critical management case study

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A reflection on critical management studies.

Published online by Cambridge University Press: 02 February 2015

Critical Management Studies (CMS) is interested in examining and challenging the legitimacy of traditional management theories, values and assumptions. CMS believes by reflecting and questioning existing management practices, it is possible to generate better norms, policies, ideas and management values. The essence of CMS is to deconstruct the various management techniques and functions, to expose any forms of discrimination and exploitation taking place in contemporary organisations and emancipate employees from their pain, suffering and frustration.

This paper seeks to make a contribution in the area of CMS, by examining the overall effectiveness of CMS in fulfilling its objectives. It seeks to address the effectiveness of CMS in achieving its goals in organisations, with the support of an empirical study conducted at a professional accounting firm.

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Volume 14, Issue 1
Devi Akella (a1)
DOI: https://doi.org/10.5172/jmo.2008.14.1.100

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At the Critical Moment: Conditions and Prospects for Critical Management Studies

2000, Human Relations

We have recently witnessed a growing, if still arguably marginal, interest in `Critical Management Studies' (CMS). Our aim in this paper is to reflect upon the popularization of CMS; more specifically, we propose to examine the various factors that have contributed to its emergence, and to review the significance of its project. We start by exploring the conditions of possibility for CMS and point to a combination of political, institutional and epistemological trends. In the second part of the paper, we consider what constitutes `CMS' and suggest that whilst it draws upon a plurality of intellectual traditions, CMS is unified by an anti performative stance, and a commitment to (some form of) denaturalization and reflexivity. Finally, we articulate the polemics around which CMS politics have been contested, in particular we review the debates between neo-Marxism and post-structuralism, and discuss the issue of engagement with management practice.

Related Papers

Human relations

Philip Hancock

Peter Armstrong

This paper discusses aspects of the ‘emancipatory project’ of critical management studies. It does so through a consideration of the implications of Mats Alvesson and Hugh Willmott’s 1992 proposal that the concept of emancipation can be usefully employed within critical management and organizational studies. After questioning Alvesson and Willmott’s engagement with critical theory, it is pointed out that both approaches – the critical theoretical original and Alvesson and Willmott’s proposed revision - fail to consider the organizational practicalities of emancipatory struggle within capitalist society. In Alvesson and Willmott’s case, this failure is compounded by their reluctance to acknowledge that most of the unfreedoms with which emancipatory struggle is confronted in the workplace originate with management itself, and that ‘micro-emancipation’ within such a social order must therefore entail, at the very least, a recognition of rights by management. These issues suggest that contemporary critical management studies might be usefully augmented by the substantial literature on workplace organizing, collective bargaining and worker democracy.

Academy of Management Review

Hugh Willmott

Human Relations

Daniel King

What happens when you try to engage with management practice as a critical management scholar by actually doing management? Although there have been calls for critical scholars to attempt such engagement, little is known about the practical challenges and learning that may be involved. This paper therefore provides a case study which details some of the experiences one of us had when working as a manager – while trying to remain true to his critical sensibilities. The story suggests that transforming management practice will be a constant struggle, and that the difficulties of achieving even small changes should not be underestimated. However change is not impossible. Following Foucault, we argue that critical perspectives, when engaged in particular ways, offer resources through which we might challenge the dominance of managerialist thinking on a practical level; at least in the long run.

Despite the regular calls for critical management studies (CMS) scholars to actively intervene in organizational practice, there have been few published examples. This paper provides an illustrative example of intervention by offering four case studies which examine the tensions and contradictions of the academic at work in the world.Based on these examples it calls into question some of the assumptions of the recent performative turn by arguing that direct engagement in practice is complicated and messy. However, these challenges should not be prohibitive for engaged action. Rather, following Gibson-Graham (2006b), they provide an integral feature of direct engagement and transformation which requires a new sensibility for theorising that moves to enhance to possibilities for action.

The Academy of Management Annals

Paul S Adler

Management …

Stewart Clegg

Janet L. Borgerson

https://books.google.com/books?hl=en&lr=&id=G7ZgCgAAQBAJ&oi=fnd&pg=PA107&ots=T9oCCRYp8y&sig=nDbv-6us5oxj73WFyStxmBH_GJc#v=onepage&q&f=false

Research Handbook on Responsible Management

Marton Racz

This chapter provides a constructive critique of responsible management. It starts by arguing that responsible management does little but extend managerial power and control over employees in more sophisticated ways. Moreover, in terms of enacting change, we argue that problems of limited agency are often overlooked in responsible management research leading to a naïve optimism in the power of individuals and a dismissal of existing political, organizational and cultural contexts. Subsequently, we suggest, via a discussion of the "third wave" of critical management studies and the idea of agonism, ways in which responsible management research could become more critical and more potent. In doing so, we highlight the need for responsible management research to look more at carefully selected collectives rather than individuals, both in the ways in which researchers try to enact change and engage managers and in the way they conceptualize responsibility in the first place.

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Welcome from the Division Co-Chairs

Welcome to the Critical Management Studies (CMS) Division of the Academy of Management.

Critical Management Studies is characterised by scepticism concerning the morality and social and ecological sustainability of prevailing forms of organization. The Division promotes management research and education which is dedicated to interrogating relations of power and control and giving voice to marginal and oppressed voices.

Our membership is highly international, comprising over 750 scholars, many of them doctoral students, working in over 45 countries. If you are interested in what we do, you are very welcome to join us.

There are several ways you can get involved with the CMS Division. You can find out about our latest conferences and events , news , competitions and awards , and how to join the CMS Division via these webpages. You can contribute to online discussions, share ideas and resources by joining our community and you can also follow us on Twitter , and watch our videos on YouTube.

Please get involved and join other critical management scholars who are committed to challenging and transforming unethical and exploitative organizational practices.

Richard Longman & Caroline Clarke CMS Division Co-Chairs

Welcome to the Critical Management Studies (CMS) Division of the Academy of Management. Critical Management Studies is characterised by scepticism concerning the morality and social and ecological sustainability of prevailing forms of organization. The Division promotes management research and education which is dedicated to interrogating relations of power and control and giving voice to marginal and oppressed voices. Our membership is highly international, comprising over 700 scholars, many of them doctoral students, working in over 45 countries. There are several ways you can get involved with the CMS Division. You can find out about our latest conferences and events , news , competitions and awards , and how to join the CMS Division via these webpages. You can contribute to online discussions, share ideas and resources by joining our Discussion and you can also follow us on Twitter . Please get involved and join other critical management scholars who are committed to challenging and transforming unethical and exploitative organizational practices.

Join the Conversation

2024 miami beach international academic conference ..., posted in: critical management studies cms.

Call for Papers 2024 MIAMI BEACH International Academic Conference on Business, Economics, Finance and Accounting Theme: Promoting Global Competitiveness, Innovation, and Sustainability Organized by International Association ...

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Critical Cases in Organisational Behaviour

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J. Martin Corbett

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Part of the book series: Management, Work and Organisations (MWO)

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Table of contents (9 chapters)

Front matter, case study analysis of organisational behaviour, analysing individual behaviour in organisations, the meaning of work, motivation and commitment, the management of meaning, motivation and commitment, analysing group behaviour in organisations, interpersonal relations and group decision-making, analysing organisational behaviour, inter-group relations, organisational design and change, technology and organisation, analysing organisational environments, organisation and environment, back matter.

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Book Title : Critical Cases in Organisational Behaviour

Authors : J. Martin Corbett

Series Title : Management, Work and Organisations

DOI : https://doi.org/10.1007/978-1-349-23295-6

Publisher : Palgrave London

eBook Packages : Palgrave Business & Management Collection

Edition Number : 1

Number of Pages : XI, 304

Topics : Organization , Industrial, Organisational and Economic Psychology

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Hertz CEO Kathryn Marinello with CFO Jamere Jackson and other members of the executive team in 2017

Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy.

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four. Cases on search fund boards, the future of malls, Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
Fifty four percent of raw case users came from outside the U.S..
The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
Twenty-six of the cases in the list are raw cases.
A third of the cases feature a woman protagonist.
Orders for Yale SOM case studies increased by almost 50% compared to 2020.
The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1. Hertz Global Holdings (A): Uses of Debt and Equity

2. Coffee 2016

3. Hertz Global Holdings (B): Uses of Debt and Equity 2020

4. Glory, Glory Man United!

5. Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6. The Future of Malls: Was Decline Inevitable?

