peter lok - Academia.edu (original) (raw)
Papers by peter lok
International Journal of Management Practice
Journal of Electronic Commerce in Organizations
Using a restricted probability sample of 269 participants, the key findings were: (a) that negati... more Using a restricted probability sample of 269 participants, the key findings were: (a) that negative online reviews have a higher negative impact on customer equity than positive online reviews; this is a significant finding because previous findings were mainly short-term focus (on willingness to purchase) and long-term measurement such as ‘customer equity' could provide management with new knowledge on negative online reviews; (b) ‘brand equity' driver has the greatest impact on customer equity as compared to the other two drivers (‘value' and…
Journal of Global Strategic Management, 2009
Quality Control and Applied Statistics, 2006
Studies on the three types of process improvement programmes (Continuous Improvement, Reengineeri... more Studies on the three types of process improvement programmes (Continuous Improvement, Reengineering and Benchmarking) have appeared many times in the literature. These studies suggest that certain organizational variables act as enablers and their presence or absence can significantly influence success rates. Such studies have tended to examine companies where a single programme has been implemented. In contrast, this paper examines a sample of companies who have experienced all three programmes. Our aim is to compare and contrast each programme's impact on firm performance and identify which organizational variables are common and which are programme-specific enablers of success. We build and test an integrative framework to support our analysis. Our study found that: (1) Reengineering delivered the greatest impact on performance; (2) executive commitment was needed to make this happen; (3) strategic alignment was the major influence on the success rate of Reengineering and Continuous Improvement programmes; and (4) employee empowerment was necessary for each programme to work effectively.
International Journal of Cross Cultural Management, 2003
This article explores the meaning of work patterns for working populations in two Chinese context... more This article explores the meaning of work patterns for working populations in two Chinese contexts, namely Hong Kong and Beijing. Five core meaning of work variables are measured and related to the socio-cultural and political-economic environments in the two locations. ...
International Journal of Six Sigma and Competitive Advantage, 2008
This case study uses the Six Sigma process framework in performance management to explore and imp... more This case study uses the Six Sigma process framework in performance management to explore and improve the injury rate of an international waste disposal firm. The results indicate that an employee-management consensus approach to continuous improvement in safety management in the workplace is essential. The evidence from this case suggested that the DMAIC Six Sigma process and analysis tool such as the fishbone diagram can be easily adopted as measurements in the workplace. Furthermore the case shows that management commitment and employee ownership of the Six Sigma program is the key to continuous improvement, and the development of a safety culture and a learning organisation.
Journal of Teaching in International Business, 1999
Information Technology & Tourism, 2015
The Influence of Leadership and Management in the Implementation of a Performance Management Syst... more The Influence of Leadership and Management in the Implementation of a Performance Management System Using an Automated Information System (IS) Peter Lok1, Paul Walsh1, Jo Rhodes2 and Marc Jones3 1University of Sydney, Australia 2Griffith University, Nathan, Australia ...
Academy of Management Proceedings, 2014
Journal of Strategy and Management, 2014
Purpose – The purpose of this paper is to explore and explain how market and technological knowle... more Purpose – The purpose of this paper is to explore and explain how market and technological knowledge gained by executives interact in a complementary fashion to form the knowledge structure of their business model which in turn enable them to make sense of underlying complexities surrounding management of strategic courses of action. Design/methodology/approach – Unitizing, categorizing, and classifying (UCC) in conjunction with pattern-matching (power and proof quotes) as qualitative methods were used to analyse a series of semi-structured interviews with eight executives from five small manufacturing firms in Australia. Findings – It was found that executives’ business modelling knowledge structure defined as the knowledge base that underpins their business models is developed from four interactions that exist between their market and technological knowledge. Particularly, executives can learn about technological aspects of their business model from market knowledge they acquire a...
