Rozhan Othman | Universiti Teknologi Malaysia - UTM (original) (raw)
Papers by Rozhan Othman
Journal of Asia-Pacific Business, 2016
As a concept, organizational learning has been around since as early as 1965 . However, it is in ... more As a concept, organizational learning has been around since as early as 1965 . However, it is in the last decade that the concept has attracted more attention as researchers seek to understand and develop theoretical models on how to increase organizational adaptive ness. Organizations can only adapt as fast as they can learn. As the rate of change accelerates, yesterday's accomplishments and today's success do not guarantee tomorrow's success . For some organizations, the ability to learn faster than the competitor is a critical competitive weapon in ensuring its survival and continued success (Fulmer, 1993). Yet, one criticism of organizational learning is that while it has a strong appeal there is little discussion on the difficulties and problems in developing organizational learning. This paper proposes that a problem limiting an organization's ability to develop organizational learning is organizational amnesia. To understand organizational amnesia, it is necessary to look at the definitions of organizational learning. Organizational learning is said to occur when the individual member detects the discrepancy between actual and expected results, and tries to correct the errors or challenge underlying assumptions. They seek to improve actions through better knowledge and understanding . A learning organization is an organization that facilitates the learning of all its members and continually transforms itself . Organizational learning is not merely the acquisition of knowledge. Equally important is the ability to respond and adapt. Specifically, this adaptation is brought about through double-looping learning and involves a re-examination of fundamental assumptions. This paper defines organizational amnesia as the inability of organizations to undergo the adaptation necessitated from learning. This definition recognizes that not all learning necessitates adaptation. Organizational amnesia happens when the adaptation found necessary through the learning does not take place. Organizational amnesia is distinct from resistance to change. Resistance only takes place as a response to a change initiative whereas organizational amnesia is marked by a failure to even respond and initiate change. We build upon the work of Crossan, who provide a framework of organizational learning that involves 4 processes of learning. They argue that organizational learning involves the processes of intuiting, interpreting, integrating and institutionalising. It is argued that organizational amnesia happens because of the failure mainly at the integrating and institutionalising stage. Drawing from the literature on social network, organizational theory and innovation, a number of explanations are offered on the causes of organizational amnesia. It also proposed that organizational amnesia could be classified into two broad categories. These are time-related amnesia and space-related amnesia. Time-related amnesia happens when an organization fails to tap into the accumulated knowledge in its corporate memory. Space-related amnesia happens when an organization fails to diffuse and integrate knowledge located at different points within an organization and implement decisions made.
Effective Education, Dec 18, 2013
The balanced scorecard (BSC) has attracted considerable interest among organizations seeking to i... more The balanced scorecard (BSC) has attracted considerable interest among organizations seeking to improve the implementation of their strategy. Nevertheless, the success of BSC initiatives is far from certain. Some researchers argue that the BSC has its theoretical roots in management by objective (MBO). Others argue that the BSC was probably inspired by the Tableau De Bord that has been used by French companies since the 1930s. All these techniques seek to provide organizations with a basis for aligning activities and objectives. Some researchers are beginning to raise questions about BSC's effectiveness. Basing their argument on the failure of MBO and performance management programs, they argue that the BSC may also encounter similar problems. Among other Rozhan Othman is affiliated with the Department of Business Administration in the
The paper presents a study which seeks to add to the body of knowledge that relates Porter's gene... more The paper presents a study which seeks to add to the body of knowledge that relates Porter's generic strategies, and sourcing strategies to organizational performance in the context of Malaysia manufacturing industry. Using mail survey, the study first identified the natural taxonomy of two strategic types of manufacturing firms, based on their use of Porter's generic strategies in pure form, and sourcing strategies of make and buy options. The study examined specific strategic types were associated with specific sourcing strategies. The findings indicate the cost leadership strategy that is mediated by make strategy generate better performance than other types of association. Similar to the relationship between differentiation strategy and organizational performance which mediated by buy strategy, have superior performance than other type of association. The study concludes that the research provided body of knowledge relevant for the Malaysia manufacturing industry, which may be used by top management in the industry in the strategy formulation process as well as by the researches in exploring the influence of different contingencies on manufacturing industry's strategic orientation.
