Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD The Context of Parastatal Organisations In Uganda, the participation of the state in economic activities by way of establishing, owning, and operating parastatals started during the era of colonial administration when the country’s first 10 year development plan of 1946 was designed (Kauzya, 2008). Kauzya reports that whereas many parastatals in Uganda are formed, others have been privatized and others have died due to poor management hence most of these parastatals have had limited value since 1970’s. Basu (2008) states that parastatals are created to avoid government failures, but they seem to fall into the same trap. They are slow at reinventing service delivery and less responsive to society needs (Basu, 2008) even attempts to improve service delivery seem to yield low public value (Moore & Khargram, 2004). In Uganda for instance, Muhairwe (2010) reports that corporation managers in Uganda are preoccupied with preordained statutory mandates with limited initiative to create value. Earlier studies indicate that Uganda parastatal reforms have not improved service delivery (World Bank, 2006; PU, 2005) and service users detest service delivery of a number of parastatal organisations (World Bank, 2006). Rondinelli (2008) adds that parastatal organisations operate under performance deficits, financial deficits; they have weak systems, overdue debts, and underemployed and redundant staff. Literature review Organizational Resilience Today most organizations whether private or public are facing many challenges of doing business that seem to affect their competiveness hence reduced customer satisfaction with the product and service delivery. As such, organizations are obliged to redesign their operations in a bid to control for business failure or organizational death for that matter. In other words, organisations need to adapt and increase their value to stakeholders. There have been attempts to define organizational resilience despite the fact that there is no universally accepted definition. For Hamel and Valikangas (2003), resilience is the organisation’s ability to revive its operations to adapt to the environment. In this view, McManus (2008) considers resilience to be accomplished in terms of situational awareness, adaptive capacity, and the management of keystone vulnerabilities. The preceding definitions seem to be more of process resilience attributes than outcome attributes, yet resilience is believed to be an outcome rather than a process (Tarrant, 2010). In this study we define organizational resilience as the level of adaptation, competitiveness, and value that the organization exhibits based on relevant resilience attributes the organization undertakes. The attributes create a journey to a destination of resilience (Tarrant, 2010). Organizations have become more vulnerable to failure or death hence the need for resilience which is the ability to be proactive and, or reactive in coping with environmental demands (Hamel and Välikangas, 2003). For Tarrant (2010), organizational threats can be turned into opportunities for designing strategies to become better. These strategies can lead to high market share, reputation (value), high staff morale, and less chances of government intervention (Tarrant, 2010). In an attempt to cope, organizations become adaptable, competitive, and of value to society. Resilience has become imperative due to the fact that organizations play a fundamental role (Tarrant, 2010; Hamel and Välikangas, 2003) in the life of society. For instance, organizations provide numerous services and products like; finance, health, agriculture, education, foods and beverages, etc that people require in life. This implies that organizations should strive to be of value to society by building resilience. Organizations that survive in business continuously undertake deliberate efforts to adjust and renew the design of business processes and structures, including core competences. Such organizations normally build capabilities through organizational learning (Cho, et al., 2007) for adapting (Großler, et al., 2006) to 410
Challenges in the Era of Globalization Edited by Emmanuel Obuah the changing business environment in order to create organizational value. Organizational value refers to the attractiveness and reputation of a firm (Moore and Khagram, 2004). This is one way of identifying a resilient organisation. Resilient organizations must have the capability to design new business processes that are deemed fit for efficiency and effectiveness (Li-Hua, 2007; Deselnicu, et al., 2007). These scholars argue that efficiency and effectiveness are matters of competitiveness which is the firm’s indication of service excellence that is tantamount to organizational resilience. Organisational resilience is built based on the ability of the organization to transform the way of doing business in a way that meets the demands of the environment under which it is operating (Weeks, 2008). However, one wonders what constitutes organizational resilience especially in Uganda parastatals? Research method The study was a quantitative cross sectional survey. For Sekaran (2008) the quantitative design is suitable for carrying out multivariate analysis like factor analysis which was applicable in our study. A pilot study was done to pretest the instrument and identify the researchable constructs so as to refine the instrument. The results showed that the instrument was both reliable (α = .893) and valid.We carried out this study based on a random sample of 342 senior managers. We selected members of the senior management team in parastatal organization because they occupy strategic positions (O’Regan and Ghobadian, 2004) to report about organizational resilience which is a strategic function. To get the actual respondents, the researchers got a contact person and requested him or her to distribute questionnaires to his or her senior colleagues in the organization while ensuring as much representativeness of the senior management team as possible (Baer and Frese, 2003). The researchers targeted seven managers to be given questionnaires with a minimum response expectation of three respondents per organization (Baer and Frese, 2003). Organisational Resilience Measure There seems to be no universally accepted measure of organizational resilience (McManus, 2008; Cho, et al., 2007). Reliable and valid measures of organizational resilience remain elusive. The solution then was to conceptualise and design measures of organizational resilience (appendix 1) with reference to the relevant theory and extant literature as recommended by Sekaran (2008). In this study, we conceptualized organizational resilience to be measured in terms of; organizational adaptation (Weeks, 2008), organisational competitiveness (Li-Hua, 2007; Deselnicu et al., 2007), and organizational value (Alford and O’Flynn, 2008; Moore and Khagram, 2004). These scholars believe