nach oben

Erschienen in:

2015 | OriginalPaper | Buchkapitel

2. The Main Conditions for Integration Success

verfasst von : Marek Bugdol, Piotr Jedynak

Erschienen in: Integrated Management Systems

Verlag: Springer International Publishing

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

This chapter presents examples of the required conditions for successful integrations. Part One includes a discussion of the concept of trust. In the past few years this notion has been a popular subject in management sciences. Articles written by scholars working in the field of management sciences have demonstrated the significance of trust amongst people, management processes and external relationships’ management.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Vorheriges Kapitel Management and Integration

Nächstes Kapitel Integration Approach in Modern Management Concepts

Allen AM (2012) Culture integration in a “clean room”. OD Pract 44(3):50–54

Atkinson H (2006) Strategy implementation: a role for the balanced scorecard? Manag Decis 44(10):1441–1460CrossRef

Bailey S (2013) Hard evidence of feedback reducing injuries and altering organizational culture. Forbes 30(08):2013

Bidault F, Castello A (2009) Trust and creativity: understanding the role of trust in creativity-oriented joint developments. R D Manag 39(3):259–270CrossRef

Birru WT (2011) Horizontal inter-firm cooperation in Ethiopian small and medium enterprises. J Small Bus Enterp Dev 18(4):806–820CrossRef

Bugdol M (2010) Wymiary i problemy zarządzania organizacją opartą na zaufaniu. Wydawnictwo UJ, Kraków

Carpinetti L, Galdamez E, Gerolamo M (2008) A measurement system for managing performance of industrial clusters. Int J Prod Performance Manag 57(5):405–419CrossRef

Conchie SM, Donald IJ (2009) The moderating role of safety-specific trust on the relation between safety-specific leadership and safety citizenship behaviors. J Occup Health Psychol 14(2):137–147CrossRef

Cox P (2007) Should a financial service provider care abort trust? An empirical study of retail saving and investment allocations. J Financ Serv Mark 8:332–345

Cunningham I, Hyman J (1999) Devolving human resource responsibilities to the line. Pers Rev 28(½):9–27

Dahlsten F, Styhre A, Williander M (2005) The unintended consequences of management by objectives: the volume growth target at Volvo Cars. Leadersh Organ Dev J 26(7):529–541CrossRef

Dale BG, Lascelles DM (1997) Total quality management adoption: revisiting the levels. TQM Mag 9(6):418–428CrossRef

Darvish H, Nazari EA (2013) Organizational learning culture—the missing link between innovative culture and innovations (case study: Saderat Bank of Iran). Econ Insights—Trends Challenges 65(1):1–16

De Castro GM, Saez PL, Lopez JE (2004) The role of corporate reputation in developing relational capital. J Intellect Capita 5(4):575–585CrossRef

Dinesh D, Palmer E (1998) Management by objectives and the balanced scorecard: will tome fall again? Manag Decis 36(6):363–369CrossRef

Dirks KT, Skarlicki DP (2009) The relationship between being perceived as trustworthy by coworkers and individual performance. J Manag 35(1):136–157

Dirks KT, Ferrin DL (2000) The effects of trust in leadership on employee performance, behavior, and attitudes: a meta-analysis. In: Academy of management proceedings

Duhigg CH, Barbooza D (2012) In China, human cost are built into an IPod. Econ Dated 12(02):2012

Ehrenberger L, Hornsten B (2011) Performance and risk management in strategic cooperation. Int J Prod Perform Manag 60(4):387–403CrossRef

Elmuti D, Kathawala Y (2001) An overview of strategic alliances. Manag Decis 39(3):205–217CrossRef

EN ISO (9000:2005) Quality management systems-Fundamentals and vocabulary. ISO Geneva

EN ISO (9001:2008) Quality management systems-Requirements. ISO, Geneva

Francois P, Zabojnik J (2005) Trust, social capital, and economics development. J Eur Econ Assoc 1(3):51–94CrossRef

Freeman RE (1984) Strategic management: a stakeholder approach. Pitman, Boston

French SL, Holden TQ (2012) Positive organizational behavior: a buffer for bad news. Bus Commun Q 75(2):208–220CrossRef

Gambetta DG (1988) Can we trust trust? In: Gambetta DG (ed) Trust: making and breaking cooperative relations. Basil Blackwell, New York, pp 213–237

Geraudel M, Salvetat D (2014) What are the antecedents of coopetition? Explanation terms centrality and personality traits. Eur Bus Rev 26(1):23–42CrossRef

Grant A (2013) Givers take all: the hidden dimension of corporate culture. McKinsey Q 2:52–65

Hemdi MA, Nasurdin AM (2006) Predicting turnover intentions of hotel employees: the influence of employee development human resource management practices and trust in organization. Gadjah Mada Int J Bus 8(1):21–42

Hevey C, Murphy E (2012) A proposed cooperation framework for organizations and their leaders. Manag Decisions 50(6):993–1000CrossRef

Hilde T (2007) Zarządzanie zasobami Ludzkimi. Tom V Biznes, PWN, Warszawa

Hoe SL (2004) Is interpersonal trust a necessary condition for organizational learning? J Organ Trans Soc Chang 4(2):149–156

Hummels H, Roosendaal HE (2001) Trust in scientific publishing. J Bus Ethics 34(2):87–100CrossRef

Is it better to hire for cultural fit over experience (2011). http://management.fortune.cnn.com/2011/04/28/is-it-better-to-hire-for-cultural-fit-over-experience. Accessed April 28 2011

Joia LA, Malheiros R (2009) Strategic alliances and the intellectual capital of firms. J Int Capital 10(4):539–558

Johnson G, Scholes K (1997) Exploring corporate strategy: texts and cases. Prentice Hall, Hamel Hampstead