Http Dx Doi Org 10 1300 J098v02n03_05, Oct 22, 2008
ABSTRACT One of the important features of human resource management (HRM) theory is that organiza... more ABSTRACT One of the important features of human resource management (HRM) theory is that organizations need to develop HRM practices that are supportive of the organization's business practice. The HRM practice of an organization defines the role behaviour of its employees. Service organizations are unique and distinct from manufacturing organizations. Thus, service organizations need to develop the appropriate role behaviour. Empirical evidence shows that service organizations in the U.S. develop HRM practices that are distinct when compared with manufacturing firms. This study examined the extent to which this is also true in Malaysia. It also subjected this relationship to a more rigorous scrutiny by also controlling for the influence of other variables known to affect HRM practice.
Journal of Advanced Management Science, 2015
Journal of Advanced Management Science, 2015
Journal of Advanced Management Science, 2015
Journal of Advanced Management Science, 2015
The Balanced Scorecard (BSC) has attracted considerable interest among organizations seeking to i... more The Balanced Scorecard (BSC) has attracted considerable interest among organizations seeking to improve the implementation of their strategy. Some researchers argue that the BSC has its theoretical roots in the MBO. Both techniques seek to provide organizations with a basis for aligning the activities of the organization with their objectives. The difference between the BSC and MBO is that the BSC offers more systematic tools to link an organization's strategic objectives with its activities. However, some researchers are beginning to raise questions about BSC's effectiveness and some of its limitation. Basing their argument on the failure of MBO programs, they argue that the BSC may also encounter similar problems. This paper presents the findings of a study on BSC implementation in a Malaysian telecommunication company. The finding provides some support for the concerns raised about the problems and limitation of the BSC.
Jurnal Pengurusan, Jan 31, 1995
The human resource management construct calls/or a new approach in . the management of the work f... more The human resource management construct calls/or a new approach in . the management of the work force. One main feature of this 'construct is the emphasis on a strategic approach in the management of the work force. This means that the human resource management practice of an organisation has to fullfll the requirements of the organisation :s-strategy. This emphasis on a strategically oriented approach is suppose to have a positive impact on organisational performance. Even though strategic human resource management can be said to have gained widespread acceptance, empirical evidence s'!owillg its presence in practice is not substantial. Instead, empirical studies shows that the human resource management practice of organisation is shaped by multiple contingencies. There is no conclusive evidence to show
This paper presents the findings of a follower-centric study on leadership in Brunei. Followers r... more This paper presents the findings of a follower-centric study on leadership in Brunei. Followers rely on their cognitive schema to assess whether to accept a leader's influence attempt. This cognitive schema is known as " the implicit leadership theory " (ILT)which individuals have on the qualities of a leader. When a leader is perceived as conforming to this ILT, followers tend accept their influence attempt. An expectation gap exists when the actual behaviors of leaders deviate from the follower's ILT. When such a gap exists followers tend to be reluctant to accept the leader's influence attempts. Research evidence also shows that there are considerable variations in the ILTs held by people across nations. This study examined and identified the ILT held by Bruneians. It also examined the consequences of perceived gap between follower's ILT and the actual leader behavior and the role of personality variables as moderators in this relationship.
The human resource management construct calls/or a new approach in . the management of the work f... more The human resource management construct calls/or a new approach in . the management of the work force. One main feature of this 'construct is the emphasis on a strategic approach in the management of the work force. This means that the human resource management practice of an organisation has to fullfll the requirements of the organisation :s-strategy. This emphasis on a strategically oriented approach is suppose to have a positive impact on organisational performance. Even though strategic human resource management can be said to have gained widespread acceptance, empirical evidence s'!owillg its presence in practice is not substantial. Instead, empirical studies shows that the human resource management practice of organisation is shaped by multiple contingencies. There is no conclusive evidence to show
... Megatrends Asia: Eight Asian megatrends that are reshaping our world. Post a Comment. CONTRIB... more ... Megatrends Asia: Eight Asian megatrends that are reshaping our world. Post a Comment. CONTRIBUTORS: Author: Naisbitt, John. PUBLISHER: Simon & Schuster (New York). SERIES TITLE: YEAR: 1996. PUB TYPE: Book (ISBN 0684815427 ). VOLUME/EDITION: ...
