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\"Tips, techniques, and trends on harnessing dashboard technology to optimize business performance In Performance Dashboards, Second Edition, author Wayne Eckerson explains what dashboards are, where they can be used, and why they are important to measuring and managing performance. As Director of Research for The Data Warehousing Institute, a worldwide association of business intelligence professionals, Eckerson interviewed dozens of organizations that have built various types of performance dashboards in different industries and lines of business. Their practical insights explore how you can effectively turbo-charge performance-management initiatives with dashboard technology. Includes all-new case studies, industry research, news chapters on \"Architecting Performance Dashboards\" and \"Launching and Managing the Project\" and updated information on designing KPIs, designing dashboard displays, integrating dashboards, and types of dashboards. Provides a solid foundation for understanding performance dashboards, business intelligence, and performance management. Addresses the next generation of performance dashboards, such as Mashboards and Visual Discovery tools, and including new techniques for designing dashboards and developing key performance indicators. Offers guidance on how to incorporate predictive analytics, what-if modeling, collaboration, and advanced visualization techniques. This updated book, which is 75% rewritten, provides a foundation for understanding performance dashboards, business intelligence, and performance management to optimize performance and accelerate results.\"--

Purpose This study aims to delve into the relationship between open innovation and organizational effectiveness, expanding upon previous research that primarily focused on the impact of open innovation on firm performance. Design/methodology/approach Based on data collected from top- and middle-level managers across diverse sectors in India, the authors examined the intricate dynamics of open innovation and its effects on organizational effectiveness. The authors took two approaches to examine the data; using structural equation modeling and using the fuzzy set qualitative comparative analysis (fsQCA) approach. Findings This empirical evidence underscores the potential advantages of adopting open innovation practices within organizations. The contribution extends to both theoretical and practical domains. Research limitations/implications Theoretically, this research enriches the literature on open innovation and organizational effectiveness by providing empirical substantiation for their interconnection. Practical implications From a practical perspective, the findings offer actionable insights for practitioners and organizational leaders, suggesting that embracing open innovation can significantly enhance organizational effectiveness, ultimately fostering improved performance and competitiveness. The findings also have implications for external stakeholders aiming to engage with innovation-driven organizations for purposes of commercialization and knowledge exchange. Originality/value This study advocates for incorporating inbound and outbound open innovation practices within strategic decision-making processes to achieve organizational effectiveness.

PurposeThe present research focuses on improving the awareness related to soft total quality management (TQM) practices by looking from the viewpoint of strategic human resources (HR). In addition, it is intended to reflect on the resulting soft TQM-HR outcomes and determine the mediating effect between soft TQM-HR strategies and organizational effectiveness (OE).Design/methodology/approachAn exploratory research methodology with an online survey technique was adopted for the study. Three hundred and three managerial-level personnel from nine large Indian manufacturing organizations participated in the research. A theoretical model is projected and verified using correlation and mediation analysis.FindingsThe results show that commitment, reduced turnover intentions and satisfaction levels of employees mediate the relationship between resources, development and retention strategies and OE. However, the retention strategy has the strongest association with the OE of the three strategies. Also, of the three HR outcomes, satisfaction was strongly associated with OE. The analysis proved that the proposed model is an acceptable fit.Practical implicationsImplementing HR-related TQM strategies will likely impact OE since it elicits positive HR outcomes such as commitment, reduced turnover intention and satisfaction. Recognizing human resources as a unique strategic asset will help HR managers devise adequate resourcing, development and retention strategies instrumental in executing TQM.Originality/valueThe present micro study is unique in scrutinizing the influence of soft TQM-HR practices on organizational effectiveness by analysing the mediating effects of commitment, reduced turnover intention and satisfaction in Indian large-scale manufacturing organizations. The study is unique since no literature deciphers the linkages between HR strategies and organizational effectiveness in the Indian manufacturing sector.