7. Strategy for Norway's Pension Fund Global

8. Prodigy Finance

9. Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

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Critical Care Management Case Studies : Tricks and Traps

Associate Professor of Anesthesiology, Department of Anesthesiology, Wake Forest University School of Medicine, Winston-Salem, North Carolina 27157–1009.

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Phillip E. Scuderi; Critical Care Management Case Studies : Tricks and Traps . Anesthesiology 1998; 88:556–557 doi: https://doi.org/10.1097/00000542-199802000-00052

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James C. Eisenach, M.D., Editor.

Critical Care Management Case Studies: Tricks and Traps. By G. R. Park and M. R. Pinsky. London, W.B. Saunders Company, Ltd., 1997. Pages: 304. Price:$29.95.

This book, although modest in cost and size, provides a nice overview of the field of critical care medicine using a case study format. The authors have positioned this textbook nicely between encyclopedic references and brief “clinical pearls”-type monographs. The main body of the textbook is approximately 275 pages. It is divided into 11 main sections, in which 3–6 case-oriented topics related to each section are presented. The case histories illustrate key principles related to the main section topic. Each clinical case history is followed by one or more clinical “traps,” which are designed to indicate potential pitfalls that can occur in the management of the specific case under discussion. The traps are then followed by “tricks,” which explore the conceptual framework that is used to correctly manage the clinical scenario presented in the case discussion. Each section concludes with a clinical follow-up evaluation of the case that was originally presented, highlighting the importance of both initial steps that were undertaken in the treatment of the patient and the results of the therapies that were initiated.

Although this textbook is clearly not designed to give complete coverage of the entire field of critical care medicine, it nevertheless succeeds in providing an extremely interesting overview of many of the important topics in this diverse area of clinical practice. The case-oriented format offers an interesting conceptual framework for integrating the clinical principles that are illustrated by the “traps” and “tricks.” Because each of the cases presented within a given section is only three to six pages in length, residents, fellows, or medical students on a critical care rotation would be able to use the textbook for reading during even brief periods of time. The 51 typical cases presented in this book could easily be read during the course of a clinical rotation. In addition, the book could also prove useful to clinicians preparing for subspecialty examinations in critical care. The case format provides a ready framework for identifying areas of weakness that require further review in more detailed reference works.

A shortcoming of the book is its focus primarily on medical intensive care topics. There is little if any coverage of topics specifically related to surgical critical care. Also, the cases focus mainly on issues related to the initial treatment of patients when they arrive in the intensive care unit, thus avoiding any discussion of problems associated with prolonged intensive care unit admissions. It should be noted that these are relatively minor deficiencies. More complete coverage of the field of critical care medicine or a more exhaustive examination of issues related to problems associated with long-term intensive care management would have made the book overly long and thus potentially less useful to the audiences targeted by the authors. As it is, this text should fill an important niche in the medical literature. Students of critical care medicine, regardless of their level of training, should find it useful whether it represents their initial introduction to the field or serves as a handy refresher when preparing for subspecialty examinations.

Phillip E. Scuderi, M.D.

Associate Professor of Anesthesiology; Department of Anesthesiology; Wake Forest University School of Medicine; Winston-Salem, North Carolina 27157–1009

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A case of congenital bronchial atresia with tracheobronchial stenosis caused by emphysema: Successful management with thoracoscopic surgery

Affiliations.

1 Department of Respiratory and Critical Care Medicine, The First Affiliated Hospital of Naval Medical University, Shanghai, China.
2 Department of Respiratory and Critical Care Medicine, No. 906 Hospital of the Chinese People's Liberation Army Joint Logistic Support Force, Ningbo, China.
3 Department of Rehabilitation Medicine, The Second Rehabilitation Hospital of Shanghai, Shanghai, China.
4 Department of Radiology, The First Affiliated Hospital of Naval Medical University, Shanghai, China.
5 Department of Respiratory and Critical Care Medicine, The Second People's Hospital of Fuyang City, Fuyang, Anhui, China.
6 Department of Chest, Lung and Breast Surgery, Clifford Hospital, Guangzhou, Guangdong, China.
7 Department of Thoracic Surgery, The First Affiliated Hospital of Naval Medical University, Shanghai, China.
8 Department of Pathology, The First Affiliated Hospital of Naval Medical University, Shanghai, China.
PMID: 38912456
PMCID: PMC11193005
DOI: 10.1016/j.heliyon.2024.e32753

Introduction: Congenital bronchial atresia (CBA), as a rare developmental abnormality of the lung, is usually asymptomatic and is accidently discovered in most cases. Currently, no standardized guidelines for the treatment or management of CBA have been established.

Case presentation: A 22-year-old male soldier was referred to Shanghai Changhai Hospital, The First Affiliated Hospital of Naval Medical University due to chest tightness and shortness of breath after repeated strenuous activities. Contrast-enhanced computed tomography (CT) revealed an 18mm × 11mm solitary, well-circumscribed, and solid nodule with no enhancement in the right upper lobe (RUL), and emphysematous changes distributed throughout the RUL. A flexible bronchoscopic examination showed extrinsic compression stenosis in the bronchial opening of the right middle lobe (RML). After three-dimensional (3D) reconstruction CT and a multidisciplinary consultation, a diagnosis of CBA in the anterior segment (B3) of RUL was established. Subsequently, thoracoscopic right upper lobectomy was performed and resulted in an improved respiratory capacity 6 months after surgery. To date, the patient has good quality of life without any complication.

Conclusion: This study underscores the role of bronchoscopy, 3D reconstruction CT, and a multidisciplinary consultation in the diagnosis of CBA, and highlights that a thoracoscopic intervention should be considered in such case.

Keywords: 3D CT; Congenital bronchial atresia; Surgical treatment; Thoracoscopy; Tracheobronchial stenosis.

PubMed Disclaimer

Conflict of interest statement

The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper.

Contrast-enhanced CT performed on admission…

Contrast-enhanced CT performed on admission revealing (A) an 18mm × 11mm solitary, well-circumscribed,…

A flexible bronchoscopic examination demonstrating…

A flexible bronchoscopic examination demonstrating (A) normal structure of bronchus in the right…

3D reconstruction CT showing (A)…

3D reconstruction CT showing (A) atresia of the B3 bronchial trunk of the…

Congenital bronchial atresia of the…

Congenital bronchial atresia of the anterior segment (B3) of the right upper lobe.…

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DOI: 10.54097/6d1mgg77
Corpus ID: 270599485

Talent Chain Empowerment and Organizational Competitiveness: A Case Study of Starbucks

Yixiang Wang
Published in Highlights in Business… 9 April 2024
Highlights in Business, Economics and Management

12 References

It’s worth it high performance work systems for employee job satisfaction: the mediational role of burnout, cross-cultural human resource management research by the case of starbucks (china), the relationship between talent management practices and retention of generation ‘y’ employees: mediating role of competency development, human resource management : a critical approach, the relationships between intangible organizational elements and organizational performance, human resources management, related papers.

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Multi-attribute monitoring with waters_connect™ peptide MAM: A formulation development case study

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Crisis Management in Projects: Strategies for Handling Unexpected Challenges

June 24, 2024

In the dynamic landscape of project management, unforeseen challenges often arise, threatening to derail carefully laid plans and jeopardize project success. This makes crisis management an indispensable facet of project management, wherein strategies are employed to handle unexpected adversities effectively.

At its core, crisis management in projects involves the proactive identification, swift response, and strategic resolution of crises to mitigate their impact on project objectives, timelines, and stakeholders.

Whether it’s a sudden budget shortfall, a key team member’s departure, or a global pandemic disrupting operations, the ability to navigate through crises is essential for project managers and teams alike. This introductory paragraph sets the stage for delving into the multifaceted realm of crisis management in projects, highlighting its significance and the imperative need for robust strategies.

By understanding the nature of project crises, preparing preemptive measures, and implementing effective response strategies, project teams can not only weather unexpected storms but also emerge stronger and more resilient, ready to tackle future challenges with confidence and agility.

In this exploration of crisis management strategies, we delve into the tactics and best practices that empower project professionals to navigate the tumultuous waters of project execution with skill and confidence.

