help design sustainable lean management solutions. This paper presents ongoing research results that show how the model was implemented in one industrial facility.

Innovation projects performance: Analyzing the impact of organizational characteristics

This study analyzes the effect of organizational characteristics on the innovation project performance. This research applies fuzzy set Qualitative Comparative Analysis (fsQCA) to a large sample of Spanish firms appearing in the Community Innovation survey (CIS). The results show that the combination of organizational innovation, firm size and cooperationwith national and, especially, international firms is a sufficient condition for the success of innovation projects within the organization. Evidence also suggests that variables such as the investment on R&D peremployee or the seniority of the company do not affect the success of innovation projects. These findings help complement some results in previous studies on innovation projects performance.

Organizational determinants of substantive sustainability reporting practices: the role of company-level fit

As sustainability reporting (SR) practices have being increasingly adopted by corporations over the last twenty years, most of the existing literature on SR has stressed the role of external determinants (such as institutional and stakeholder pressures) in explaining this uptake. However, given that recent evidence points to a broader range of motives and uses (both external and internal) of SR, we contend that its role within company-level activities deserves greater academic attention. In order to address this research gap, this paper seeks to provide a more detailed examination of the organizational characteristics acting as drivers and/or barriers of SR integration within corporate sustainability practices at the company-level. More specifically, we suggest that substantive SR implementation can be predicted by assessing the level of fit between the organization and the SR framework being adopted. Building on this hypothesis, our theoretical model defines three forms of fit (technical, cultural and political) and identifies organizational characteristics associated to each of these fits. Finally, implications for academic research, businesses and policy-makers are derived.