Commitment Nets in Software Process Improvement

The Impact of Leadership Styles on Lean Implementation in Service Organizations: An Empirical Investigation

The Lean management, which is a product of the Toyota Production System and first codified to manufacturing by Womack et al. (1990) has experienced a long-term migration into the service industry over thelast 30 years. The rationalisational logic of lean, which is focused on generating maximum customer value by progressive extinction of the activities that do not add value and thus consume resources is sector-neutral in principle but highly context-specific in practice. Healthcare, banking, hospitality, retail, and the public sector service organizations have documented their operational efficiency, cycle time decrease, and customer satisfaction improvements when adopting lean (Henrique and Filho, 2020). Nonetheless, the failure rates of implementation are tough to go and industry estimates indicate that half to two-thirds of lean transformation projects cannot maintain initial improvements after three years (Bortolotti et al., 2021)

The Relationship Between Project Management and Overall Performance of a Company

In today's business environment, project management has become an important requirement for organizations of all sizes, from small businesses to large-scale enterprises. The implementation of project management tools and techniques is widely believed to be a major source of competitive advantage, enabling organizations to leverage their resources effectively. Project management encompasses several phases, including defining the project, execution, and monitoring. The goal of this paper is to analyze the impact that project management can have on the performance of a company. In doing so, various methodologies and tools are examined, along with how the impact of different systems varies. This research concludes that proper and successful project management results in excellent overall outcomes, while poor project management leads to poor company performance.

The Effectiveness of Hybrid Teams in the Context of Business Process Digitalization

The hybrid work format has become a new normal, but the question of what makes such teams genuinely effective remains open. Contrary to popular belief, the presence of digital platforms and advanced tools does not guarantee productivity growth. Moreover, technology investments often yield returns opposite to expectations - not because the software is substandard, but because structures and people cannot keep up with it. Based on a systematic review of studies published in recent years, the article shows that the root of the problem lies in the asynchrony of three components: technology, organizational design, and management culture. Each changes at its own pace, and it is the gap between them that becomes the main source of losses. The paper proposes a typology of organizational lags - temporal, competency-based, structural and cultural - as well as metrics and tools for their diagnosis and reduction. The main conclusion upends conventional logic: the effectiveness of hybrid teams is determined not by the level of digitalization, but by the degree of synchronization of changes. The results are addressed to managers who are looking not for another technology, but for a way to make what has already been implemented work.

Functional, process and process-project approaches to management: comparative analysis

The relevance of this research stems from the need to find effective models for managing organizations in the context of digitalization, accelerating change, and increasingly complex interfunctional interactions. This article provides a comparative analysis of functional, process-based, and process-project-based approaches to management. Their essence, organizational characteristics, strengths, and weaknesses are revealed. The paper outlines the key criteria for comparing these approaches: the object of management, the type of organizational structure, the distribution of responsibilities, the performance indicator system, and the advantages and risks of implementation. It is shown that the functional approach remains valuable for stable and regulated activities, the process-based approach focuses the organization on end-to-end value streams, and the process-project-based approach allows for the combination of sustainability of current activities with change management and organizational development.

Organizational DEI practices and positive outcomes

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Organizations need to ascertain whether their diversity, equity and inclusion (DEI) practices are having the intended positive impact on potentially disadvantaged employee groups. A key part of this process is deeper understanding of both objective and subjective (dis)advantage, which will subsequently enable the firm to implement a smaller number of DEI initiatives that are more accurately targeted to specific groups. The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

;Lecture Notes in Business Information