Understanding Project Crises

Understanding project crises involves recognizing the diverse array of unexpected challenges that can jeopardize project success. These crises can manifest in various forms, such as budget overruns, schedule delays, resource shortages, technical failures, or stakeholder conflicts.

Common causes include inadequate risk assessment, scope creep, external market shifts, or unforeseen dependencies. When crises arise, they can disrupt project objectives, timelines , and stakeholder relationships, potentially leading to reputational damage and financial losses.

Effective crisis management begins with a comprehensive understanding of these potential crises and their underlying causes. By identifying and assessing risks early in the project lifecycle, project managers can proactively develop strategies to mitigate their impact. This involves not only anticipating specific risks but also considering their potential interdependencies and cascading effects.

Moreover, understanding project crises requires a proactive approach to social media monitoring and addressing emerging issues throughout the project lifecycle. In the event of a social media crisis , having a well-prepared response plan can mitigate potential damage to the project’s reputation.

Ultimately, by comprehensively understanding project crises, project teams can better prepare for and respond to unexpected challenges, minimizing their impact and maximizing the likelihood of project success.

Strategies for Preparing for Crises

Strategies for preparing for crises in project management involve proactive measures to identify, assess, and mitigate potential risks before they escalate into full-blown crises. This preparation is crucial for minimizing the impact of unexpected challenges on project objectives and ensuring swift and effective responses when crises occur. Free project management software can also be helpful.

Risk identification and assessment entail systematically identifying potential threats to the project’s success and evaluating their likelihood and potential impact. This process allows project managers to prioritize risks and allocate resources for mitigation efforts accordingly.

Contingency planning involves developing alternative courses of action to address potential crises, should they arise. This includes outlining specific steps to take and resources to deploy in response to different scenarios.

Establishing a crisis management team and communication plan ensures that there are clear roles and responsibilities assigned for managing crises, as well as established channels for communicating with stakeholders during times of uncertainty. Integrating email lookup tools can strengthen the team’s effectiveness in quickly accessing key contacts.

By implementing these strategies, project managers can enhance their project’s resilience and readiness to navigate unexpected challenges effectively.

Immediate Response to Project Crises

Immediate response to project crises is crucial for minimizing damage and restoring normalcy. As soon as a crisis emerges, the project team must swiftly activate the crisis management plan.

This entails promptly notifying all relevant stakeholders and assembling the crisis management team to assess the situation. Clear lines of communication should be established to ensure timely dissemination of information and instructions.

Once the crisis management plan is activated, the team must swiftly assess the severity and scope of the crisis. This involves gathering relevant data, conducting impact analyses, and identifying potential risks and vulnerabilities. With a clear understanding of the situation, the team can then prioritize response actions and allocate resources effectively.

Throughout the immediate response phase, it’s essential to maintain transparency and keep stakeholders informed of developments and actions being taken. This fosters trust and confidence in the project team’s ability to manage the crisis effectively.

By implementing these immediate response strategies, project teams can mitigate the impact of crises and lay the groundwork for successful resolution and recovery.

Implementing Crisis Resolution Strategies

Implementing crisis resolution strategies involves swift and decisive action to address the challenges at hand. Firstly, it requires deploying problem-solving techniques tailored to the specific crisis, whether it involves financial issues, resource constraints, or unforeseen technical hurdles.

In such situations, consulting with a digital marketing expert can provide insights into maintaining public relations and upholding the project’s reputation.

This may entail brainstorming sessions, root cause analysis, or utilizing decision-making frameworks to identify and prioritize solutions effectively.

Resource allocation and mobilization are crucial aspects of crisis resolution, ensuring that the necessary personnel, expertise, and tools are readily available to mitigate the crisis’s impact. Project managers must assess resource needs, redistribute tasks as necessary, and possibly secure additional resources to address the crisis promptly.

Stakeholder management and engagement are also pivotal during crisis resolution. Open and transparent communication channels must be established to keep stakeholders informed about the situation, actions being taken, and potential impacts on the project. Engaging stakeholders in the resolution process fosters team collaboration , builds trust, and garners support, essential elements for successfully navigating through crises.

Ultimately, implementing crisis resolution strategies requires agility, collaboration, and effective decision-making, alongside robust PR strategies to restore project stability and progress towards successful outcomes.

Post-Crisis Evaluation and Learning

Post-crisis evaluation and learning are critical aspects of crisis management in projects. Following the resolution of a crisis, it’s imperative to conduct a thorough assessment of the crisis response process to identify what worked well and areas for improvement.

For example, if you’re in the field service management field, evaluate how quickly the crisis management plan was activated, whether or not field service technicians were able to continue their work, how many service requests were delayed or canceled, etc.

This evaluation involves analyzing the effectiveness of implemented strategies, assessing the impact on project objectives, timelines, and stakeholders, and identifying any gaps or shortcomings in the crisis management plan.

Moreover, the post-crisis phase provides an opportunity for organizational learning. It involves capturing lessons learned from the crisis experience , including both successes and failures, and integrating them into future project planning and execution. This may entail updating project processes, procedures, and risk management strategies to enhance the organization’s resilience to similar challenges in the future.

Additionally, post-crisis evaluation and learning foster a culture of continuous improvement within the project team and the organization as a whole. By reflecting on past experiences, identifying best practices, and implementing corrective actions, project teams can better prepare for and respond to future crises, ultimately improving project outcomes and stakeholder satisfaction.

Case Studies and Examples

In the section on “Case Studies and Examples,” real-world instances of project crises and their management strategies will be explored to provide concrete illustrations of the concepts discussed.

These case studies will delve into diverse industries such as construction, IT, healthcare , and more, showcasing a range of unexpected challenges that projects may encounter. Each case study will outline the specific crisis faced, including its causes, impact on project objectives, and stakeholder involvement.

Moreover, the section will highlight both successful and unsuccessful crisis management scenarios, offering valuable insights into the effectiveness of different strategies and approaches. By analyzing these examples, readers can glean practical lessons and best practices for handling crises in their own projects.

Additionally, the case studies will serve to underscore the importance of proactive planning, swift action, and effective communication in mitigating the adverse effects of project crises. Overall, these real-world examples will enrich the understanding of crisis management strategies and inspire project managers to adopt resilient practices in their project endeavors.

In conclusion, effective crisis management is a cornerstone of successful project delivery, enabling teams to navigate unforeseen challenges with resilience and agility.

By implementing proactive strategies such as risk identification, contingency planning, and clear communication protocols, project managers can minimize the impact of crises and maintain progress towards project objectives.

The ability to respond swiftly and decisively during times of crisis is essential, requiring the activation of pre-established crisis management plans and the deployment of resources and expertise as needed.

Moreover, post-crisis evaluation and learning play a crucial role in improving future project resilience, allowing teams to glean valuable insights and refine their approaches based on experience.

Through case studies and examples, we see the transformative power of effective crisis management in mitigating risks, preserving stakeholder confidence, and ultimately ensuring project success.

As projects continue to evolve in complexity and uncertainty, the importance of robust crisis management capabilities cannot be overstated. By embracing a proactive mindset and leveraging the lessons learned from past crises, project teams can navigate the unpredictable terrain of project management with confidence and composure.

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Change Management Case Study Examples: Lessons from Industry Giants

Explore some transformative journeys with efficient Change Management Case Study examples. Delve into case studies from Coca-Cola, Heinz, Intuit, and many more. Dive in to unearth the strategic wisdom and pivotal lessons gleaned from the experiences of these titans in the industry. Read to learn about and grasp the Change Management art!

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Managing Organisational Change Effectively

In the fast-paced world of business, staying ahead means being able to adapt. Have you ever wondered how some brands manage to thrive despite huge challenges? This blog dives into a collection of Change Management Case Studies, sharing wisdom from top companies that have faced and conquered adversity. These aren’t just stories; they’re success strategies.

Each Change Management Case Study reveals the smart choices and creative fixes that helped companies navigate rough waters. How did they turn crises into chances to grow? What can we take away from their successes and mistakes? Keep reading to discover these inspiring stories and learn how they can reshape your approach to change in your own business.

Table of Contents

1) What is Change Management in Business?

2) Top Examples of Case Studies on Change Management

a) Coca-Cola

b) Adobe

c) Heinz

d) Intuit

e) Kodak

f) Barclays Bank

3) Conclusion

What is Change Management in Business?

