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Organizational Agility - Testing Validity and Reliability of a Diagnostic Instrument
Authors: Herb Nold, Johanna Anzengruber, Marco Woelfle, Lukas Michel
Journal of Organizational Psychology Vol. 18(3) 2018
The scientific foundation of AGILITYINSIGHTS Diagnostics
The purpose of this publication is to test the reliability and validity of a diagnostic instrument developed to evaluate multiple dimensions of organizational agility in a complex system comprised of culture, leadership, systems, and people.
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Under What Conditions Do Rules-Based and Capability-Based Management Modes Dominate?
Authors: Lukas Michel, Johanna Anzengruber, Marco Wölfle, Nick Hixson
Special Issue Risks in Financial and Real Estate Markets Journal, 2018, 6, 32.
Access the article here: http://www.mdpi.com/2227-9091/6/2/32
The scientific foundation for the "Context Frame"
Despite real changes in the work place and the negative consequences of prevailing hierarchical structures with rigid management systems, little attention has yet been paid to shifting management modes to accommodate the dynamics of the external environment, particularly when a firm’s operating environment demands a high degree of flexibility. Building on the resource-based view as a basis for competitive advantage, we posit that differences in the stability of an organization’s environment and the degree of managerial control explain variations in the management mode used in firms. Unlike other studies which mainly focus on either the dynamics of the external environment or management control, we have developed a theoretical model combining both streams of research, in a context frame to describe under what conditions firms engage in rules-based, change-based, engagement-based and capability-based management modes. To test our theoretical framework, we conducted a survey with 54 firms in various industries and nations on how their organizations cope with a dynamic environment and what management style they used in response. Our study reveals that the appropriate mode can be determined by analyzing purpose, motivation, knowledge and information, as well as the degree of complexity, volatility and uncertainty the firm is exposed to. With our framework, we attempt to advance the understanding of when organizations should adapt their management style to the changing business environment.
Big Data Analytics
Transforming Data to Action
Authors: Daniel Bumblauskas, Herb Nold, Paul Bumblauskas, Amy Igou
Business Process Management Journal, 23(3), pp. 703-720, 2017
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The Performance Triangle framework to transform data to action
The purpose of this paper is to provide a conceptual model for the transformation of big data sets into actionable knowledge. The model introduces a framework for converting data to actionable knowledge and mitigating potential risk to the organization. A case utilizing a dashboard provides a practical application for analysis of big data.
The Performance Triangle
A Model for Corporate Agility
Authors: Herb Nold and Lukas Michel
Leadership & Organization Development" Journal, Vol. 37 No. 3, 2016.
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The scientific foundation of the performance triangle model relationships.
The purpose of this paper is to synthesize ten years of case studies and data analysis from which emerged an organizational design that facilitates adaptability, agility, and resilience. The resulting triangular model of culture, leadership, and systems is proposed.
Analysis of over 100 case studies over ten years along with statistical analysis of survey data from 50 of those companies resulted in the emergence the triangular model and provides quantitative support for validity.
People drive a complex and dynamic system with culture, leadership, and systems as key factors driving organizational success in a rapidly changing environment. The critical factor inadapting to change is designing organizations to maximize the vast tacit knowledge base within organizations. Diagnostic tools are necessary to identify underlying strengths and weaknesses to initiate targeted discussions and provide a baseline for measurement.
The emergent people-centric triangular model with culture, leadership, and systems at the points along with the development of a diagnostic tool offers a methodology for executives to gain valuable insight into critical elements of their organizations from which to initiate constructive dialogue leading to effective action.
Many authors have offered theories on developing agile organizations. The emergent people-centric performance triangle and evolving diagnostic instrument add to the body of existing literature and lays the groundwork for practical tools and methods to yield practical results.
External Adaptability of Higher Education Institutions
The Use of Diagnostic Interventions to Improve Agility
Authors: Rana Zeine, Cheryl A. Boglarsky, Patrick Blessinger, and Lukas Michel
Change Management: An International Journal, Volume 13, Issue 4, 2014.
Purchase the article from Common Grounds Publishers
External Adaptability is an outcomes measure of organizational effectiveness reflecting proficiency levels in responding to external change. Many higher education institutions are interested in reshaping their goals to better meet the needs of a growing global market. To analyze External Adaptability, 52 higher education faculty and administrators from institutions in more than 16 countries were surveyed using the Human Synergistics International Organizational Effectiveness Inventory® (OEI®) Survey. Results revealed that External Adaptability scores fell below both the Historical Average (50th percentile) and the Constructive Benchmark. Subgroup analysis revealed that scores were below the Historical Average for faculty, administrators, males, females, and private- and public not-for-profits. By contrast, scores approached the Historical Average (50th percentile) in private for-profits, and exceeded the Constructive Benchmark in public for-profits. Trends for slightly higher scores were noted for administrators and males as compared to faculty and females respectively. To improve agility in higher education institutions, further diagnostic analysis of organizational decision making is warranted. The Performance Triangle diagnostic model is discussed and the use of the Agilityinsights Diagnostic™ Survey from Agility Insights AG is recommended. Attaining high External Adaptability is critical for the future of higher education.
The Performance Triangle
A Diagnostic Tool to Help Leaders Translate Knowledge into Action
Author: Lukas Michel
Organizational Cultures: An International Journal, Volume 12, Issue 2, June 2013.
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It is so obvious: “People are the most important assets.” But good intentions are not good enough to win the game in today’s complex, uncertain, and knowledge-driven environment. The task is to make it real. First, this means getting people to collaborate and provide the means to find the purpose, rather than command and control. Second, to enable leadership teams to provide choice, to raise the awareness for what is important, and to help people to remain focused on the things that matter most. Leadership, systems, and culture frame the performance triangle. It offers both a diagnostic tool to help leaders decode and design the routines, rules, and practices for superior decision making, and a coaching approach with three parts: observation, response, and success. The insights from ten years of research with the diagnostic tool help leaders build organizations for superior innovation and growth. This paper will engage readers in a diagnostic with 10 observation points and 7 questions to help them coach leadership teams and build a working environment where people use their full potential to translate knowledge into action.
Understanding Decision Making in Organizations...
...to focus its practices where it matters most.
Author: Lukas Michel
Measuring Business Excellence, Jan/Feb 07, Vol 11.
Purchase from www.emeraldinsight.com
The ability to make good decisions is the defining attribute of a high performance organization. The challenge is to ensure that good decision making practices permeate the entire organization. As organizations grow, employees make decisions in an increasingly complex, ambiguous, and uncertain environment. Formal practices enable employees to make decisions that are meaningful to the firm’s stakeholders and guide their behaviors to align with the strategic intent of the firm as well as its values and norms.