This paper determines the profile of a family business that ensures the greatest engagement of family members in running a family business and has the strongest impact on the competitiveness of such an enterprise and its organisational effectiveness. The theoretical part addresses organisational effectiveness. It emphasises the variety of criteria and areas of its assessment and the relationships between organisational effectiveness and competitiveness. It discusses familiness as a unique resource and competitive advantage of family businesses. The analytical part presents the research methodology, including the authors’ formula for calculating the measure of familiness and the procedure for identifying the profile of a family business, ensuring the greatest familiness engagement in business activities, which affects the organisational effectiveness and competitiveness of family businesses. This procedure was based on applying the gray system theory (GST). The research was based on the incomplete numerical induction method on a targeted sample of 200 family businesses operating in Poland that met the research criteria. The results show that the features most responsible for the highest engagement of familiness in the family enterprise are the territorial scope and size of the company, and the age of the family member involved in the activities of the enterprise. Small and medium-sized enterprises operating on the domestic market, in which a family member aged 36-45 is involved, generate the highest level of familiness in all seven researched areas of organisational effectiveness, including in the area of goals, and also generate the highest level of competitiveness of family businesses.

Purpose This study aims to analyse the resilience strategy utilized by small and medium-sized enterprises (SMEs), enabling these businesses to effectively adapt their operations in response to varying conditions by providing them with essential resources. SMEs operate in marketplaces that are both dynamic and frequently tumultuous. These markets provide SMEs with a variety of obstacles, including economic ups and downs, advances in technology, evolving customer tastes and new regulatory requirements. SMEs need to create a strategic strategy to survive and grow in such situations. This strategy ought to help strengthen their resiliency and make it possible for them to make the most of emerging opportunities while simultaneously lowering the dangers. Design/methodology/approach The questionnaires adopted and adapted from previous research served as the basis for gathering the data. The manufacturing industry was polled through the use of questionnaires. To test the hypothesis, the data were analysed using Smart PLS. Through the use of closed-ended questions directed to the proprietors, managers or senior executives of SMEs, data were collected from each and every institution in the sample. Following the examination of the data by means of descriptive analysis and the presentation of several scenarios using information relating to SMEs, the findings were presented. Findings The ambidextrous strategies that are used by SMEs have a propensity to offer a constructive contribution to SMEs. In this study, it was discovered that ambidexterity, which is defined as the capacity to both seek and capitalise on possibilities, has a significant bearing on the organisational effectiveness of SMEs. The results showed that ambidextrous strategies have a propensity to work as mediators in interactions involving proactive resilience tactics and performance. Research limitations/implications The research expands our understanding of how SMEs in the manufacturing sector may improve their performance by concentrating on growing their ambidextrous strategies. Practical implications This study provides a plausible explanation of two crucial management mechanisms for enhancing the sustainability of organisational effectiveness. The relationships between ambidextrous capabilities and firm effectiveness are malleable, and this study suggests that nurturing formal and informal relationships may be the key to SMEs' long-term sustainable performance. Improving the knowledge and performance of supply chain systems for SMEs in the manufacturing sector and boosting their competitiveness in domestic and international markets are the practical contributions of this study. Social implications Our comprehension of monitoring, cooperation and innovation within social management was deepened as a result of these facts. In addition, the study conducted in the sector uncovered four essential connections that outline how managers should actively work towards lowering social risks, developing new possibilities and increasing business performance. These capacities and links, when taken as a whole, provide the foundation upon which an integrated framework and five research propositions are built. Originality/value This research offers a convincing explanation of fundamental management processes for enhancing the sustainability of organisational effectiveness. This research implies that developing formal and informal interactions may be the key to the sustainable performance of SMEs over the long run. The relationships between ambidextrous capabilities, methods and organisational effectiveness are flexible, and this study also suggests that these relationships may be shaped. The practical contributions made by this research include boosting the understanding and performance of supply chain systems for SMEs as well as the competitive power of these businesses in both local and international markets.

This study examines the impact of organisational effectiveness on job satisfaction among lecturers at Malaysian Teachers' Institutes, with burnout as a mediator. Data from 308 lecturers were collected using validated surveys to measure organisational effectiveness, burnout, and job satisfaction. Analysis using SPSS and AMOS, with bootstrapping for mediation, showed that higher organisational effectiveness reduces burnout (β = -0.722) and directly improves intrinsic (β = 0.452) and extrinsic (β = 0.347) job satisfaction. Burnout negatively affects job satisfaction (β = -0.40) and partially mediates its relationship with organisational effectiveness, with indirect effects of β = -0.248 (intrinsic) and β = -0.288 (extrinsic). These results confirm that organisational effectiveness enhances job satisfaction while reducing burnout, challenging previous views that burnout might positively influence satisfaction. The findings highlight improving workload distribution, leadership development, and well-being programs to boost lecturer retention and maintain education quality.

The definitive reference book with real-world solutions you won't find anywhere else The Big Book of Dashboards presents a comprehensive reference for those tasked with building or overseeing the development of business dashboards.