Johanson U, Skoog M, Backlund A, Almqvist R (2006) Balancing dilemmas of the balanced scorecard. Acc Auditing Accountability J 19(6):842–857CrossRef

Kahane E (2006) Trust and powerful learning. T+D 60(7):51–53

Kaplan RS (2005) How the balanced scorecard complements the McKinsey 7-S model. Strategy Leadersh 33(3):41–46CrossRef

Kenny G (2012) From the stakeholder viewpoint: designing measurable objectives. J Bus Strategy 33(6):40–46CrossRef

Lacoste SM (2014) Coopetition and framework contracts in industrial customer-supplier relationships. Qual Mark Res Int J 17(1):43–57

Leimbach MP (2005) Invited reaction: outsourcing relationships between firms and their training providers: the role of trust. Human Res Dev Q 16(1):27–32CrossRef

Lopes H, Calapez T (2011) Exploring the sources and benefits of cooperation. The role and challenges of relational and moral goods. Int J Soc Econ 38(7):607–627CrossRef

Marshall RS, Nguyen TV, Bryant SE (2005) A dynamic model of trust development and knowledge sharing in strategic alliances. J Gen Manag 31(1):41–57

Martins EC, Terblanche F (2003) Building organisational culture that stimulates creativity and innovation. Eur J Innov Manag 6(1):64–74CrossRef

Matzler K, Renzl B (2006) The relationship between interpersonal trust, employee satisfaction, and employee loyalty. Total Qual Manag Bus Excellence 17(10):1261–1271CrossRef

Mayer RC, Davis JH, Schoorman FD (1995) An integrative model of organizational trust. Acad Manag Rev 20(3):709–734

McKnight DH, Kacmar CJ, Choudhury V (2004) Dispositional trust and distrust distinctions in predicting high-and low-risk internet expert advice site perceptions. e-Serv J 3(2):35–58

Neves P, Caetano A (2009) Commitment to change: contributions to trust in the supervisor and work outcomes. Group Org Manage 34(6):623–644CrossRef

Obadia C (2008) Cross-border interfirm cooperation: the influence of the performance context. Int Mark Rev 25(6):634–650CrossRef

Oleksyn T (2006) Zarządzanie kompetencjami. Oficyna Ekonomiczna, Kraków

Patti AL (2006) Economic clusters and the supply chain: a case study. Supply Chain Manag: Int J 11(3):266–270CrossRef

Paul GW, Berry DM (2013) The importance of executive leadership in creating a post-merged organisational culture conducive to effective performance management. S Afr J Hum Res Manag 11(1):1–15

Prusak L, Cohen D (2001) How to invest in social capital. Harvard Bus Sch Press 79(6):86–93

Reina DS, Reina ML (1999) Trust and betrayal in the workplace. Berrett-Koehler Publishers, San Francisco

Renzl B (2008) Trust in management and knowledge sharing: the mediating effects of fear and knowledge documentation. Omega 36(2):206–220CrossRef

Robbins SP, DeCenzo DA (2002) Podstawy zarządzania. PWE, Warszawa

Rostowski T (2003) Zintegrowany system zarządzania kompetencjami. W:Juchowicz M (red) Narzędzia i praktyka zarządzania zasobami ludzkimi. Poltex, Warszawa

Schalk R, Curseu PL (2010) Cooperation in organizations. J Manag Psychol 25(5):453–459

Schmoltzi C, Wallenburg CM (2011) Horizontal cooperation between logistic service providers: motives, structure, performanace. Int J Phys Distrib Logistic Manag 41(6):552–576CrossRef

Senior B (2003) Zmiana organizacji i rozwój organizacji. In: Chmiel N (ed) Psychologia pracy i organizacji. GWP, Gdańsk, p 394

Simoni M, Caiazza R (2012) Interlocks network structure as driving force of coopetition among Italian firms. Corp Gov 12(3):319–336CrossRef

Spitzeck H, Hansen EG (2010) Stakeholder governance: how stakeholders influence corporate decision making. Corp Gov 10(4):378–391CrossRef

Sungmin R, Soonhong M, Nobuhide Z (2008) The moderating role of trust in manufacturer—supplier relationships. J Bus Ind Mark 23(1):48–58CrossRef

Steensma H, Visser E (2007) Procedural justice and supervisors’ personal power bases: effects on employees perceptions of performance appraisal sessions, commitment, and motivation. J Collective Negotiations 31(2):101–118CrossRef

Stoner J, Freeman E, Gilbert D (2001) Kierowanie. PWE, Warszawa

Sztomka P (2007) Zaufanie fundamentem społeczeństwa. Znak, Kraków

Todeva E, Knoke D (2005) Strategic alliances and models of collaboration. Manag Decis 43(1):123–148CrossRef

Von Glinow MA (1985) Reward strategies for attracting, evaluating, and retaining professionals. Hum Res Manag 24(2):191–206

Wang Y, Krakover S (2008) Destination marketing: competition, cooperation or coopetition? Int J Contemp Hospitality Manag 20(2):126–141CrossRef

Weber MJ, Deepak M, Murnighan KJ (2005) Normal acts of irrational trust: motivated attributions and the trust development process. Res Organ Behav 2(26):75–101

Westhad P (2003) Company performance and objectives reported by first and muliti-generation family companies: research note. J Small Bus Enterp Dev 10(1):93–105CrossRef

Titel: The Main Conditions for Integration Success
verfasst von: Marek Bugdol
Piotr Jedynak
Verlag: Springer International Publishing
Buch: Integrated Management Systems
Print ISBN: 978-3-319-10027-2

Electronic ISBN: 978-3-319-10028-9

Copyright-Jahr: 2015
DOI: https://doi.org/10.1007/978-3-319-10028-9_2

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Premium Partner