Building Acquisition Management Capability to Improve Firm Performance in Acquisitions

In the past two decades, the number of cross-border mergers and acquisitions in ASEAN has progressively expanded as the region has become a desired economic market for trade and investment. Therefore, this study aimed to identify the factors contributing to the success of acquisitions by corporations. It investigates the role of acquisition management capability with strategic integration and acquisition. The non-probability sampling strategy was used to collect information from 51 firms. With a five-point Likert scale, a systematic questionnaire was designed to test the latent variables by employing confirmatory factor analysis. The quantitative method of Structural Equation Modeling was used in the analysis. The results show that the structural model had a Goodness of Fit Index value that indicates all three latent variables and independent variables were valid. The findings indicate that acquisition management capability have a central role in advancing the overall integration of the acquiring firm in the ASEAN context.

How do firms develop its Alliances Management Capability? A case study with a multi-sector Brazilian Group

A literatura apresenta os elementos que compõem a Capacidade de Gerenciamento de Alianças (CGA). No entanto, o entendimento sobre como as empresas desenvolvem essa capacidade ainda é uma lacuna de pesquisa. O objetivo deste artigo é investigar como as empresas desenvolvem em seu escopo interno a capacidade de gerenciamento de alianças e as estruturas, ferramentas e processos envolvidos. O estudo é baseado em um estudo de caso qualitativo de uma empresa brasileira multisetorial que depende fortemente de alianças estratégicas. Os dados coletados consistem em documentos, observação e entrevistas com 11 profissionais que trabalharam na gestão de alianças da empresa. Os principais resultados demonstram o desenvolvimento da CGA dentro da empresa (1) demonstrando alto comprometimento que favorece a criação de alianças, (2) criando estruturas independentes para gerenciá-las, (3) associando-se a líderes para buscar crescimento por meio de alianças, (4) incentivar o intercâmbio interno de conhecimentos entre alianças. O artigo contribui para a literatura existente sobre as capacidades de gerenciamento de alianças, mostrando como essa capacidade se desenvolve ao longo do tempo. Como implicação gerencial, o processo de desenvolvimento da CGA descrito neste documento pode servir como referência para empresas que visam desenvolver essa capacidade.

Analysis of an Optimal Model for Liquidity Management of Financial Assets Using an Intelligent Scheduling Approach

This paper adopts the intelligent scheduling method to conduct an in-depth study and analysis on the optimization of financial asset liquidity management model, elaborates and analyzes the liquidity risk management theory of commercial banks, and reviews the progress of liquidity risk management research in domestic and foreign academia as the theoretical basis of this paper. After that, we analyze the liquidity risk management of Anhui Tianchang Rural Commercial Bank from both qualitative and quantitative levels and further review and analyze the problems and causes. Finally, the full research is summarized and reviewed, theoretical and practical insights are discussed and analyzed, and future liquidity risk management research priorities and directions are elaborated. Based on the analysis results, the problems of the bank in liquidity risk management are described one by one, and further deep-seated cause discovery is carried out to summarize the problems of liquidity risk management which exist in the bank’s operation process due to the lack of liquidity risk management, unbalanced asset, and liability allocation, as well as weak emergency management capability, insufficient day-to-day liquidity monitoring, and lack of professional talents. For the problems and causes of the study, effective suggestions on how to strengthen the bank’s liquidity risk management in multiple aspects are proposed. It is hoped that, by improving the bank’s liquidity risk management and reducing the chance of liquidity risk occurrence, the bank’s sustainable development can be enhanced, and it is also hoped that it can provide some reference for the liquidity risk management of similar rural small- and medium-sized financial institutions.

An Integrated Safety, Health and Environmental Management Capability Maturity Model for Construction Organisations: A Case Study in Ghana

Safety, health and environmental (SHE) management is becoming a priority as construction companies (i.e., contractors) strive to reduce construction accidents and negative environmental impacts, conform to regulatory requirements, and sustain their competitiveness. Consequently, construction firms are expected to adopt and implement innovative SHE management systems to mitigate SHE risks effectively and efficiently. For construction firms to effectively do this, they need to have the adequate capability in respect of integrated SHE management. However, there is limited empirical insight regarding the integrated SHE management capabilities of construction companies. Furthermore, there is limited insight regarding the mechanisms for ascertaining the integrated SHE management capability of construction companies to guide such organisations towards SHE management excellence in their operations. Drawing on the capability maturity model integration (CMMI) concept, this study, by applying expert reviews (i.e., Delphi technique and the design methodology for capability maturity grids), developed an integrated Safety, Health and Environmental Management Maturity Model (iSHEM-CMM). The model offers capability maturity assessment on a five-level scale within five thematic categories and 20 integrated SHE management capability attributes. Based on an industrial validation by construction professionals, it is concluded that the maturity model is a useful assessment framework or tool for industry stakeholders, particularly construction firms, to evaluate the status of their current SHE management capabilities, identify strengths and improvement areas, and accordingly prioritise strategies/actions for improving their SHE management. Furthermore, clients who appoint construction companies could use the model as part of prequalification arrangements in selecting construction companies with an adequate SHE management capability.