Journal of Asia-Pacific Business, 2016
As a concept, organizational learning has been around since as early as 1965 . However, it is in ... more As a concept, organizational learning has been around since as early as 1965 . However, it is in the last decade that the concept has attracted more attention as researchers seek to understand and develop theoretical models on how to increase organizational adaptive ness. Organizations can only adapt as fast as they can learn. As the rate of change accelerates, yesterday's accomplishments and today's success do not guarantee tomorrow's success . For some organizations, the ability to learn faster than the competitor is a critical competitive weapon in ensuring its survival and continued success (Fulmer, 1993). Yet, one criticism of organizational learning is that while it has a strong appeal there is little discussion on the difficulties and problems in developing organizational learning. This paper proposes that a problem limiting an organization's ability to develop organizational learning is organizational amnesia. To understand organizational amnesia, it is necessary to look at the definitions of organizational learning. Organizational learning is said to occur when the individual member detects the discrepancy between actual and expected results, and tries to correct the errors or challenge underlying assumptions. They seek to improve actions through better knowledge and understanding . A learning organization is an organization that facilitates the learning of all its members and continually transforms itself . Organizational learning is not merely the acquisition of knowledge. Equally important is the ability to respond and adapt. Specifically, this adaptation is brought about through double-looping learning and involves a re-examination of fundamental assumptions. This paper defines organizational amnesia as the inability of organizations to undergo the adaptation necessitated from learning. This definition recognizes that not all learning necessitates adaptation. Organizational amnesia happens when the adaptation found necessary through the learning does not take place. Organizational amnesia is distinct from resistance to change. Resistance only takes place as a response to a change initiative whereas organizational amnesia is marked by a failure to even respond and initiate change. We build upon the work of Crossan, who provide a framework of organizational learning that involves 4 processes of learning. They argue that organizational learning involves the processes of intuiting, interpreting, integrating and institutionalising. It is argued that organizational amnesia happens because of the failure mainly at the integrating and institutionalising stage. Drawing from the literature on social network, organizational theory and innovation, a number of explanations are offered on the causes of organizational amnesia. It also proposed that organizational amnesia could be classified into two broad categories. These are time-related amnesia and space-related amnesia. Time-related amnesia happens when an organization fails to tap into the accumulated knowledge in its corporate memory. Space-related amnesia happens when an organization fails to diffuse and integrate knowledge located at different points within an organization and implement decisions made.
Effective Education, Dec 18, 2013
The balanced scorecard (BSC) has attracted considerable interest among organizations seeking to i... more The balanced scorecard (BSC) has attracted considerable interest among organizations seeking to improve the implementation of their strategy. Nevertheless, the success of BSC initiatives is far from certain. Some researchers argue that the BSC has its theoretical roots in management by objective (MBO). Others argue that the BSC was probably inspired by the Tableau De Bord that has been used by French companies since the 1930s. All these techniques seek to provide organizations with a basis for aligning activities and objectives. Some researchers are beginning to raise questions about BSC's effectiveness. Basing their argument on the failure of MBO and performance management programs, they argue that the BSC may also encounter similar problems. Among other Rozhan Othman is affiliated with the Department of Business Administration in the
The paper presents a study which seeks to add to the body of knowledge that relates Porter's gene... more The paper presents a study which seeks to add to the body of knowledge that relates Porter's generic strategies, and sourcing strategies to organizational performance in the context of Malaysia manufacturing industry. Using mail survey, the study first identified the natural taxonomy of two strategic types of manufacturing firms, based on their use of Porter's generic strategies in pure form, and sourcing strategies of make and buy options. The study examined specific strategic types were associated with specific sourcing strategies. The findings indicate the cost leadership strategy that is mediated by make strategy generate better performance than other types of association. Similar to the relationship between differentiation strategy and organizational performance which mediated by buy strategy, have superior performance than other type of association. The study concludes that the research provided body of knowledge relevant for the Malaysia manufacturing industry, which may be used by top management in the industry in the strategy formulation process as well as by the researches in exploring the influence of different contingencies on manufacturing industry's strategic orientation.