that a resilient organization is one that; responds to the demands in the environment for survival (organisational adaptation), is efficient and effective at service delivery (Organisational competitiveness), and makes itself reputable (organizational value). The scales of organizational resilience were developed on a Likert scale and tested for reliability (α = .893) and validity (total variance explained by three convergent factors = 69.7%). In the scales, the researchers made statements that required the respondents to indicate the extent to which certain resilience behaviors occur in their organizations. Data Collection and Management We collected data from senior managers who were randomly selected from 51 parastatals. The data were checked for completeness, consistence, and accuracy of responses. Based on these criteria, we determined the usefulness of the data for further processing. For instance, there were a few cases which were discarded upon realizing that they were quite incomplete. After this check, we entered the data in the Statistical Package for Social Scientists (SPSS version 17) computer program for analysis. During data entry, we reverse coded all the negatively worded scale items. We checked for missing values because in most self report studies, respondents have a tendency to skip providing responses to certain items in the 411
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Table of Contents Challenges in the
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Lennart Bangens, Goteborg, Sweden C
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Local Steering Committee Jacob Musi
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Track 1: Accounting, Finance, and I
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Abstract Challenges in the Era of G
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Abstract Determinants of Bank Lendi
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Empirical Results Challenges in the
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Table 3 Determinants of Competitive
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Research Findings Challenges in the
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Abstract: Study on Africa Governmen
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Abstract Challenges of Oil Revenue
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Abstract Land Based Sources of Poll
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Abstract On the Mitigation of Rever
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⎧κ ( ω) − ( 1− p) β ( ω)
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Assessment of pollutants in nigeria
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Figure 1: Lagos off shore survey po
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Academic Pry School 3 3 0 Backgroun
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Track 5: Management Education Chall
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Table: Model Fitness Regression Sta
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Conclusion Challenges in the Era of
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37. Provision of sound education fo
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The cost structure Challenges in th
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Empirical Analysis Challenges in th
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Variable Coefficient Std. Error t-S
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Abstract The Changing Requirements
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The Model, Data and Variable Defini
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Track 8: Gender and Economic Develo
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Empirical results Challenges in the
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Abstract Gender, poverty and sustai
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Figure 1.1: Spread of directorships
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Theoretical Framework Challenges in
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Single 18.1 Masters and above 35.3
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Source: Field survey, 2010 Table 3:
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Track 9: Global Studies and Politic
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Conceptual Definitions Challenges i
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Discussion and Conclusion Challenge
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Abstract What does Globalization me
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7. I see globalization as providing
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Research Methods approach Challenge
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Statement of the Problem Challenges
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Convenient location of banks Challe
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Figure 1.Framework for Bank selecti
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Banks in Ghana Challenges in the Er
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References: Challenges in the Era o
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Figure 5: Causal loop diagram inclu
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The study seeks to: • examine typ
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Figure 2: Customer Perception of MT
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Relationship Commitment Total 1264.
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Factor Item Loading Imaginative 0.4
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Figure 1: Components of Data Analys
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Abstract Marketing Nigerian medicin
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References Challenges in the Era of
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Conclusion Dissatisfied 6 3.4 3.6 7
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Abstract Customer satisfaction with
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Methodology Challenges in the Era o
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Discussion Challenges in the Era of
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Postgraduate 19 Internet experience
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Average daily Internet hours z P-va
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Conclusion Challenges in the Era of
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GOVERNMENT MoFED SECTORS Structure
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Results Challenges in the Era of Gl
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Figure1.1Inflation and Indexation R
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Football Spectatorship Challenges i
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