PurposeThe objective of this paper is to employ a model to expand the literature's comprehension of the organisational citizenship behaviour (OCB) phenomenon in the Indian banking sector. The authors examine OCB as a mediator of the relationship between job embeddedness (JE), self-efficacy (SE) and organisation effectiveness (OE). The authors also verify the moderating role of affective commitment (AC) on the JE, SE and OE relationship.Design/methodology/approachData for the purpose of this paper are collected from 568 employees in 89 branches of banks located in North and Central India using a survey questionnaire. The data collected were analysed using structural equation modelling (SEM).FindingsThe findings confirm the positive association between JE, SE and OE. The results also suggest that OCB mediates the association between the independent and dependent variables. Furthermore, the authors observed that AC moderates the OCB and OE relationship.Practical implicationsThe results of this examination will assist the employees to realise the substance of OCB in directing their performance towards OE. This investigation will inspire bank managers to notice that employee readiness to put in extra effort in a bank is primarily the effect of apt individual characteristics, namely JE and SE, that can be shaped and developed. Furthermore, this study draws the attention of bank managers towards the significance of AC, as an essential phenomenon to emotionally attach the employees to their organisation.Originality/valueThis study contributes to the existing literature on OCB by examining how OCB leads to desired outcomes and the conditions that promote the effect of OCB. The authors address these questions by building on a more contemporary perspective, i.e., PsyCap.

Orientation: The changing demands employees experience because of the turbulent and competitive world of work has increased their workload, necessitating a focus on their well-being to ensure their contribution to the effectiveness of organisations. Research purpose: The purpose of this study was to investigate the relationship between employee well-being (EWB) and organisational effectiveness (OE) in a South African bond origination company. Motivation for the study: Organisations need to improve their effectiveness to remain competitive and are dependent on the well-being of their employees to achieve this. Understanding the effect of EWB on OE can assist organisations in managing this relationship. Research design/approach and method: A quantitative cross-sectional approach was used in which a convenient sample of 203 employees completed five questionnaires to measure OE and the four underlying contructs of EWB. A correlation analysis was conducted to determine the statistical relationship between the four EWB constructs and OE. Main findings: Results indicated a statistically significant positive relationship between job satisfaction, work engagement and OE and a statistically significant negative relationship between Burnout and OE, while no relationship was found between workaholism and OE. Practical/managerial implications: Managers should implement interventions to increase job satisfaction and work engagement and decrease burnout to increase the performance of their organisations. Contributions/value-add: This study provides managers with an understanding of how the performance of their organisations can be improved by managing the well-being of their employees.

Background Organisational effectiveness (OE) is critical for faith-based organisations (FBOs), particularly churches, to fulfil their mission while advancing human development. Despite their societal influence, no existing tool adequately measures OE in faith-based contexts while integrating psychological dimensions. This study reports phase one of a two-phase project aimed at validating a 50-item, psychologically informed OE scale for churches in Ghana. Methods A sequential mixed-methods design was employed. A literature review and qualitative interviews with 20 experienced pastors and church leaders informed the generation of items. Expert review was conducted to ensure content and face validity. The resulting instrument was pilot-tested and administered to 844 participants across Protestant/Orthodox and Pentecostal/Charismatic churches. Exploratory factor analysis (EFA) established construct validity and internal consistency. Confirmatory factor analysis was deliberately deferred to phase two in order to follow established methodological guidance which recommends validation on a large independent sample to avoid statistical overfitting and inflated model fit indices. Results EFA supported a four-factor structure namely financial sustainability, operational efficiency, structural governance, and attitudinal engagement with strong internal consistency (Cronbach’s alpha: 0.874–0.957). The scale demonstrated potential for assessing OE in churches while capturing psychological and behavioural dimensions relevant to leadership, engagement, and community impact. Results also indicate the role of churches in character formation, leadership development, and membership retention. Cronbach’s α values exceeded 0.90, yet inter-item correlations ( r  = 0.15–0.50) remained largely optimal, showing strong coherence without redundancy. These findings establish a solid basis for confirmatory factor analysis in future research. Conclusion This study introduces the first empirically derived model of psychologically blended faith-based OE, providing a theoretical foundation for subsequent validation. A second phase will employ confirmatory factor analysis to evaluate model fit, validity, and generalisability across diverse organisational settings. The scale offers practical utility for church leaders seeking to enhance institutional performance and mission alignment.