Change management in business refers to the structured process of planning, implementing, and managing changes within an organisation. It involves anticipating, navigating, and adapting to shifts in strategy, technology, processes, or culture to achieve desired outcomes and sustain competitiveness.

Effective Change Management entails identifying the need for change, engaging stakeholders, communicating effectively, and mitigating resistance to ensure smooth transitions. By embracing Change Management principles, businesses can enhance agility, resilience, and innovation, driving growth and success in dynamic environments.

Top Examples of Case Studies on Change Management

Let's explore some transformative journeys of industry leaders through compelling case studies on Change Management:

1) Coca-Cola

Coca-Cola, the beverage titan, acknowledged the necessity to evolve with consumer tastes, market shifts, and regulatory changes. The rise of health-conscious consumers prompted Coca-Cola to revamp its offerings and business approach. The company’s proactive Change Management centred on innovation and diversification, leading to the launch of healthier options like Coca-Cola Zero Sugar.

Strategic alliances and acquisitions broadened Coca-Cola’s market reach and variety. Notably, Coca-Cola introduced eco-friendly packaging like the PlantBottle and championed sustainability in its marketing, bolstering its brand image.

Acquire the expertise to facilitate smooth changes and propel your success forward – join our Change Management Practitioner Course now!

2) Adobe

Adobe, with its global workforce and significant revenue, faced a shift due to technological advancements and competitive pressures. In 2011, Adobe transitioned from physical software sales to cloud-based services, offering free downloads or subscriptions.

This shift necessitated a transformation in Adobe’s HR practices, moving from traditional roles to a more human-centric approach, aligning with the company’s innovative and millennial-driven culture.

3) Heinz

Berkshire Hathaway and 3G Capital’s acquisition of Heinz led to immediate, sweeping changes. The new management implemented cost-cutting measures and altered executive perks.

Additionally, it introduced a more insular leadership style, contrasting with 3G’s young, mobile, and bonus-driven executive team.

Commence on a journey of transformative leadership and achieve measurable outcomes by joining our Change Management Foundation Course today!

4) Intuit

Steve Bennett’s leadership at Intuit marked a significant shift. Adopting the McKinsey 7S Model, he restructured the organisation to enhance decision-making, align rewards with strategy, and foster a performance-driven culture. His changes resulted in a notable increase in operating profits.

5) Kodak

Kodak, the pioneer of the first digital and megapixel cameras in 1975 and 1986, faced bankruptcy in 2012. Initially, digital technology was costly and had subpar image quality, leading Kodak to predict a decade before it threatened their traditional business. Despite this accurate forecast, Kodak focused on enhancing film quality rather than digital innovation.

Dominating the market in 1976 and peaking with £12,52,16 billion in sales in 1999, Kodak’s reluctance to adopt new technology led to a decline, with revenues falling to £4,85,11,90 billion in 2011.

Get ready for your interview with our top Change Management Interview Questions .

In contrast, Fuji, Kodak’s competitor, embraced digital transformation and diversified into new ventures.

Empower your team to manage change effectively through our Managing Change With Agile Methodology Training – sign up now!

6) Barclays Bank

The financial sector, particularly hit by the 2008 mortgage crisis, saw Barclays Capital aiming for global leadership under Bob Diamond. However, the London Inter-bank Offered Rate (LIBOR) scandal led to fines and resignations, prompting a strategic overhaul by new CEO Antony Jenkins in 2012.

Changes included rebranding, refocusing on core markets, altering the business model away from high-risk lending, fostering a customer-centric culture, downsizing, and embracing technology for efficiency. These reforms aimed to strengthen Barclays, improve shareholder returns, and restore trust.

Dive into the detailed Case Study on Change Management

Conclusion

The discussed Change Management Case Study examples serve as a testament to the transformative power of adept Change Management. Let these insights from industry leaders motivate and direct you as you navigate your organisation towards a path of continuous innovation and enduring prosperity.

Enhance your team’s ability to manage uncertainty and achieve impactful results – sign up for our comprehensive Risk Management For Change Training now!

Frequently Asked Questions

The five key elements of Change Management typically include communication, leadership, stakeholder engagement, training and development, and measurement and evaluation. These elements form the foundation for successfully navigating organisational change and ensuring its effectiveness.

The seven steps of Change Management involve identifying the need for change, developing a Change Management plan, communicating the change vision, empowering employees, implementing change initiatives, celebrating milestones, and sustaining change through ongoing evaluation and adaptation.

The Knowledge Academy takes global learning to new heights, offering over 30,000 online courses across 490+ locations in 220 countries. This expansive reach ensures accessibility and convenience for learners worldwide.

Alongside our diverse Online Course Catalogue, encompassing 17 major categories, we go the extra mile by providing a plethora of free educational Online Resources like News updates, Blogs , videos, webinars, and interview questions. Tailoring learning experiences further, professionals can maximise value with customisable Course Bundles of TKA .

The Knowledge Academy’s Knowledge Pass , a prepaid voucher, adds another layer of flexibility, allowing course bookings over a 12-month period. Join us on a journey where education knows no bounds.

The Knowledge Academy offers various Change Management Courses , including the Change Management Practitioner Course, Change Management Foundation Training, and Risk Management for Change Training. These courses cater to different skill levels, providing comprehensive insights into Change Management Metrics .

Our Project Management Blogs cover a range of topics related to Change Management, offering valuable resources, best practices, and industry insights. Whether you are a beginner or looking to advance your Project Management skills, The Knowledge Academy's diverse courses and informative blogs have got you covered.

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Session 9A: Percolator: Theory and Praxis of Liberatory Justice in Public Service Organizations: Rewards, Challenges, and the Way Forward

08:30

, , and

08:30	important intermediate mechanisms in the causal linkage between PBF and student success. A few studies have examined PBF-driven shifts in spending patterns in public institutions, finding only marginal to null average treatment effects on financial priorities of public four-year institutions (Rabovsky, 2012; Kelchen & Stedrak, 2016; Hu et al., 2022). However, changes in institutional processes often take time and financial priorities of incentivized institutions may evolve over time as institutions learn and adapt to their changing state funding environments (Heinrich & Marschke, 2010; Mizrahi, 2020). This study examines the dynamic shifts in institutional spending in public four-year institutions subject to PBF policies and by minority-serving institution (MSI) status. The study leverages institution-level data from IPEDS and a comprehensive state-level PBF dataset and employs event study analysis. Understanding the dynamic changes in institutional spending over multiple periods may provide information on why PBF policies continue to yield limited improvements in college completion outcomes. Evidence on the dynamic shifts in institutional spending may also enable states to better design and implement performance incentives that induce desirable institutional changes and improve student outcomes ultimately.
08:45	, and
09:00
09:15	and

08:30
08:45	and
09:00	and
09:15	, and Our analysis employs multivariate regression and other methods, considering variables for major threat categories, consequences of terrorist attacks, and terrorist funding potential through irregular trade. Additional control variables include political, power, and demographic factors. This approach provides a more comprehensive assessment of terrorism risks and funding allocation efficiency.

