Data quality initiatives - striving for continuous improvements

Although managers consider accurate, timely, and relevant information as critical to the quality of their decisions, evidence of large variations in data quality abounds. Over a period of twelve months, the action research project reported herein attempted to investigate and track data quality initiatives undertaken by the participating organisation. The investigation focused on two types of errors: transaction input errors and processing errors. Whenever the action research initiative identified non-trivial errors, the participating organisation introduced actions to correct the errors and prevent similar errors in the future. Data quality metrics were taken quarterly to measure improvements resulting from the activities undertaken during the action research project. The action research project results indicated that for a mission-critical database to ensure and maintain data quality, commitment to continuous data quality improvement is necessary. Also, communication among all stakeholders is required to ensure common understanding of data quality improvement goals. The action research project found that to further substantially improve data quality, structural changes within the organisation and to the information systems are sometimes necessary. The major goal of the action research study is to increase the level of data quality awareness within all organisations and to motivate them to examine the importance of achieving and maintaining high-quality data.

Support for diversity initiatives in organisations: An intergroup perspective

Despite institutional commitment to diversity initiatives (e.g., affirmative action), employees often harbour negative attitudes towards such initiatives and their beneficiaries. Dispositional variables (e.g., neo-sexism), have often been implicated in these negative reactions. We reason that more immediate group-based beliefs (e.g., subjective beliefs about the intergroup context), also shape attitudinal and behavioural reactions and that individual and group-based beliefs are rationalised through appeals to justice and fairness concerns. In this study using early career academics we examined the role of individual differences and socio-structural beliefs (about the stability, legitimacy and permeability of the intergroup situation), to feelings of relative deprivation, perceived justice and attitudes towards gender equity initiatives. Results provided support for the role of group-based beliefs and for the mediating role of justice concerns.

Source of legitimacy in M-government initiatives in Turkey:concerns human vs. technical resource management

Emerging markets have recently been experiencing a dramatic increased in the number of mobile phone per capita. M-government has, hence, been heralded as an opportunity to leap-frog the technology cycle and provide cheaper and more inclusive and services to all. This chapter explores, within an emerging market context, the legitimacy and resistance facing civil servants’ at the engagement stage with m-government activities and the direct implication for resource management. Thirty in depth interview, in Turkey, are drawn-upon with key ICT civil servant in local organizations. The findings show that three types of resources are perceived as central namely: (i) diffusion of information management, (ii) operating system resource management and (iii) human resource management. The main evidence suggests that legitimacy for each resource management, at local level, is an ongoing struggle where all groups deploy multiples forms of resistance. Overall, greater attention in the resource management strategy for m-government application needs to be devoted to enablers such as civil servants rather than the final consumers or citizens.

The influence of utilising government initiatives, servicing foreign MNCs and internationalisation on strategic planning process of local companies in Singapore

This research focuses on two groups of local companies; namely, high-growth local companies and other local companies, to examine and compare the influence of utilising governmental initiatives, servicing foreign MNCs and internationalisation on their strategic planning process. The theme of this thesis argues that the approach of an organisation towards strategic planning is not only determined by the internal influences; namely, its firm size and the planning behaviour and attitude of an entrepreneur, as revealed in the literature, but it can also be affected by external influences. The theoretical contribution of this research determines this unique situation in Singapore, and tests the robustness of the conventional models of planning in smaller companies. As a result of the external influences, this study reveals that local companies are more likely to undertake a much more formal strategic planning than the conventional Western literature and models would indicate. High-growth local companies, in comparison, however, had undertaken a more formal and rigorous strategic planning process than other local companies.

Local purchasing initiatives:a review

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Key success factors when implementing strategic manufacturing initiatives

Purpose – This paper reports the study of key success factors (KSFs) in the project management of the implementation of strategic manufacturing initiatives (SMIs). Design/methodology/approach – In order to gather the experience and knowledge of many industries, from different geographic locations, in a broad range of types and sizes of SMIs, a questionnaire-based survey of practitioners worldwide was selected as the most appropriate research method among those available. Findings – The identification of those tasks and activities that must be done well in order to succeed in the implementation of a SMI in practice. Practical implications – Practitioners focusing their attention on the KSFs identified are more likely to succeed. Once these factors have been identified, the value of benchmarking project management methodologies then comes from drawing attention to those tasks that are key to the success of the implementation of SMIs. Originality/value – The paper presents new thinking by bringing project management into the operations strategy implementation literature as an important mediating factor for success. In this context the factors that are required for successful implementation are identified.