Human Systems Management

Georgantzas, Nicholas C. ; Katsamakas, Evangelos

doi: 10.3233/HSM-2008-0672pmid: N/A

Integrating statistical process control (SPC) with the system dynamics (SD) modeling method gives process managers superior insight into the processes they must manage. This is what replicating Deming's funnel experiment through a SD model shows. SD allows looking at the experiment causally, as opposed to merely looking at coincidental, due to randomness, SPC charts. Looking under the hood, so to speak, one can see how circular, feedback-loop relations among variables in the funnel experiment produce tampering dynamics, as the distribution of control among deterministic feedback loops determines system behavior. Enhancing SPC with system dynamics can help detect, explain and prevent tampering with the processes that managers must manage.

Georgantzas, Nicholas C.; Katsamakas, Evangelos

doi: 10.3233/hsm-2008-0672pmid: N/A

Integrating statistical process control (SPC) with the system dynamics (SD) modeling method gives process managers superior insight into the processes they must manage. This is what replicating Deming's funnel experiment through a SD model shows. SD allows looking at the experiment causally, as opposed to merely looking at coincidental, due to randomness, SPC charts. Looking under the hood, so to speak, one can see how circular, feedback-loop relations among variables in the funnel experiment produce tampering dynamics, as the distribution of control among deterministic feedback loops determines system behavior. Enhancing SPC with system dynamics can help detect, explain and prevent tampering with the processes that managers must manage.

Liang, Thow Yick ; Ng, Pak Tee

doi: 10.3233/HSM-2008-0675pmid: N/A

The entire humanity is gradually drifting into the fourth era – the intelligence era. The transformation is facilitated by the emergence of a better educated and continuous learning and relearning generation that can function comfortably in a knowledge-intensive economy and respond constructively to the fast-changing environment. Therefore, a highly educated population is the main resource that all competitive nations must cultivate. In this respect, the first critical factor necessary for nurturing a highly competitive organization/nation is to optimize the intrinsic intelligence and thinking ability of the individuals, and the second factor is to increase the effectiveness of the interactive dynamics. The primary intelligence sources in such a nation must be connected effectively to elevate the collective intelligence of the systems synergistically. Apparently, individual intelligence and collective intelligence must be nurtured and utilized to the optimal in order to survive in the stiffer and faster-changing competitions. In particular, collective intelligence and its associated attributes must be better cultivated through a deeper comprehension of complex adaptive systems and intelligent organizations dynamics. Therefore, the strategies to be adopted are those that focus on bio-logic rather than machine-logic. In this study, the strategies utilized by the Singapore's education system as an intelligent human organization are examined and the analysis is further substantiated by a more in-depth investigation of three junior colleges as intelligent complex adaptive systems (iCAS) at the operational level.

Liang, Thow Yick; Ng, Pak Tee

doi: 10.3233/hsm-2008-0675pmid: N/A

The entire humanity is gradually drifting into the fourth era – the intelligence era. The transformation is facilitated by the emergence of a better educated and continuous learning and relearning generation that can function comfortably in a knowledge-intensive economy and respond constructively to the fast-changing environment. Therefore, a highly educated population is the main resource that all competitive nations must cultivate. In this respect, the first critical factor necessary for nurturing a highly competitive organization/nation is to optimize the intrinsic intelligence and thinking ability of the individuals, and the second factor is to increase the effectiveness of the interactive dynamics. The primary intelligence sources in such a nation must be connected effectively to elevate the collective intelligence of the systems synergistically.Apparently, individual intelligence and collective intelligence must be nurtured and utilized to the optimal in order to survive in the stiffer and faster-changing competitions. In particular, collective intelligence and its associated attributes must be better cultivated through a deeper comprehension of complex adaptive systems and intelligent organizations dynamics. Therefore, the strategies to be adopted are those that focus on bio-logic rather than machine-logic. In this study, the strategies utilized by the Singapore's education system as an intelligent human organization are examined and the analysis is further substantiated by a more in-depth investigation of three junior colleges as intelligent complex adaptive systems (iCAS) at the operational level.

Liao, Chin-Nung

doi: 10.3233/HSM-2008-0673pmid: N/A

This paper linked the competitive advantage, transaction cost analysis and organizational life cycle model depicting an incentive reward system used in salespersons' control. This work intends to mark a contribution to filling the gaps of incentive reward control of salespeople in an organizational competitive advantage. In essence, author argues that the different strategy advantage and organizational life cycle should have a major impact on the application of incentive reward control. In addition, the managerial application (e.g., competition strategy and reward criterion base on product and customer) are discussed.