08:30	and The latter has become especially salient in public administration, with social equity being elevated as a core public service value and the demonstrated performance benefits of a(n) (effectively managed) diverse workforce. More historically, public organizations have sought to be demographically representative institutions, with recognizable implications for responsiveness among street-level bureaucrats, especially in arenas with administrative discretion (Keiser et al., 2002). The objective of this paper is to address these policy-salient concerns by examining what qualities of public sector jobs are most attractive across age groups, as well as race and gender. To do so, we utilize a large-scale pre-registered conjoint experiment that allows us to make valid inferences on the impact of our independent variables on job attractiveness. Our contributions are two-fold: first, we compare the simultaneous effects of a range of variables on job attractiveness whereas previous work has examined them in isolation; and secondly, we devote specific attention to comparing differences in the needs and work values of individuals across age groups. The findings highlight what matters the most in how job seekers self-select into differing organizational/policy domains, professional contexts, as well as job characteristics. The paper ends with a discussion of the findings and future work to advance this area of research.
08:45	and This study focuses on one such stressed organizational context -child welfare services- and uses the job demands-resource model to unpack the reform needed to motivate and engage child welfare caseworkers. By doing so, it builds on the literature of how work engagement in public sector contexts, especially highly stressed ones, may be differently affected by clusters of job demands and resources. Using an explanatory sequential mixed method approach, the study first identifies the clusters of job demands and job resources that are antecedents of high satisfaction and overall work commitment in child welfare caseworkers. This is done by analyzing secondary survey data from the second cohort of the National Survey of Child and Adolescent Well-Being(NSCAW II). This analysis is followed by in-depth interviews with current child welfare caseworkers to understand the relative importance of the identified job demand and resource clusters. Additionally, the interviews will add richness to the study by unpacking the personal experiences of caseworkers in the post-pandemic public sector human service work environment. The study, therefore, will provide useful insights to better inform the design and implementation of human resource policy reforms in the public sector.
09:00	and In this paper, we develop a model for understanding where organizations fall on the continuum of preventing exclusion to promoting inclusion in their DEIA work. Preventing exclusion is associated with legal compliance, internal processes, and diversity inputs while promoting inclusion is associated with creating equitable environments where individuals feel a sense of belonging. We test this model using survey data from veteran serving organizations (VSOs) participating in 18 AmericaServes networks across the United States (n=1,000) and individual surveys of veterans utilizing services (n=2,731). We propose that how organizations define and do DEIA work has profound impacts for whether historically marginalized groups access and utilize services. We conclude with guidance for organizations to develop and implement substantive and systematic DEIA work. This work is funded by USAA and done in partnership with the D’Aniello Institute for Veteran and Military Families.
09:15	Specifically, this study explores the impact of organizational inclusion and justice on the behavioral pathways that employees strategically choose in response to harassment experiences and their willingness to report such incidents. The findings reveal diverse effects on behavioral choices: Enhanced justice significantly predicts both the willingness to report incidents and turnover intention, though it is not significantly associated with changes in assignment or transfer. Inclusion, conversely, exhibits nuanced effects across behavioral strategies, significantly predicting the willingness to report but demonstrating positive associations with turnover intention and transfer. Qualitative data further confirm that organizational inclusion and justice play a crucial role in reshaping policies to protect victims, although mixed perspectives exist among employees regarding their behavioral choices when addressing harassment experiences. The study highlights the substantial impact of organizational inclusion and justice as proactive measures in curbing misconduct within highly bureaucratic settings. However, it underscores the necessity for delicate management strategies to ensure effectiveness in addressing workplace harassment.

08:30	and
08:44	, and To address the gaps, we employ a quasi-experimental method, regression discontinuity (RD) design, based on school performance data and ratings from New York City public schools from 2007 to 2013. We find that performance signals affect overall turnover, but only at the lower end of performance ratings. Compared with schools earning a C grade, schools earning a D grade have higher levels of teacher turnover. Moreover, teachers from different racial groups respond to low-performance signals differently. Compared to their counterparts in schools that earned a C, white teachers in D schools are more likely to transfer to higher-rated schools. In contrast, Black teachers in D schools are more likely to exit NYC schools to join other districts or leave the profession entirely. This study deepens our understanding of employee turnover under performance regimes and shows an unintended effect of performance management: performance regimes drive minority teachers away and worsen the lack of representation.
08:58	, and This case study analyzes interviews with 23 CoC representatives, a survey of 114 CoCs (33% response rate), and HUD performance data. We find limited evidence that funding levels are associated with reported measures of performance. Broadly, our data show that governance complexities and environmental constraints violate many of the principal-agent assumptions embodied within performance management doctrine. At the same time, interviews suggest that some CoCs use HUD reporting requirements for varied purposes, including catalytic and discursive capacities (Musso and Weare, 2019; Moynihan, 2008; Nathan 2008). Overall, CoCs are building performance management systems capacities, but still face challenges regarding sustainable organizational culture. Impediments to performance include both internal organizational factors and external factors such as lack of housing, limited funding, and regulatory restrictions. Overall, the evidence supports a more cooperative and discursive model for capacity building rather than a top-down view of performance management governance in networked grant-in-aid systems.
09:12	and Our paper contributes to the collaborative performance literature. We argue that to understand shared data use during the implementation phase, we need to examine groups’ engagement with performance practices during the earlier planning and coordination phases using a temporal view. We also submit that the three mechanisms constitute broader theoretical streams that call for theorizing about specific causal pathways within them. We identify and examine three lower-level mechanisms that can help explain collective data use: ambiguity reduction, formality-informality complementarity, and identity creation. To develop and illustrate our arguments, we employ a mechanism-based case study. This approach relies on the use of explanatory narratives, and it is particularly appropriate if the unit of the analysis is a social, interactive process. As our case, we selected the Citizen Security Plan in Jamaica (2020-2023). The Plan is an initiative that aims to combine addressing crime and safety issues with efforts of community development. It was selected because it requires government to collaborate; it relies on the use of goals and data; and it allowed us to observe changes across project phases.

08:30	and This study conducts a nationwide survey of 50,000+ faculty at public postsecondary education institutions to assess what factors impact their awareness of student homelessness. We will conduct exploratory factor analysis to investigate a myriad of personal backgrounds, professional experience, university engagement, and campus resource item variables. We hypothesize that faculty with personal experience with homelessness, those in human service and social work fields, and those who frequently engage with their university resources are more likely to have increased awareness of student homelessness. Data collection was completed in December 2023.
08:45	To accomplish this, I will employ a two-way fixed-effect model using data sourced from the U.S. Census Bureau, Georgia Department of Education, Governor’s Office of Student Achievement, and National Center for Education Statistics (NCES). The dataset spans the school years from 2011 to 2019, with dependent variables of financial outcomes (total expenditure, instructional expenditure, fixed cost) and student outcomes (Georgia Milestones scores, graduation rate, school safety index).
09:00
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08:30	, and To study this, we investigate disaster resilience planning in a rural county in the Southeast of the US exposed to several natural disasters, including tornadoes, ice storms, and strong winds. The county is characterized as having a high level of social vulnerability compared to the rest of the US (US Federal Emergency Management Administration, 2023). The empirical base includes data from observations of local government public meetings, content analysis of relevant planning documents, and interviews with collaborative partners. The data are analyzed using social network analysis methods, including descriptive and inferential techniques. The findings have implications for public management theory and practice in resilience planning.
08:45	, and
09:00
09:15	and

08:30

Ordinal representation pertains to altering the order of representation among bureaucrats when cardinal representation cannot be improved. For instance, in an organization with four bureaucrats where two are female and two are male regarding gender representation, cardinal representation cannot be enhanced. To address the question of whether ordinal representation holds significance in coproduction, this study examines the ordinal effects of gender representation on individuals’ decisions to coproduce.

By employing two distinct policy areas—recycling and emergency preparedness—the study randomizes the order of female officials in a setting with two males and two females, where gender representation cannot be enhanced in a cardinal manner. Both experiments failed to consistently identify evidence of the ordinal effects resulting from placing females in different orders on citizens’ overall willingness to coproduce. However, the results revealed a pattern indicating that the gender of the chief leader influences an increase in the willingness of others of the same gender—and simultaneously decreases the willingness of their gender counterparts—to participate in coproduction.

08:45

09:00

, and

08:30
08:45	, and
09:00	and
09:15

08:30	and This paper addresses the widening academic gap and examines the role of public education in fostering academic equity. This study responds to the call for a more holistic understanding of what perpetuates academically successful youth from historically inequitable backgrounds by linking the individual with their greater environment (McCoy & Bowen, 2015). Specifically, we ask, “what individual and institutional factors promote equitable access to higher education across marginalized student identities?” We propose a two-level, intersectional public education equity framework. The framework is tested using data from surveys conducted among 1,400+ high school seniors and 50 guidance counselors in ten public high schools in the United States. The findings reveal misalignments between schools and individuals regarding perceptions of protective factors for social equity, indicating significant variations in the factors believed to impact access to higher education. Additionally, the study identifies certain risk factors for academic inequity, such as homelessness, first-generation status, lack of school resources, and financial constraints, which can be mitigated through protective factors such as societal expectations, family support, mentorship programs, and peer norming.
08:45	Research on place-based incentives has primarily focused on single incentive programs, concentrating on property values or job creation as desired outcomes. Few studies have compared multiple place-based investments or evaluated the combination of investments and resulting changes in equitable access to capital for neighborhood residents. This paper contributes to existing research by analyzing several programs—Community Development Block Grant (CDBG), Neighborhood Opportunity Fund (NOF), New Market Tax Credit (NMTC), Property Tax Abatement (PTA), Small Business Improvement Fund (SBIF), and Tax Increment Financing (TIF)—and how the related investments alter the racial composition of neighborhoods as a result of home loan approvals. In doing so, this paper offers a better understanding of and policy prescriptions for enhancing social equity when redeveloping and revitalizing local communities in need.
09:00	, and We explore these tensions by drawing on quality rating data from England's Care Quality Commission to compare service quality across health and social care organizations that are government-run, CICs "spun-out" of the state, or privately-founded CICs. Specifically, we use ordered logit regression models to compare over 2,000 quality ratings of these three types of providers across five dimensions: safe, effective, caring, responsive, well-led, plus an overall rating. We draw on a 'publicness' theoretical framework to explore whether and to what extent public or private ownership, as well as the loss of public ownership through the ‘spin-out’ of public services into independent social enterprises, impacts quality. Our initial results show that overall, both types of social enterprise CICs performed better than government-run services, whilst non-spin-out CICs performed best on caring and responsive and spin-out CICs performed best on safe and effective dimensions.
09:15	and

