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Purpose – The purpose of this paper is to explore the role of cross-functional teams in the alignment between system effectiveness and operational effectiveness after the implementation of enterprise information systems (EIS). In addition, it aims to explore the contribution of cross-functional teams to improvement in operational performance. Design/methodology/approach – The research uses a combination of qualitative and quantitative methods, in a two-stage methodological approach, to investigate the influence of cross-functional teams on the alignment between system effectiveness and operational effectiveness and the impact of the stated alignment on the improvement in operational performance. Findings – Initial findings suggest that factors stemming from system effectiveness and the performance objectives stemming from operational effectiveness are important and significantly well correlated factors that promote the alignment between the effectiveness of technological implementation and the effectiveness of operations. In addition, confirmatory factor analysis has been used to find the structural relationships and provide explanations for the stated alignment and the contribution of cross-functional teams to the improvement in operational performance. Research limitations/implications – The principal limitation of this study is its small sample size. Practical implications – Cross-functional teams have been used by many organisations as a way of involving expertise from different functional areas in the implementation of innovative technologies. An appropriate use of the dimensions that emerged from this research, in the context of cross-functional teams, will assist organisations to properly utilise cross-functional teams with the aim of improving operational performance. Originality/value – The paper presents a new approach to measure the effectiveness of EIS implementation by adding new dimensions to measure it. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this study is to examine the issues relating to recruiting highly skilled managerial and professional staff experienced by multinational companies (MNCs) manufacturing in six Asian countries, namely Indonesia, Malaysia, Philippines, Singapore, Taiwan and Thailand. Design/methodology/approach - Data collected from 529 MNCs were used to examine critical human resource planning and recruitment concerns of companies operating in high growth "Dragon" and newly developed "Tiger" economies. The study examined the differences in recruitment practices between manufacturing and service companies and the issues relating to how manufacturers maintain an adequate skills basis. Findings - There appears a considerable extent of battle for talent among Dragon and Tiger economies with the latter required to be more aggressive as they attempt to sustain growth. Manufacturing companies are experiencing a higher demand for more job-related managerial and technical capabilities whilst competing with service companies that are also in need for more talent. To succeed, manufacturing MNCs will need to adopt a strategic approach for recruitment and retention, and internal capability training to maintain their skilled employees in order to sustain competitive advantage. Originality/value - The results shown in the paper provide manufacturing MNCs with insights into managerial and professional recruitment trend in Asia. [ABSTRACT FROM AUTHOR]

Purpose - This paper aims to identify key elements of innovative culture using innovation audit tools. The research seeks to determine if factors such as the ability to collaborate are important in building a culture that supports innovation. Design/methodology/approach - Many firms are continually scanning the environment for sources of ideas for product or service innovations. to realise benefits from these practices, organisations need a culture that supports collaborations and a systematic approach to man work and uses the two cases studies to highlight some of the benefits of collaboration. Findings - The key role of leadership in the two cases is noted, however not all aspects of innovation culture are considered in these case studies and further research needs to consider different forms of ownership and governance. Collaboration supported by creative leadership can give small firms a competitive innovative edge, small businesses seeking to be innovative need to understand the importance of leadership and collaboration. Innovative organisations require a set of competences and capacities that enable them to win new business, these may be located within the organisation or they can be accessed externally. Research limitations/implications - This research considers two case studies and provides examples of characteristics of innovation cultures but the findings may not be generalisable to a wider population. Originality/value - The values that create an organisational culture and supports and encourages innovation needs to be embedded in the organisation. [ABSTRACT FROM AUTHOR]

Palliative care is a complex environment in which teams of health care professionals are constantly challenged to match the configuration of care delivery to suit the dynamics of the whole of a patient's bio-medical, social and spiritual situations as they change during the end of life process. In such an environment these teams need to engage in ongoing interaction between different professional disciplines, incremental improvement in care delivery, learning and radical innovation. This is aimed at combining operational effectiveness and strategic flexibility, exploitation and exploration in a way that ensures the best possible end of life experience for the patient. This paper examines previous research on the management competences and the organisational capabilities necessary for continuous innovation, and analyses evidence emerging from a study of palliative care. Work on the relationships between innovation capacities, organisational capabilities and team-based competence is drawn together. Evidence is presented from research into the management of innovation in palliative care. [ABSTRACT FROM AUTHOR]