Organization Life Cycles
The Effects of Responsive and Proactive Market Orientation on New Product Success
Paper Presentation in a Themed Session Tugce ezgi Soyaltın, Alper Ozer, Sezer Korkmaz
This study seeks to draw the importance of the process of producing new product in firms of universities’ technoparks. Additionally, the purpose of this empirical study is to show that proactive and responsive market orientation have a significant effects on new product success. The paper designed a mail-survey that was sent to marketing managers, sales managers and general managers of small, medium and large scale enterprises in universities’ technoparks, which resulted in 207 usable surveys. Data were analysed using simple and multiple regression analysis. The results show that proactive and responsive market orientation have a positive effect on innovation orientation; the most important finding is that the responsive market orientation is higher than proactive market orientation. Secondly, innovation orientation is another result that has a strong influence on new product success. Finally, when the mediation effect of innovation orientation has been examined on the relationship between proactive and responsive market orientation and new product success, the consequence is that proactive and responsive market orientation has partly mediated effect to new product success. However, the effect of responsive market orientation has been observed as higher than proactive market orientation.
Action Learning Past, Present, and Future
Paper Presentation in a Themed Session Robin Hurst
The story of action learning begins in the coalmines of Wales in the 1940’s when Reg Revans began exploring new ways of solving problems by involving the miners themselves rather than bringing in outside experts. Over the next 40 years, Revans practiced and wrote about action learning, bringing it to Europe, Asia and Australia. Jack Welch brought Action Learning to General Electric and the United States in the 1980’s. Action learning, however, was little known and practiced until several action learning books were published and conferences convened in the 1990’s. Through the efforts of organizations such as the International Federation of Action Learning and the World Institute for Action Learning, action learning quickly became the leadership development and problem solving methodology of thousands of corporations and government agencies around the world. Research on action learning continues to identify ever more powerful ways for action learning to be used in online, national and global settings. The session will explore the history of Action Learning, Action Learning in its present state, and provide predictions of Action Learning in the future. This session is significant because it identifies the main strengths, pitfalls and challenges of action learning to date and provides a future vision of its potential value/impact worldwide.
The Organizational Life Cycle Scale: An Empirical Validation
Paper Presentation in a Themed Session Moyassar Al Taie
Little attention has been given to verify and validate the Organizational Life Cycle measures. The purpose of this study is critically examine the psychometric properties of the Organizational Life Cycle (OLC) scale by Lester, Parnell, and Carraher using component-based structural equation modelling (PLS/SEM). Data obtained from a sample of 174 Australian CIOs from different sizes firms from different industries. Results show that the five stages OLC scale exhibit acceptable validity and reliability indices despite some minor weaknesses. Results also confirm the validity and the generalizability of this scale to measure and identify the OLC stages in different types of industries.
The Facilitation of Organizational Change: A New Paradigm of Non-linear and Agile Transition Management
Paper Presentation in a Themed Session Navneet Bhandal
In today’s complex and turbulent business environment, organizational transformation has become synonymous with organizational existence. Rapid advances in technology, globalization, and evolving socio-cultural factors have challenged organizations to stay abreast of necessary changes at the same time eroding previous notions of linear evolution, stabilization of the business environment, and rationalistic approaches to change as "managed." In short, transformational processes in an organization need to be inherently complex and dynamic, representing a paradigm shift from managing change to facilitating and supporting transitions . This paper will examine the connotations of the term "change management" and challenge that concept’s efficacy in the current environment, theorize a new role for change consultants as transition facilitators in a non-linear, ongoing process of organizational transformation. In addition, five key enables to effective change management will be reviewed to support this paradigm which include: Benefits Realization & Return on Expectations; Outcomes Measurement & Adoption; Holistic Communications; Transformational Storytelling; and, Change Networks.