08:30	and
08:45	and Understanding this is important, first, because officials often have a more comprehensive view of local financial health than objective financial indicators can capture alone. Compared to information contained in financial statements, commonly used for indicators, local practitioners possess broader relevant data and a nuanced understanding of what it means in the local context. Second, local government officials, i.e. individuals positioned within a network of government and community actors, ultimately make local investment, policy, and programmatic decisions. As such, when it comes to understanding policy outputs, their perceptions of their municipality’s financial condition arguably matter more than objective measures. Drawing from open system theory and the literature on perceived organizational outcomes, this research aims to explore whether public managers holding positions in different city departments have systematically different views on financial health. This research examines survey data from city officials in 273 Kansas cities with populations over 500. The survey, conducted between September 2023 and January 2024, targeted professionals in five positions—City Administrator and Directors of Public Works, Planning and Finance. Through descriptive and empirical analysis, this research illuminates how perceived local financial conditions in influence the decisions and fiscal responses across different organizations.
09:00	and
09:15	, , , and

10:15	and Building upon previous works on policy designs of net energy metering, which have gained less attention despite its prevalence, we explore different tariff designs and create indexes encompassing various NEM tariffs. Using panel data (about 200 investor-owned utilities in 50 states from 2013 to 2021), we evaluate how different tariff designs have affected the penetration of distributed solar. By studying the correlation between policy designs and the adoption of DERs, our study contributes to policy design literature, understanding how various policy designs affect policy outcomes and how to design policies for other distributed resources.
10:30	and Strategic management is often touted as an approach for integrating strategy formulation and implementation in response to environmental challenges. As one of the popular approaches used by the public sector, strategic management is often touted as a means for effective public service delivery. However, it is unclear whether current strategic management approaches are up to the task of addressing climate-related threats to the sustainability of public services at the local level where problems are fundamentally transboundary and require coordination across typical silos. We address this gap by asking: What manager-led processes drive resource-constrained cities to adapt their capabilities to the accelerating impacts of climate change? Using a novel mixed methods approach combining survey, text analysis of planning documents, and interviews, we examine how resource-constrained cities in Indiana integrate their capabilities and planning in response to climate change in the context of GSI.
10:45
11:00	and While regulatory competition suggests a state would relax its enforcement on an entity when its corporate siblings (entities that belong to the same company) in other states have been penalized for violations, regulatory learning theory, predicts otherwise. When an entity’s corporate siblings become violators, it tarnishes the reputation of the whole company and indicates possible wrongdoing of the focal entity itself, prompting regulators to increase scrutiny on the focal entity. We test the two competing theories using a facility-level panel dataset of Clean Air Act enforcement actions. Preliminary results show a mixed pattern. While regulators increase enforcement on a facility when its same-industry siblings located in the same state become high priority violators (regulatory learning dominates), they relax enforcement on the focal facility if the same-industry violator siblings are in competitor states (regulatory competition dominates).

10:15

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, , and

10:45

Public Administration scholars must pay attention to this restructuring and its impacts to agency adjudication practices. This working systematic review of the Federal Administrative Judiciary will analyze distinct approaches employed by legal and public administration scholars to explore the conceptual and very practical tension between judicial independence and bureaucratic discretion. As the first systematic review regarding this topic, I expect to chronicle the development of these positions within the federal government by exploring institutional collaboration and influences. And finally, I hope to identify topics that may bolster comprehension of administrative adjudication in the USA.

This presentation is relevant to the overall theme of “Bringing Theory to Practice”. As a heavily applied social science, public administration scholars focusing in management must attend to the legal discourse, particularly regarding judicialized employees. ALJs are in such a position within an agency to provide a unique bridge between public administration and the legal discipline. With the ongoing restructuring of their position, there are ample opportunities for practice to also inform theoretical innovation.

10:15	and
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10:57	and The aim of our review is twofold. First, given the potential of relational contracting as an alternative to traditional contracting in complex situations, we aim to examine how relational approaches may or may not be a viable alternative to traditional transactional approaches. Second, we aim to contribute to the existing literature by developing an integrative framework of relational contracting as a way of managing buyer-supplier relationships in public procurement. Using ASReview Lab, an open-source machine learning software, we identify, collect, and assess relevant articles on this topic. Based on the findings, we develop an integrative framework of relational contracting in public procurement and present a research agenda to tackle theoretical and empirical lacunas in research into relational contracting.

10:15	, , , and While previous literature discusses how politics and power structure shape global public policy and governance transformation, there is a notable gap in understanding grassroots-based practices that explore innovative narratives, actors, and strategies to establish a community of practices for poverty reduction in the global south. To address this research gap, we outline a processual, multilevel, network-centric perspective by investigating two community-based poverty reduction cases in Africa and China. Our findings reveal that development narratives, actors’ networks, and pragmatically evolutionary practices constitute the three key pillars for building a community of practice focused on poverty reduction in the global south. The paper contributes to the literatures on the role of action research in poverty reduction in the global south, aligning with the first priority of the Sustainable Development Goals (SDGs). Meanwhile, it highlights the significance of knowledge network in the formulation and implementation of public policies. The study also bridges the knowledge gap between development theory and practical applications in poverty reduction in the global south.
10:30
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11:00	and Our mixed method study takes place in the Puget Sound Basin of Washington state, where we gather data on stakeholder perceptions from approximately 48 CGRs working on ecosystem recovery. We use an exploratory sequential design, starting with interviews to generate a list of indicators with which stakeholders evaluate usefulness of scientific information. We then draw on this list to develop a survey sent to approximately 800 stakeholders. Our initial data show that scientific information is considered most useful when it comes from a reputable source and is produced transparently. Unexpectedly, less valuable indicators of usability included peer-review and co-production with information users. Our study contributes to CGR theory on knowledge management, identifying qualities that may enhance likelihood that information influences joint decisions. It also offers policy implications for information producers, suggesting ways to enhance information’s usability for practitioners in ecosystem recovery.

10:15	, , and
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10:45	and Our quantitative study investigates the link between learning organization and job satisfaction and the mediating role of psychological safety in a policing context. We use the dimensions of learning organization questionnaire (DLOQ) developed by Watkins and Marsick (1997), Edmonson’s (1999) instrument for measuring psychological safety and the short index of job satisfaction (Sinval & Marôco, 2020). The participants in our study are experienced German police officers selected for future leadership positions.
11:00	Seeking to identify effective and efficient outreach methods, in 2023 the Northeast Ohio Regional Sewer District conducted a field experiment involving 56,000 households in the Cleveland, Ohio metropolitan area. Using a conjoint design, the experiment randomly assigned households to a control condition or one of up to 56 combinations of treatments. Treatments included black and white postcards, color postcards, letters from the utility, letters from a community organization, English-only messages, bilingual messages, and multiple mailings. Some mailings framed assistance in terms of dollar value, while others expressed benefits as percentage discounts. Results indicate that direct mail significantly increased CAP inquiries, and that a single, simple black-and-white postcard was the most cost-effective medium. Surprisingly, messaging variables did not drive significantly different response rates. The study is a model of university-government collaboration, and its findings provide unprecedented evidence about direct mail as a means of reducing learning burdens for public assistance programs.

