Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD additional loading of OV1 which we reexamined and found conceptually fit for organizational competitiveness because satisfactory cost control is a matter of organizational excellence which best defines organizational competitiveness. As per our conceptualization, we termed the remaining factor organizational value which had only two items (OV4 and OV6) originating from it with the exception of item OA7 from organizational adaptation. The item OA7 (coping with political interests) loaded on organizational value perhaps because of the perceived trust that indicates value which could have been created as a result of balancing political interests. The factor loading matrix indicated that organizational adaptation accounted for the greatest variance explained (48.464%), followed by organizational competitiveness (12.357%), and with a minority of 8.877% accounted for by organizational value. Discussion, Conclusion and implications The study found a moderate level of organizational resilience in Uganda parastatals. This finding appears to be in line with Basu (2008) who avers that most parastatals do not adequately meet the needs of society, hence having limited organization value. This study explored the factors that may be considered important in describing resilience in Uganda’s parastatals. This was deemed necessary for us to identify organization resilience descriptors that can be investigated further and probably confirmed to be components of organizational resilience so as to be used by researchers and policy makers. From the findings, we are tempted to believe that it appears organizational value may be embedded in adaptation or once parastatals adapt they perhaps simultaneously create value – organizational value is not quite distinct. This seems to suggest that parastatals in Uganda are more adaptive than competitive (being excellent at service delivery), and are of limited value. This of course is in line with existing literature that defines organizational resilience mainly in terms of adaptation (Weeks, 2008), with some emphasis on organizational competitiveness and value (Hamel and Valikangas, 2003; Scott, 2007; Tarrant, 2010). Nevertheless, the study has generated some empirical evidence about resilience indicators in Uganda parastatals. The findings provide lessons that contribute to the debate on organizational resilience especially by McManus (2008) who focused mainly on factors that create organizational resilience, and Hamel and Valikangas (2003) who highlighted the need for organizations to adapt, excel, and become valuable. One key lesson is that whereas there is evidence to support organizational value, and organizational competitiveness as components of organizational resilience, organizational adaptation appeared to be dominant. The practical implications of this study are that; one, managers of parastatals can measure resilience based on the level of; organizational adaptation, organizational competitiveness, and organizational value, two, parastatals should strive towards becoming competitive besides adaptation, and creating more public value for instance through innovations or else stakeholders demand for alternative service providers that may lead to parastatal death. For the academics, research about resilience building process attributes like; creative climate, innovation, knowledge management, networking, etc may be studied in relation to organizational resilience .The study was limited by design. First, the study was exploratory focusing on organizational resilience only. This may necessitate follow up studies in a correlational design to capture the explanatory power of resilience building process attributes. Second, the study remained exploratory mainly by design - we did not conduct confirmatory factor analysis that could have confirmed to us whether or not the exploratory factor analysis results of this study are indeed real. Further studies may be conducted using confirmatory factor analysis. References Alford, J. and O’Flynn, J. (2008), “Public Value: A Stocktake of a Concept”: Paper presented at the Twelfth Annual Conference of the International Research Society for Public Management 414
Challenges in the Era of Globalization Edited by Emmanuel Obuah Baer, M., and Frese, M. (2003), “Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance”, Journal of Organizational Behaviour, Vol. 24, pp 45 – 68. Basu, P. K. (2008), Public Enterprises: Unresolved Challenges and New Opportunities. Reinventing Public Enterprises and Their Management as the Engine of Development and Growth, United Nations, New York. Cho, S., Mathiassen, L., and Robey, D. (2007), “ Dialectics of Resilience: A Multi-level Analysis of a Telehealth Innovation”, Journal of Information Technology, Vol. 22, pp 24 – 35. Deselnicu, D.C, Rusu, C. and Martin, I. (2007), “Innovation Process And Competitiveness In Romanian SMEs Field, A. (2006), “Discovering Statistics Using SPSS”, Sage, London. Gillespie, B.M. (2007), “The Predictors of Resilience in Operating Room Nurses”, PhD Thesis, Griffith University Großler, A., Grubner, A., and Milling, P.M. (2006), “ Organisational Adaptation Processes to External Complexity”, International Journal of Operations & Production Management Vol. 26 No. 3, pp 254-281. Hair, J.F., Anderson, R.E., Tatham, R.L. and Black, W.C. (1998), “Multivariate Data Analysis”, Prentice-Hall, Englewood Cliffs, NJ. Hamel, G., and Valikangas, L. (2003), “The Quest for Resilience”, Harvard Business Review Kauzya, J. (2008), Public Enterprises: Unresolved Challenges and New Opportunities. The Question of the Public Enterprise and Africa’s Development Challenge: A Governance and Leadership Perspective. United Nations, NewYork. Langvardt, G.D. (2007), “ Resilience and Commitment to Change”, PhD Thesis, Capella University Li-Hua, R. (2007), “Benchmarking China Firm Competitiveness: A Strategic Framework”, Journal of Technology Management in China, Vol. 2 No. 2, pp 105 – 118. McManus, S.T. (2008), “Organisational Resilience in Newzealand”, PhD Thesis, University of Canterbury. Moore, M.H., and Khagram, S. (2004), “On Creating Public Value: What Business Might Learn from Government about Strategic Management”, Working Paper No 3. Muhairwe, W.T. (2010), Making Public Enterprises Work, From Despair to Promise: A Turn around Account. Fountain Publishers, Kampala. O’Regan, N., and Ghobadian, A. (2004), “The Importance of Capabilities for Strategic Direction and Performance”, Management Decision, Vol. 42 No 2, pp 292 – 313. Paton, D. (2007), “Measuring and Monitoring Resilience in Auckland”, GNS Science Report Privatisation Unit, (2005). Privatization Impact Assessment for Uganda, prepared for the PUSRP and the Ministry of Finance and Economic Planning by Adam Smith International in cooperation with Ernst &Young. Rondinelli., D.A. (2008). Public Enterprises: Unresolved Challenges and New Opportunities Can Public Enterprises Contribute to Development? A Critical Assessment and Alternatives for Management Improvement. United Nations, NewYork. Sekaran, U. (2008), “Research Methods for Business”, John Wiley & Sons, New York, NY Tarrant, M. (2010), “ The Organisation: Risk, Resilience, and Governance”, The Australian Journal of Emergency Management, Vol. 25, pp 13 – 17. Weeks, R. (2008), “Nurturing a culture and climate of resilience to navigate the whitewaters of the South African dual economy”, Journal of Contemporary Management, Vol. 5 pp 123 – 136. 415
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Challenges in the Era of Globalizat
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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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Assessment of pollutants in nigeria
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Figure 1: Lagos off shore survey po
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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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firms attained below average market
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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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Figure1.1Inflation and Indexation R
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Football Spectatorship Challenges i
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