Liao, Chin-Nung

doi: 10.3233/hsm-2008-0673pmid: N/A

This paper linked the competitive advantage, transaction cost analysis and organizational life cycle model depicting an incentive reward system used in salespersons' control. This work intends to mark a contribution to filling the gaps of incentive reward control of salespeople in an organizational competitive advantage. In essence, author argues that the different strategy advantage and organizational life cycle should have a major impact on the application of incentive reward control. In addition, the managerial application (e.g., competition strategy and reward criterion base on product and customer) are discussed.

Chen, I Chun Lisa; Easterby-Smith, Mark

doi: 10.3233/hsm-2008-0668pmid: N/A

Guanxi has been well studied in Chinese management as a vital factor associated with business strategy and HRM in Chinese communities. However, Guanxi may not be crucial anymore, because Chinese MNCs are rapidly becoming global players since they have started to merge with and acquire Western MNCs, but not through the guanxi related to international strategy. Recently, “a Chinese company bought IBM Personal Computers lock, stock and barrel. Chinese corporations have bought Thomson and RCA televisions, Dirt Devil etc.” (James Dyson, 2005). This paper investigates Taiwanese MNCs pursuing an internationalisation strategy, and discusses implications for the way third world MNCs manages their international employees. Interview data from twenty four Taiwanese-owned companies are used to identify how the Chinese cultural value of guanxi, underpins their management style in the British context. The paper finds that there are sectoral differences between the IT and financial service industries in terms of the way guanxi affects recruitment and company location decisions. It is concluded that national culture is still an important factor to influence the international strategy and HRM practice in MNCs of third world origin.

Chen, I Chun Lisa ; Easterby-Smith, Mark

doi: 10.3233/HSM-2008-0668pmid: N/A

Guanxi has been well studied in Chinese management as a vital factor associated with business strategy and HRM in Chinese communities. However, Guanxi may not be crucial anymore, because Chinese MNCs are rapidly becoming global players since they have started to merge with and acquire Western MNCs, but not through the guanxi related to international strategy. Recently, “a Chinese company bought IBM Personal Computers lock, stock and barrel. Chinese corporations have bought Thomson and RCA televisions, Dirt Devil etc.” (James Dyson, 2005). This paper investigates Taiwanese MNCs pursuing an internationalisation strategy, and discusses implications for the way third world MNCs manages their international employees. Interview data from twenty four Taiwanese-owned companies are used to identify how the Chinese cultural value of guanxi, underpins their management style in the British context. The paper finds that there are sectoral differences between the IT and financial service industries in terms of the way guanxi affects recruitment and company location decisions. It is concluded that national culture is still an important factor to influence the international strategy and HRM practice in MNCs of third world origin.

Arbin, Katarina

doi: 10.3233/HSM-2008-0676pmid: N/A

Electronic ordering (e-ordering) systems are currently being implemented in both private and public organizations. The advantages of these systems are widely acknowledged: increased compliance with use of fewer suppliers and improved efficiency. However, realizing these benefits is difficult due to end-user resistance to adopting and using such systems. The present paper proposes a framework inspired by adaptive structuration theory (AST) that functions as an analytical framework that helps to understand what structures and factors influence adoption and use of an e-ordering system. To the adapted AST framework is added factors of influence found in previous purchasing research, resulting in a framework that helps to understand adoption and use of an e-ordering system over time. The framework is tested using empirical data from a 4-year longitudinal case study. The paper embeds purchasing theory within the structuration framework of AST.

Arbin, Katarina

doi: 10.3233/hsm-2008-0676pmid: N/A

Electronic ordering (e-ordering) systems are currently being implemented in both private and public organizations. The advantages of these systems are widely acknowledged: increased compliance with use of fewer suppliers and improved efficiency. However, realizing these benefits is difficult due to end-user resistance to adopting and using such systems. The present paper proposes a framework inspired by adaptive structuration theory (AST) that functions as an analytical framework that helps to understand what structures and factors influence adoption and use of an e-ordering system. To the adapted AST framework is added factors of influence found in previous purchasing research, resulting in a framework that helps to understand adoption and use of an e-ordering system over time. The framework is tested using empirical data from a 4-year longitudinal case study. The paper embeds purchasing theory within the structuration framework of AST.