10:15
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10:45	To understand data and data skills in city governments, this research proposal uses survey results from local government chief administrators in the census west region of the United States. The findings of this exploratory research suggest that 1) a data-skills gap exists in local government, 2) data skill expertise contributes indirectly to a chief administrator’s satisfaction in their organization’s overall data skills, and 3) data capture, curation, and analysis skills have smaller skill gaps compared to data communication and application skills. The findings provide important insight into the data skill needs of local governments and help identify important research questions for local governments and the acquisition of data skills.
11:00	, and To answer this question, we employ a conjoint experiment on high-level directors in local government to determine their interest in applying to management positions given different job characteristics. Our conjoint survey experiment asks respondents to make four discrete choices between paired job descriptions. These job descriptions vary in characteristics of the work of city managers including the flexibility of the schedule, after-hours commitments, paid time off, perceived stability of the position, and requirements for public engagement. The data is then analyzed considering the respondent characteristics, position, mentorship, and family life considerations to more comprehensively explore the propensity of women to seek out next-level managerial roles based on these job requirements. This paper disentangles the question of whether women would be more interested in applying to city management roles if the position was designed differently. This study offers local governments recommendations for rethinking the nature of the city manager role.

10:15	, and
10:30	, and
10:45	and Our findings indicate that self-motivation emerges as a significant factor positively influencing innovative behavior among national civil servants. Individuals who exhibit a strong internal drive and intrinsic motivation are more likely to engage in innovative practices, contributing to a culture of creativity within the public sector. Peer trust also emerges as a noteworthy factor associated with enhanced innovative behavior. Surprisingly, institutional support, often considered as a key determinant in fostering innovation, was not found to have a significant impact on innovative behavior in our study. Similarly, the presence of competition among organizations within the public sector was not found to significantly influence innovative behavior among national civil servants. This nuanced finding invites a deeper exploration of the nature of competition and its implications for fostering innovation within the unique dynamics of national civil service environments. The implications of these findings are substantial for public sector leaders and policymakers:.recognizing the importance of cultivating self-motivation and fostering peer trust can serve as a strategic approach to promote innovative behavior among civil servants.
11:00	and

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10:30

10:45

and

We argue that team leadership assignments are gendered in ways that will disadvantage women. Whereas men are likely to be given leadership assignments that are conducive to continuing career progress within their organizations, women are likely to be given leadership assignments that hamper their progress. One reason for this is *structural*: Women and men begin their careers in different types of teams, and consequently accumulate early-career experiences that delimit their future leadership opportunities in divergent ways. A second reason is *aspirational*: Women who are candidates for open leadership positions will be inclined to doubt their qualifications, to be skeptical of their leadership capabilities, and to experience anxiety about assuming formal team-level leadership responsibilities. And a third reason is *stereotypical*: Organizational stakeholders who have input into promotion decisions will harbor differing expectations about women's and men's leadership potential, expectations that will tend to be more negative when it comes to women's leadership capacities.

We test these expectations using longitudinal, individual-level personnel data on United States federal employees.

10:15	However, in contrast to employees, politicians can be conceived as organizational outsiders. Instead, we therefore argue that political considerations affect how politicians assess and value performance measures. Specifically, we hypothesize that (a) politicians will perceive performance information featuring high and low performance signals differently, but also that (b) political ideology in terms of being aligned/opposed to the measured public services and (c) being affiliated/in opposition to the ruling political coalition will affect their perceptions. To test these hypotheses, we conducted a pre-registered survey experiment among political candidates for Danish regional councils charged primarily with governing health care services (n=885). Respondents were randomly exposed to either no information or true performance information (high/low) about their own region’s health care system. They were then asked to evaluate the validity, legitimacy, and usefulness of the information, and whether they wanted to receive additional information. The results have potentially important practical implications concerning when political decision-makers are willing to trust and use performance information and policy evidence.
10:30	The model captures three dimensions at which legitimacy can be created or undermined: the political articulation of public interests (input), the administrative implementation process (throughput), and the results achieved for citizens (output). A comprehensive review of the literature will be structured along the ITO model. Initial findings suggest that results for 1) input and 2) output are mixed, while they are most promising regarding 3) throughput legitimacy. First, while performance systems can increase political control, they are modest regarding strengthening minority interests. The management literature laments that a stronger results focus has not been accompanied by more resource autonomy, but such an increase in control is not a problem from a legitimacy perspective. At the same time, though performance systems can be pluralist in nature, evidence suggests they often reinforce existing power differentials. Second, research documents that performance systems improve outcomes, but gains may not be necessarily equitable. Third, they can enhance the evidence base for decision making, and bias here is less of an issue from a democratic perspective if it reflects political values. Performance systems create process legitimacy if they capture citizen feedback, structure interactions between government and civil society, and increase citizen trust.
10:45	and In this paper, we revisit the relationship between politics and administration, emphasizing how politics can influence agency performance even in the most professional and high performing agencies. We describe the mechanisms by which political alignment or misalignment influence performance. We detail how presidents work to 1) change outputs by directly influencing agency capacity (e.g., budget and personnel levels) and 2) change outputs without directly targeting capacity by using the tools of the administrative presidency to let capacity idle, reorient capacity, or diminish capacity indirectly. We test these relationships using newly created measures of agency performance for 139 U.S. federal agencies during the 2000-2022 period. The new measures combine dozens of subjective and objective measures of performance that vary across agencies and time. We conclude with the implications of our findings for future research focusing on the intersection of both politics and management.
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Midland's Digital Pathway to Improved Judicial Efficiency

-- resource type , success stories , trending topics , data and transparency , digital government , efficiency , leadership , solutions , courts & justice , supervision , products , enterprise supervision , sector , states , counties , tyler excellence award winners --.

Population : 134,066
Department Spotlight : Pretrial Services
TEA Award Category: Data & Transparency

In the vast expanses of Midland County, Texas, known for its rich oil history that fuels its economy, a culture of innovation paints the landscape of community and governance. This spirit of innovation earned Midland County a 2024 Tyler Excellence Award for Data and Transparency, honoring its dedication to improving community services through digital transformation. At the forefront is the Midland County Pretrial Services Department, adopting an advanced case management system designed to enhance efficiency.

The Challenge

The Midland County Pretrial Services Department grappled with a case management system rife with discontinuations and lacking automation and essential updates, affecting public service delivery. "Our previous case management was a lot of manual processes," said Justin Stephenson, Midland County’s IT Project & Infrastructure Manager. Stephenson saw this challenge as an opportunity to implement a software solution that not only improved capabilities but also integrated everything into a single system. "We needed a more robust, user-friendly, and data-driven solution," Stephenson shared, pointing out the former system's shortcomings such as insufficient platform and database features, difficult outcome tracking, and its looming obsolescence. The outdated system hindered essential integrations with courts, jails, and associated agencies, highlighting the critical need for an overhaul.

Integration

Determined to enhance operations, Midland County spearheaded a strategy to transform its case management system using Tyler Technologies' Enterprise Supervision, a comprehensive suite designed to streamline case management processes. This wasn't just an update — it was a strategic move to future-proof their technology and streamline processes across judicial operations.

This shift involved automating workflows, which fundamentally changed how cases are managed. "Tyler did a great job of helping us define business processes," noted Stephenson. However, it was the county’s proactive approach and detailed planning in collaboration with technology partners that ensured the project's success — not just the software itself.

Midland County's transition to this platform was not just an upgrade but a pivotal opportunity to enhance their operational capabilities. “[Software] can improve the workflow of your department and have a lot more functionality than just being a digital version of paper,” Stephenson says. “The new system has helped us streamline some of the processes in the department, get a better picture of cases out there, and brought everything into a single pane of glass so we can manage the entire office from one piece of software.”

From implementing e-signatures to enabling remote reporting, the integration phase took Midland's pretrial operations to new heights. "I think a lot of times we look at software to just be a digital version of the paper, and I think when you're evaluating software, consider what else it can do for you," said Stephenson. The department now boasts enhanced documentation accuracy, efficient task management, and seamless court operations — a testament to the thorough and collaborative integration process.

“We didn't realize at the time though, that working in parallel with all these projects, that we're able to come to a crossroads and create this integration. And that's going to be a huge win for us because now it's going to benefit all the departments of having everything, the data flow automatically instead of a manual process which creates errors," Stephenson stated when discussing cross-departmental benefits.