Improving Policy Capability and the Quality of Policy Advice with Initiatives: Lessons from New Zealand Public Sector Agencies

<p>There continues to be discourse about declining policy capability at high government levels in Australia, the United Kingdom and New Zealand. Over the past 25 years, New Zealand public sector agencies have taken various initiatives intended to change policy practices with a view to professionalising policy analysis and advice. Policy practice refers to the activities of policy staff and agencies to contribute to policy analysis and policy advice. The initiatives indicate an ongoing resolve to improve policy capability and the quality of policy advice to the satisfaction of advice clients. This thesis examines the initiatives developed by the central government agencies and three agencies (two policy ministries and one council, a local government, which are collectively referred to as ‘agencies’) in New Zealand. The central government initiatives developed between 1990 and 2015 are examined to identify the concepts and ideas used to improve policy capability and the quality of policy advice and explain the contexts that influenced the initiators’ choice and use of initiatives. The initiatives developed between 2008 and 2015 by the Ministry of Transport, the Ministry for the Environment and the Auckland Council are examined in depth to identify and explain the initiators’ choice and use of initiatives. ‘Initiatives’ are used as a means to study organisational choices and activities, centred on the development, use and consequences of initiatives to build, improve or maintain policy capability and ensure high-quality policy advice. The research question addresses what initiatives are developed, why and with what consequences. A qualitative inquiry draws on evidence from the literature on policy analysis, policy advice and policy capability, focusing on the knowledge, skills, competencies and behaviours required to produce policy analysis and advice. Similarities and differences in the drivers, designs and approaches of the initiatives across three cases are analysed using data from documents and interviews with policy staff and experts outside the case-study agencies. The findings relating to central agency initiatives suggest that the focus of policy capability initiatives sought to standardise policy practices, ensure the quality of policy inputs with special attention to the use of evidence, tools and frameworks, bring a future focus to policy analysis, and promote collaborative policy analysis. Overall, these initiatives respond to the contextual conditions emanating from state sector reforms. The findings relating to agency initiatives suggest that policy capability initiatives are driven, approached and designed by the circumstances specific to the organisations (internal influences) and the expectation–response relation between the producers of and clients for policy advice at different levels (external influences). The similarities of the forms of the initiatives with slight modifications in their design but differences in their approaches across the organisations, imply that the initiators are influenced by the contextual conditions. The initiators’ used their insights and experiences to contextualise initiatives and mixed several ingredients for policy capability to ensure both policy analytical and management capability of policy staff. In some instances, they followed local and international practices considered ‘effective’ in other public-sector organisations. At other times, they responded to the circumstances specific to the agency and external influences on policy capability, and focused on meeting the clients’ quality expectations from policy advice. The findings confirm that improving policy capability is strongly reliant on the senior leaders’ and policy managers’ ability to identify and apply an appropriate analytical style to policy analysis and bring practical and contextual considerations to bear on policy advice. The appropriateness of the analytical style is determined by a range of factors such as the nature of clients, nature of the problem, political views on the problem, and the demand and supply of policy skills. The significant influences of contextual variables suggest that policy capability discourse can also be framed as the ability of the policy managers and senior leaders of the organisations to choose policy analytical styles that are fit-for-purpose. This conclusion reveals that the conventional understanding of declining policy capability as due to analytical deficiency is limited in its ability to account for the innovative efforts in New Zealand to improve both policy analytical and management capability at individual and organisation levels.</p>

Improving Policy Capability and the Quality of Policy Advice with Initiatives: Lessons from New Zealand Public Sector Agencies