Journal of Health Organization and Management, 2011
This study aims to investigate the mediating role of organizational subculture between job satisf... more This study aims to investigate the mediating role of organizational subculture between job satisfaction, organizational commitment (dependent variables) and leadership, culture (independent variables) in health care organizations. A survey on nurses from 26 wards from various types of hospital was used. A total of 251 usable returns were collected for the analysis (i.e. response rate of 63 per cent). Structural equation analysis was conducted to obtain the best fit model and to determine the direction of the causal effect between job satisfaction and commitment, and the role of subculture as a mediating variable, between commitment of its other antecedents. Comparisons with alternative models confirmed satisfaction as an antecedent of commitment and the role of subculture as a mediating variable. The results of this study contribute to the clarification of the causal relations of the antecedents of commitment, and highlight the important role of local leadership and subculture in determining employees' job satisfaction and commitment. The results of this study should not be generalized to other industries and other national cultural context. Furthermore, a longitudinal study may be necessary to determine the causal relationship of variables used in this study. The findings could provide managers with valuable insight to focus their limited resources on improving the level of organizational commitment via the mediating role of organizational culture. The research findings provide managers with a new lens to examine organizational culture using the three perspectives of: bureaucratic, supportive, and innovative. Furthermore, the results could renew interest in developing other organizational subculture models that determine the relationship between organizational subculture and commitment
2009 6th International Conference on Service Systems and Service Management, 2009
Abstract-Enterprise Resource Planning-ERP implementing of small and middle size enterprise - SME ... more Abstract-Enterprise Resource Planning-ERP implementing of small and middle size enterprise - SME is different from the large one. Based on the analysis on the character of ERP marketing and SMEs of China, 6 critical success factors are recommended. The research suggests ...
International Journal of Strategic Business Alliances, 2014
This study adopts a qualitative approach to develop an effective network alliance framework for S... more This study adopts a qualitative approach to develop an effective network alliance framework for SMEs in China. Six firms with extensive network partners from different industries were selected. The data were triangulated with the support of Nvivo analysis. The result showed that relationship management (inclusive of government relations) and knowledge-sharing management had the highest impact on effective network alliances of SMEs in China.
International Journal of Cross Cultural Management, 2003
This article explores the meaning of work patterns for working populations in two Chines... more This article explores the meaning of work patterns for working populations in two Chinese contexts, namely Hong Kong and Beijing. Five core meaning of work variables are measured and related to the socio-cultural and political-economic environments in the two locations. The analysis suggests some areas of similarity but also significant differences in meaning of work patterns. Both Chinese contexts display a high work centrality orientation and a highly pragmatic, instrumental view of work. There are subtle differences in perceived work goal importance and outcome patterns that are in part attributable to different socioeconomic conditions.
Service Business, 2014
ABSTRACT This study examines the relationship between outsourcing motives, supplier–customer rela... more ABSTRACT This study examines the relationship between outsourcing motives, supplier–customer relationship and perceived customer value in non-core services outsourcing. 1,757 companies were randomly selected. 234 valid questionnaires were returned (13.4 % response rate). The structural equation method was used to obtain the best fit model. The most significant contribution of this study is that ‘relationship interaction’ (communication, cooperation, coordination, collaboration, conflict resolution and integration activities) has a greater impact on customer perceived value than ‘relationship quality’ (loyalty and trust) in services outsourcing. The perceived customer value is reflected in improved services quality, reliability and agility rather than the expected cost savings.
Leadership & Organization Development Journal, 1999
The concept of organizational commitment has been examined extensively in organizational literatu... more The concept of organizational commitment has been examined extensively in organizational literature, yet the relationships between organizational culture, subculture and commitment have received little attention so far.
Journal of Workplace Learning, 2008
Purpose-The purpose of this paper is to set out to examine the relationships of organizational le... more Purpose-The purpose of this paper is to set out to examine the relationships of organizational learning, social capital and the effectiveness of knowledge transfer and perceived organisational performance. Integrating organizational learning capability with social capital networks to shape a holistic knowledge sharing and management enterprise framework is a significant strategy to achieve organizational success. Design/methodology/approach-An integrative framework is used to determine the relationships of key variables of organizational learning such as learning intention, shared values, absorption capacity, integration capability, and social capital variables such as network structure, network stability and network relational quality on the effectiveness of knowledge transfer in organizations. In this research, senior management (Chief Executive Officer, Chief Financial Officer, Chief Operating Officer) from 650 firms were randomly sampled and surveyed from the register of the Industrial Technological Research Institute; 111 respondents are used in this study. Findings-The results indicated that absorption capacity, learning intention and integration capability in organizational learning had the greatest positive relationship with process innovation in knowledge transfer. The findings suggest that organizational learning processes are more important than social capital networks within the integrated knowledge transfer framework and that management could utilize their limited resources better to improve on organizational learning levers for greater effectiveness in knowledge transfer. Originality/value-This paper focuses on the existing gap in empirical work on the relationships of organizational learning, social capital variables and the effectiveness of knowledge transfer. The results of this paper could assist management in strategic decisions in resource allocation particularly in promoting and sustaining knowledge transfer to enhance organizational performance.