And that's going to be a huge win for us because now it's going to benefit all the departments of having everything, the data flow automatically instead of a manual process which creates errors

Justin Stephenson

Midland County’s IT Project & Infrastructure Manager

The benefits of this digital transformation are evident in the numbers and improved operational efficiency. Once managing a caseload of around 700 defendants monthly in 2012, Midland County now efficiently supervises over 2,000 defendants, addressing a staggering average caseload of 3,274. "We've seen a significant improvement in our ability to manage, monitor, and report on staff tasks, defendant activities, and operational outcomes," Stephenson highlighted. This scale of management efficiency was previously unimaginable and marks a significant milestone in Midland County's judicial administration.

The initiative resulted in a significant reduction in manual entries, creating a more dynamic and responsive system. Streamlined processes now allow for quicker document generation and better management of pretrial services, benefiting staff and citizens alike. From reducing jail times through efficient processing to improving record accuracy, Midland County’s efforts are making a tangible difference.

Looking forward, Midland County remains committed to pioneering innovations that bolster the efficiency and effectiveness of its judiciary system. Their journey stands as a beacon of inspiration for other communities facing comparable challenges, demonstrating that determination paired with strategic initiatives can lead to meaningful transformations.

Offering advice to other counties, Stephenson emphasizes collaboration and a holistic approach: “Work together in partnership and look at the big picture, not just solve the immediate problem, then look at how you can leverage the most out of what [the software] has to offer.”

Midland County's proactive approach to technology adoption and its strategic implementation demonstrate how a forward-thinking vision can drive significant improvements and positively impact the wider community. By developing a strong and flexible technology infrastructure, the county is well-equipped to meet future challenges and seize opportunities for continued progress and enhancement.

Learn More About Enterprise Supervision

Midland County earned a 2024 TEA Award using Tyler's Enterprise Supervision, transforming their case management system. Learn more about the solution they used .

Case Study Highlights

Increased monthly case capacity from 700 to over 2,000
Shifted to an automated case management system, streamlining judicial processes
2024 TEA Winner for revamping Pretrial Services with a new digital system

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Transforming Records Management: A Founder's Approach to Modern Record Retrieval Systems Access to crucial documents can make or break a case in the fast-paced business world. The Records Company understands this complexity and has built an efficient process that facilitates a more accessible way of retrieving medical, billing, and other critical documents.

By Ramsy Swamy Jun 25, 2024

Opinions expressed by Entrepreneur contributors are their own.

You're reading Entrepreneur India, an international franchise of Entrepreneur Media.

Access to crucial documents can make or break a case in the fast-paced business world. The Records Company understands this complexity and has built an efficient process that facilitates a more accessible way of retrieving medical, billing, and other critical documents.

Through the vision of its founder, Grady Marin, an alumnus of Harvard Business School and Said Business School at Oxford University, The Records Company has delivered over a million documents and expanded its operations from Ohio to the bustling city of Miami.

In an interview with Entrepreneur, Marin shares the challenges he faced along the way, the secrets behind the company's growth, and the role he plays in the future of the record retrieval industry.

Q&A with Grady Marin

How did your professional background and experiences shape your approach to business and leadership?

I have a diverse professional background spanning multiple industries. Initially, I aspired to be a lawyer, driven by a passion for helping others. However, my career path was changed when I joined a small tech company specializing in the .NET framework at its inception.

During this time, I worked with Dr. James K. Ross, who became a great mentor to me. Under his guidance, I developed an internal system to manage data and departmental processes for Ashland Oil/Marathon Oil.

Following my work in the tech industry, I transitioned to various roles in telecommunications, professional financial management, and legal firm management. In each position, I gained invaluable insights into different sectors' unique challenges and operational dynamics. Managing law firms and interacting with clients and courts gave me a deep understanding of businesses' legal and administrative aspects.

I am fortunate to have motivating and instructive mentors and experiences. These influences have taught me valuable lessons that contributed to my leadership growth.

What inspired you to enter the records retrieval industry, and what gaps did you identify that you aimed to address?

I was inspired to enter the records retrieval industry when I realized many manual processes in the legal field could be revolutionized through automation. Tasks such as handling files, contacting providers, and managing communication via fax, mail, or email consumed immense labor hours.

By automating these processes, I saw an opportunity to reduce labor and create a more efficient and expeditious system for retrieving and providing necessary data to settle claims. This motivated me to leverage my knowledge, experience, and determination to modernize the legal profession by founding a company focused on this approach.

How does The Records Company's technology solve the current issues in document retrieval and enhance its service delivery? What sets The Records Company apart from its competitors?

The Records Company leverages advanced technology to address the inefficiencies in medical record retrieval and enhance service delivery by integrating with providers to automate processes. This automation significantly reduces the manual effort traditionally required to handle records, such as making phone calls, sending faxes, or following up on requests.

Our dual focus on technology and personalized service sets The Records Company apart. We humanize our operations by working directly and personally with our customers and providers, emphasizing accountability and promptness.

How do you balance automation and human-centric service in your company's operations?

We do this through a strategic blend of technology and personalized interaction. Our approach ensures that while we leverage advanced automation to streamline processes, we still strongly focus on delivering personalized service.

We assign dedicated account managers to handle each medical and billing record request, work closely with customers and clients, and provide consistent support and communication. This personalized touch fosters a sense of partnership rather than a distant third-party relationship.

We also encourage our employees to interact directly with each other and our customers to promote a collaborative environment, making us an integrated extension of our client's offices rather than just a service operating in cyberspace.

What were some of the biggest challenges you faced when starting The Records Company, and how did you overcome them?

Finding customers was one of our biggest challenges when starting the business. My business partner, Agata Zachary, and I leveraged our legal contacts to pitch our service's value. Despite the familiarity, convincing them of the benefits and cost savings of outsourcing their record retrieval was challenging.

Many legal professionals hesitated to pay for our service, not realizing the hidden costs of having their employees handle the work.

To overcome this challenge, we emphasized the efficiency and reliability of our service, demonstrating how it pays for itself. For plaintiff attorneys, in particular, we highlighted that the settlement often covers our service costs as an out-of-pocket expense, further justifying the investment.

Under your leadership, The Records Company has expanded significantly. What are some of the milestones you are most proud of?

I am particularly proud of creating a modern, expansive workspace that is comfortable and productive. We've moved into a larger office with new amenities, such as a coffee bar and a break room, all set within a charming downtown area outside Cincinnati.

Expanding our operations to Miami, Florida, is another incredible milestone. This expansion has allowed us to diversify our team and better serve a broader range of clients. This has broadened our reach and embraced a more inclusive workforce, enriching our company culture and enhancing our service delivery.

Throughout our growth, we have built a reputation for excellence. While we may not be the cheapest option in the industry, our clients recognize the value of our comprehensive services. Beyond record retrieval, we provide accounting and reconciliation services, accuracy and performance reports, and consultative services.

How do you see the records retrieval industry evolving in the next five to 10 years, and what role do you envision The Records Company playing in that future?

The records retrieval industry will transform in the coming years, driven by technological advancements and an increasing demand for efficient data management. The current system in the US and globally is often antiquated and fragmented. Data is dispersed across various platforms and locations, making accessing comprehensive information quickly and efficiently challenging. This dispersed data is crucial for decision-making, whether for emergent health needs, insurance claims processing, or legal matters.

As artificial intelligence (AI) and machine learning technologies become more sophisticated, overhauling existing systems and creating a more advanced, efficient, and centralized means of retrieving information will become increasingly necessary.

Also, as I am currently testing as a CPA, we will soon offer more advanced accounting and auditing services. We plan to continue our advocacy efforts to push for systemic changes in data management practices. Our goal is to contribute to creating a more centralized and streamlined system for healthcare and legal data retrieval.

What are your long-term goals for The Records Company, and what steps are you taking to achieve them?

Our goal remains to solve businesses' problems by offering expert guidance and reliable services. To achieve this, we are leveraging our team of dedicated professionals, including individuals with advanced degrees, MBAs, and various certifications. Our team's expertise allows us to offer helpful advice to make businesses more financially successful.

We are also committed to maintaining the human touch in all our interactions. This means providing personalized, hands-on support to our clients, ensuring they feel valued and understood.

We at The Records Company are dedicated to helping our clients achieve their full potential while maintaining a personal and human touch in all our dealings.

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