<p>There continues to be discourse about declining policy capability at high government levels in Australia, the United Kingdom and New Zealand. Over the past 25 years, New Zealand public sector agencies have taken various initiatives intended to change policy practices with a view to professionalising policy analysis and advice. Policy practice refers to the activities of policy staff and agencies to contribute to policy analysis and policy advice. The initiatives indicate an ongoing resolve to improve policy capability and the quality of policy advice to the satisfaction of advice clients. This thesis examines the initiatives developed by the central government agencies and three agencies (two policy ministries and one council, a local government, which are collectively referred to as ‘agencies’) in New Zealand. The central government initiatives developed between 1990 and 2015 are examined to identify the concepts and ideas used to improve policy capability and the quality of policy advice and explain the contexts that influenced the initiators’ choice and use of initiatives. The initiatives developed between 2008 and 2015 by the Ministry of Transport, the Ministry for the Environment and the Auckland Council are examined in depth to identify and explain the initiators’ choice and use of initiatives. ‘Initiatives’ are used as a means to study organisational choices and activities, centred on the development, use and consequences of initiatives to build, improve or maintain policy capability and ensure high-quality policy advice. The research question addresses what initiatives are developed, why and with what consequences. A qualitative inquiry draws on evidence from the literature on policy analysis, policy advice and policy capability, focusing on the knowledge, skills, competencies and behaviours required to produce policy analysis and advice. Similarities and differences in the drivers, designs and approaches of the initiatives across three cases are analysed using data from documents and interviews with policy staff and experts outside the case-study agencies. The findings relating to central agency initiatives suggest that the focus of policy capability initiatives sought to standardise policy practices, ensure the quality of policy inputs with special attention to the use of evidence, tools and frameworks, bring a future focus to policy analysis, and promote collaborative policy analysis. Overall, these initiatives respond to the contextual conditions emanating from state sector reforms. The findings relating to agency initiatives suggest that policy capability initiatives are driven, approached and designed by the circumstances specific to the organisations (internal influences) and the expectation–response relation between the producers of and clients for policy advice at different levels (external influences). The similarities of the forms of the initiatives with slight modifications in their design but differences in their approaches across the organisations, imply that the initiators are influenced by the contextual conditions. The initiators’ used their insights and experiences to contextualise initiatives and mixed several ingredients for policy capability to ensure both policy analytical and management capability of policy staff. In some instances, they followed local and international practices considered ‘effective’ in other public-sector organisations. At other times, they responded to the circumstances specific to the agency and external influences on policy capability, and focused on meeting the clients’ quality expectations from policy advice. The findings confirm that improving policy capability is strongly reliant on the senior leaders’ and policy managers’ ability to identify and apply an appropriate analytical style to policy analysis and bring practical and contextual considerations to bear on policy advice. The appropriateness of the analytical style is determined by a range of factors such as the nature of clients, nature of the problem, political views on the problem, and the demand and supply of policy skills. The significant influences of contextual variables suggest that policy capability discourse can also be framed as the ability of the policy managers and senior leaders of the organisations to choose policy analytical styles that are fit-for-purpose. This conclusion reveals that the conventional understanding of declining policy capability as due to analytical deficiency is limited in its ability to account for the innovative efforts in New Zealand to improve both policy analytical and management capability at individual and organisation levels.</p>

Integrated safety, health and environmental management in the construction industry: key organisational capability attributes

Purpose For construction organisations to be effective at implementing an integrated safety, health and environmental (SHE) management system, they require the right level of organisational capability. This capability includes the policies, systems and resources of the organisation. However, within the academic literature, it is unclear which organisational attributes of construction companies are important for implementing integrated SHE management. This study aims to explore the organisational attributes that determine integrated SHE management capability and their relative priorities. Design/methodology/approach The study used a literature review supported by expert verification and a subsequent three-round expert Delphi technique accompanied by applying the voting analytical hierarchy process. Findings The study identified 20 attributes grouped under five main thematic categories. These are strategy (the organisation’s vision and top management commitment); process (the organisation’s procedures and processes for SHE management); people (organisation’s human resources, their competence, roles, responsibilities and involvement in SHE management); resources (organisation’s physical and financial resources for SHE management) and information (SHE related documents, data, records and their communication across an organisation). While these thematic categories and the attributes within carry different weights of importance, the strategy-related attributes are the most important, followed by the people-related attributes. Originality/value The results of this study should enable construction companies and key industry stakeholders to understand construction companies’ capability to successfully implement an integrated SHE management system. Furthermore, construction companies should be able to prioritise efforts or investments to enhance their SHE management capability.

REDbox: a comprehensive semantic framework for data collection and management in tuberculosis research

The outcomes of a clinical research directly depend on the correct definition of the research protocol, the data collection strategy and the data management plan. Furthermore, researchers often need to work within challenging contexts, such as in Tuberculosis services, where human and technological resources for research may be rare. The use of Electronic Data Capture systems, such as REDCap and KoBotoolbox, can help to mitigate such risks and to enable a reliable environment to conduct health research and promote results dissemination and data reusability. The proposed solution was based on needs pinpointed by researchers, considering the lack of an embracing solution to conduct research in low resources environments. The REDbox framework was built to enhance data collection, management and sharing in tuberculosis research, while providing a better user experience. The relevance of this article lies in the innovative approach to support TB research by combining existing technologies and developing support features. When focusing on positive aspects of each tool, it is possible to underpin tuberculosis research by improving data collection, management capability and security. Furthermore, the aggregation of meaning in raw data helps to promote the quality and the availability of research data.

Human-related capabilities in big data analytics: a taxonomy of human factors with impact on firm performance

This study intends to provide scholars and practitioners with an understanding of human resource challenges in the context of Big Data Analytics (BDA). This paper provides a holistic framework of human-related capabilities that organizations must consider when implementing BDA to facilitate decision-making. For this purpose, the authors conducted a systematic literature review adapted from Tranfield et al. (BJM 14:207–222, 2003) to identify relevant studies. The 75 publications reviewed provided the sample for an inductive, and systematic data evaluation following the well-known and accepted approach introduced by Gioia et al. (ORM 16:15–31, 2012). The comprehensive review uncovered 33 first-order concepts linked to human-related capabilities, which were distilled into 15 s-order themes and then merged into five aggregated dimensions: Personnel Capability, Management Capability, Organizational Capability, Culture and Governance Capability, and Strategy and Planning Capability. The study is, to the best of the authors’ knowledge, the first to categorize all relevant human-related capabilities for successful BDA application. As such, it not only provides the scientific basis for further research, but also serves as a useful overview of the critical factors for BDA use in decision-making processes.