Http Dx Doi Org 10 1300 J098v02n03_05, Oct 22, 2008
ABSTRACT One of the important features of human resource management (HRM) theory is that organiza... more ABSTRACT One of the important features of human resource management (HRM) theory is that organizations need to develop HRM practices that are supportive of the organization's business practice. The HRM practice of an organization defines the role behaviour of its employees. Service organizations are unique and distinct from manufacturing organizations. Thus, service organizations need to develop the appropriate role behaviour. Empirical evidence shows that service organizations in the U.S. develop HRM practices that are distinct when compared with manufacturing firms. This study examined the extent to which this is also true in Malaysia. It also subjected this relationship to a more rigorous scrutiny by also controlling for the influence of other variables known to affect HRM practice.
Journal of Advanced Management Science, 2015
Journal of Advanced Management Science, 2015
Journal of Advanced Management Science, 2015
Journal of Advanced Management Science, 2015
The Balanced Scorecard (BSC) has attracted considerable interest among organizations seeking to i... more The Balanced Scorecard (BSC) has attracted considerable interest among organizations seeking to improve the implementation of their strategy. Some researchers argue that the BSC has its theoretical roots in the MBO. Both techniques seek to provide organizations with a basis for aligning the activities of the organization with their objectives. The difference between the BSC and MBO is that the BSC offers more systematic tools to link an organization's strategic objectives with its activities. However, some researchers are beginning to raise questions about BSC's effectiveness and some of its limitation. Basing their argument on the failure of MBO programs, they argue that the BSC may also encounter similar problems. This paper presents the findings of a study on BSC implementation in a Malaysian telecommunication company. The finding provides some support for the concerns raised about the problems and limitation of the BSC.
Jurnal Pengurusan, Jan 31, 1995
The human resource management construct calls/or a new approach in . the management of the work f... more The human resource management construct calls/or a new approach in . the management of the work force. One main feature of this 'construct is the emphasis on a strategic approach in the management of the work force. This means that the human resource management practice of an organisation has to fullfll the requirements of the organisation :s-strategy. This emphasis on a strategically oriented approach is suppose to have a positive impact on organisational performance. Even though strategic human resource management can be said to have gained widespread acceptance, empirical evidence s'!owillg its presence in practice is not substantial. Instead, empirical studies shows that the human resource management practice of organisation is shaped by multiple contingencies. There is no conclusive evidence to show
This paper presents the findings of a follower-centric study on leadership in Brunei. Followers r... more This paper presents the findings of a follower-centric study on leadership in Brunei. Followers rely on their cognitive schema to assess whether to accept a leader's influence attempt. This cognitive schema is known as " the implicit leadership theory " (ILT)which individuals have on the qualities of a leader. When a leader is perceived as conforming to this ILT, followers tend accept their influence attempt. An expectation gap exists when the actual behaviors of leaders deviate from the follower's ILT. When such a gap exists followers tend to be reluctant to accept the leader's influence attempts. Research evidence also shows that there are considerable variations in the ILTs held by people across nations. This study examined and identified the ILT held by Bruneians. It also examined the consequences of perceived gap between follower's ILT and the actual leader behavior and the role of personality variables as moderators in this relationship.
The human resource management construct calls/or a new approach in . the management of the work f... more The human resource management construct calls/or a new approach in . the management of the work force. One main feature of this 'construct is the emphasis on a strategic approach in the management of the work force. This means that the human resource management practice of an organisation has to fullfll the requirements of the organisation :s-strategy. This emphasis on a strategically oriented approach is suppose to have a positive impact on organisational performance. Even though strategic human resource management can be said to have gained widespread acceptance, empirical evidence s'!owillg its presence in practice is not substantial. Instead, empirical studies shows that the human resource management practice of organisation is shaped by multiple contingencies. There is no conclusive evidence to show
... Megatrends Asia: Eight Asian megatrends that are reshaping our world. Post a Comment. CONTRIB... more ... Megatrends Asia: Eight Asian megatrends that are reshaping our world. Post a Comment. CONTRIBUTORS: Author: Naisbitt, John. PUBLISHER: Simon & Schuster (New York). SERIES TITLE: YEAR: 1996. PUB TYPE: Book (ISBN 0684815427 ). VOLUME/EDITION: ...