International Journal of Management Practice
Journal of Electronic Commerce in Organizations
Using a restricted probability sample of 269 participants, the key findings were: (a) that negati... more Using a restricted probability sample of 269 participants, the key findings were: (a) that negative online reviews have a higher negative impact on customer equity than positive online reviews; this is a significant finding because previous findings were mainly short-term focus (on willingness to purchase) and long-term measurement such as ‘customer equity' could provide management with new knowledge on negative online reviews; (b) ‘brand equity' driver has the greatest impact on customer equity as compared to the other two drivers (‘value' and…
Journal of Global Strategic Management, 2009
Quality Control and Applied Statistics, 2006
Studies on the three types of process improvement programmes (Continuous Improvement, Reengineeri... more Studies on the three types of process improvement programmes (Continuous Improvement, Reengineering and Benchmarking) have appeared many times in the literature. These studies suggest that certain organizational variables act as enablers and their presence or absence can significantly influence success rates. Such studies have tended to examine companies where a single programme has been implemented. In contrast, this paper examines a sample of companies who have experienced all three programmes. Our aim is to compare and contrast each programme's impact on firm performance and identify which organizational variables are common and which are programme-specific enablers of success. We build and test an integrative framework to support our analysis. Our study found that: (1) Reengineering delivered the greatest impact on performance; (2) executive commitment was needed to make this happen; (3) strategic alignment was the major influence on the success rate of Reengineering and Continuous Improvement programmes; and (4) employee empowerment was necessary for each programme to work effectively.
International Journal of Cross Cultural Management, 2003
This article explores the meaning of work patterns for working populations in two Chinese context... more This article explores the meaning of work patterns for working populations in two Chinese contexts, namely Hong Kong and Beijing. Five core meaning of work variables are measured and related to the socio-cultural and political-economic environments in the two locations. ...
International Journal of Six Sigma and Competitive Advantage, 2008
This case study uses the Six Sigma process framework in performance management to explore and imp... more This case study uses the Six Sigma process framework in performance management to explore and improve the injury rate of an international waste disposal firm. The results indicate that an employee-management consensus approach to continuous improvement in safety management in the workplace is essential. The evidence from this case suggested that the DMAIC Six Sigma process and analysis tool such as the fishbone diagram can be easily adopted as measurements in the workplace. Furthermore the case shows that management commitment and employee ownership of the Six Sigma program is the key to continuous improvement, and the development of a safety culture and a learning organisation.
Journal of Teaching in International Business, 1999
Information Technology & Tourism, 2015
The Influence of Leadership and Management in the Implementation of a Performance Management Syst... more The Influence of Leadership and Management in the Implementation of a Performance Management System Using an Automated Information System (IS) Peter Lok1, Paul Walsh1, Jo Rhodes2 and Marc Jones3 1University of Sydney, Australia 2Griffith University, Nathan, Australia ...
Academy of Management Proceedings, 2014
Journal of Strategy and Management, 2014
Purpose – The purpose of this paper is to explore and explain how market and technological knowle... more Purpose – The purpose of this paper is to explore and explain how market and technological knowledge gained by executives interact in a complementary fashion to form the knowledge structure of their business model which in turn enable them to make sense of underlying complexities surrounding management of strategic courses of action. Design/methodology/approach – Unitizing, categorizing, and classifying (UCC) in conjunction with pattern-matching (power and proof quotes) as qualitative methods were used to analyse a series of semi-structured interviews with eight executives from five small manufacturing firms in Australia. Findings – It was found that executives’ business modelling knowledge structure defined as the knowledge base that underpins their business models is developed from four interactions that exist between their market and technological knowledge. Particularly, executives can learn about technological aspects of their business model from market knowledge they acquire a...
