MON 2:00 PM Parallel - Organizational Dynamics

Full Report:

A Model of Goal Dynamics in Organizations: A Case Study, by Francesco Ceresia
The presentation introduced a system dynamics model for goal dynamics in product sales performance. Key findings centered on the impact of goal setting policies on increasing employee performance. One highlight was the role of training in enhancing worker ability to better recognize and attain goals set by management. This is especially important as goals change over time. Two interesting points of discussion were how to address the situation where the uptake from training is not equal among all workers and the difficulties of incorporating this information into the system dynamics model.

Post Adoptive ERP Use Behaviors: A Dynamic Conceptualization, by Mary C. Jones
The presentation proposed a model of post-adoptive ERP behavior in organizations where ERP usage has stabilized. Key points included the triggering of various interventions to enhance understanding and exploration of the system. An underlying assumption is that incentives are triggered by a gap between expected and actual system benefits. The model is still in the conceptualization and validation stage of development, but future research issues were proposed to center around training interventions and the delays between training and outcomes. An interesting point of discussion was how to address the impact of specific functionality inherent in a given system and how to incorporate the link between expectations and originally implemented functionality.

Supporting Long-Term Personnel Planning of a Service Provider, by Andreas Größler
The presentation proposed a dynamic aging chain model to support strategic decision in personnel planning. Specifically, a model to improve the training and recruitment processes of an organization of air traffic controllers was examined. Of particular importance was the impact of various delays on the aging chain of service operators in the organization. The delays focused on recruiting time for initial training and on the duration of the initial training. The structure of personnel planning generated cyclic phases of personnel surplus and shortages, especially in the basic training process. While the model presented was not especially complex, the client firm found substantial insight from it. It helped them, for example, to see that the problems they experienced in staffing were largely internally driven and under their control.

Mary C. Jones