Journal of Health Organization and Management, 2011
This study aims to investigate the mediating role of organizational subculture between job satisf... more This study aims to investigate the mediating role of organizational subculture between job satisfaction, organizational commitment (dependent variables) and leadership, culture (independent variables) in health care organizations. A survey on nurses from 26 wards from various types of hospital was used. A total of 251 usable returns were collected for the analysis (i.e. response rate of 63 per cent). Structural equation analysis was conducted to obtain the best fit model and to determine the direction of the causal effect between job satisfaction and commitment, and the role of subculture as a mediating variable, between commitment of its other antecedents. Comparisons with alternative models confirmed satisfaction as an antecedent of commitment and the role of subculture as a mediating variable. The results of this study contribute to the clarification of the causal relations of the antecedents of commitment, and highlight the important role of local leadership and subculture in determining employees' job satisfaction and commitment. The results of this study should not be generalized to other industries and other national cultural context. Furthermore, a longitudinal study may be necessary to determine the causal relationship of variables used in this study. The findings could provide managers with valuable insight to focus their limited resources on improving the level of organizational commitment via the mediating role of organizational culture. The research findings provide managers with a new lens to examine organizational culture using the three perspectives of: bureaucratic, supportive, and innovative. Furthermore, the results could renew interest in developing other organizational subculture models that determine the relationship between organizational subculture and commitment
2009 6th International Conference on Service Systems and Service Management, 2009
Abstract-Enterprise Resource Planning-ERP implementing of small and middle size enterprise - SME ... more Abstract-Enterprise Resource Planning-ERP implementing of small and middle size enterprise - SME is different from the large one. Based on the analysis on the character of ERP marketing and SMEs of China, 6 critical success factors are recommended. The research suggests ...
International Journal of Strategic Business Alliances, 2014
This study adopts a qualitative approach to develop an effective network alliance framework for S... more This study adopts a qualitative approach to develop an effective network alliance framework for SMEs in China. Six firms with extensive network partners from different industries were selected. The data were triangulated with the support of Nvivo analysis. The result showed that relationship management (inclusive of government relations) and knowledge-sharing management had the highest impact on effective network alliances of SMEs in China.
International Journal of Cross Cultural Management, 2003
This article explores the meaning of work patterns for working populations in two Chines... more This article explores the meaning of work patterns for working populations in two Chinese contexts, namely Hong Kong and Beijing. Five core meaning of work variables are measured and related to the socio-cultural and political-economic environments in the two locations. The analysis suggests some areas of similarity but also significant differences in meaning of work patterns. Both Chinese contexts display a high work centrality orientation and a highly pragmatic, instrumental view of work. There are subtle differences in perceived work goal importance and outcome patterns that are in part attributable to different socioeconomic conditions.
Service Business, 2014
ABSTRACT This study examines the relationship between outsourcing motives, supplier–customer rela... more ABSTRACT This study examines the relationship between outsourcing motives, supplier–customer relationship and perceived customer value in non-core services outsourcing. 1,757 companies were randomly selected. 234 valid questionnaires were returned (13.4 % response rate). The structural equation method was used to obtain the best fit model. The most significant contribution of this study is that ‘relationship interaction’ (communication, cooperation, coordination, collaboration, conflict resolution and integration activities) has a greater impact on customer perceived value than ‘relationship quality’ (loyalty and trust) in services outsourcing. The perceived customer value is reflected in improved services quality, reliability and agility rather than the expected cost savings.
Leadership & Organization Development Journal, 1999
The concept of organizational commitment has been examined extensively in organizational literatu... more The concept of organizational commitment has been examined extensively in organizational literature, yet the relationships between organizational culture, subculture and commitment have received little attention so far.
Journal of Workplace Learning, 2008
Purpose-The purpose of this paper is to set out to examine the relationships of organizational le... more Purpose-The purpose of this paper is to set out to examine the relationships of organizational learning, social capital and the effectiveness of knowledge transfer and perceived organisational performance. Integrating organizational learning capability with social capital networks to shape a holistic knowledge sharing and management enterprise framework is a significant strategy to achieve organizational success. Design/methodology/approach-An integrative framework is used to determine the relationships of key variables of organizational learning such as learning intention, shared values, absorption capacity, integration capability, and social capital variables such as network structure, network stability and network relational quality on the effectiveness of knowledge transfer in organizations. In this research, senior management (Chief Executive Officer, Chief Financial Officer, Chief Operating Officer) from 650 firms were randomly sampled and surveyed from the register of the Industrial Technological Research Institute; 111 respondents are used in this study. Findings-The results indicated that absorption capacity, learning intention and integration capability in organizational learning had the greatest positive relationship with process innovation in knowledge transfer. The findings suggest that organizational learning processes are more important than social capital networks within the integrated knowledge transfer framework and that management could utilize their limited resources better to improve on organizational learning levers for greater effectiveness in knowledge transfer. Originality/value-This paper focuses on the existing gap in empirical work on the relationships of organizational learning, social capital variables and the effectiveness of knowledge transfer. The results of this paper could assist management in strategic decisions in resource allocation particularly in promoting and sustaining knowledge transfer to enhance organizational performance.