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Performance measurement research at the University of Strathclyde has directly led to major economic and social improvements in over 170 companies, and indirectly to over 1000 companies through intermediaries such as Scottish Enterprise between 2008 and 2013. These benefits were achieved as a result of novel performance measurement and management practices and supporting ICT systems that integrated shop-floor, operational and strategic performance information in real time. The result was substantial productivity and growth benefits for international and UK companies, for example a 150% increase in turnover and 80% increase in employment at Highland Spring. The European wide FP7 FutureSME project (2009-2013) led by the Strathclyde team developed and delivered a €6M programme to improve the competitive capabilities of European Manufacturing SMEs. In 2012, the associated training programme developed at Strathclyde was awarded the European Training Programme of the Year Medal by the Polish Chamber of Commerce.
Research into Performance Measurement Systems conducted by the Strathclyde Institute for Operations Management (SIOM) between 1997 and 2013 has led to new knowledge which in turn has been applied in companies. These new insights have resulted in significant economic impacts for companies both large and small. The reach has been significant, with economic and social improvements in approximately 170 companies, and indirectly to over 1000 companies through intermediaries such as Scottish Enterprise and the Manufacturing Advisory Service. This case study focuses on impact generated since 2008 using companies of different sizes and from different sectors to illustrate the financial and other benefits realised from improved performance measurement and management systems. Some companies have achieved benefits through KTP projects, while other organisations focused on consultancy engagements. In addition, a large scale executive education programme developed around operations and performance improvement has allowed companies such as Babcock International Group to deploy the new knowledge about performance measurement systems throughout its international organisation, reaping financial and organisational benefits.
Lynda Gratton has examined how the transformational forces of globalization and technology are changing the nature of work and how organizations can prepare for this transformation. This has been particularly infb02uential for multinational corporations that are seeking to become more innovative and productive in the face of the extraordinary transformation of their external context. Gratton's research has achieved substantial and far-reaching impact via her highly infb02uential books and practitioner-orientated articles; its signifb01cance is recognized by major prizes and awards from the business community; and it illustrates the use of specifb01c channels (Gratton's Hot Spots Movement; and The Future of Work Consortium) to convert academic research into real-world impact.
The development and practice of strategic human resource management at two multinational enterprises has been transformed by University of Glasgow research on employer branding, corporate reputation management and employee engagement, impacting on more than 94,000 employees across 90 countries.
UWE research has informed the implementation of HR policy to support front-line managers more effectively in their role as people managers in diverse organisations (e.g. Selfridges, the Royal United Hospital, Bath, and the MOD). This research has provided empirical evidence that front-line managers (such as team leaders) are critical to organisational effectiveness and makes recommendations on the supportive conditions necessary to improve their behaviour in people management. It has also directly influenced the policies and learning materials of the Chartered Institute of Personnel and Development, as well as advisory materials produced by ACAS, and a variety of public policy documents that have informed organisations' HR practice in supporting and developing front-line managers.
Development of the UK construction industry was hampered by a focus on individual projects, with two drawbacks: limited transfer of lessons learned from one project to the next, and limited focus on systemic innovation and wider commercial opportunities.
Drawing on their research, our Innovation and Entrepreneurship Group helped construction companies — including Laing O'Rourke (LOR), Arup, and Mace — overcome these obstacles by adopting a `systems integration' model to capture and utilise lessons learned, and by developing Executive Education programmes to make project engineers aware of wider commercial and innovation issues. These improvements enhanced delivery of major projects such as the Olympic Park and Crossrail.
The Group changed firm behaviour, re-orientated project management practices, and translated lessons learned into organisational capabilities at LOR, Arup, and Mace.
Beneficiaries were the UK construction and consulting engineering sector, who as a result were better equipped to innovate and compete globally, and their clients, such as the UK Olympic Delivery Authority and Crossrail.
This case study describes the effects of a new performance management system, developed in China and adopted by organisations facing complex management challenges. To date, seven public and private sector organisations have successfully used the `3E' (Effectiveness, Efficacy, and Efficiency) system for tasks as varied as developing performance indicators, improving management communication and designing appraisal systems that work under conditions of rapid growth and change.
The participating organisations include the Chinese Academy of Sciences (CAS), Hunan University, Tonsan Adhesives Inc, Xingxiang Insurance, Sun-rivier local government, Liao-ling Plaze hotel and Hua-bao International Holdings. Their adoption of the 3E system has resulted in improved performance management within these organisations.
University of Reading research produced a tool to measure the key drivers of stakeholder behaviour. This has been applied in a wide range of situations — notably when organisations have set out to improve relationships with stakeholders in complex and potentially high risk situations.
Four examples are given here.
According to the International Co-operative Alliance (ICA), co-ops provide 100 million jobs globally, and there are 6000 in the UK with an annual turnover of £37 bn. Research into what constituted the distinctive features of co-operative management practice within membership based co-operative and mutual businesses helped to establish a changed development agenda for the international co-operative movements. This work supported the International Co-operative Alliance Statement of Co-operative identity and demonstrated that co-operatives should be recognised as different from other forms of small business. Dr Peter Davis's work in the Unit for Membership Based Organisations at Leicester's School of Management led to policy and educational initiatives that have been globally adopted, cited and emulated.
Research at Oxford has played a central role within the recent restructuring of the nursing workforce to improve healthcare quality in a context of growing service demands and tightening resource constraints. Much of this restructuring has been heavily dependent on the use of the Healthcare Assistant (HCA) role, provoking much controversy. Presented as a flexible, low cost resource, these HCA roles are also unregulated and therefore seen as a potential source of patient risk. Oxford researchers have fed into this debate across a number of projects, strengthening the evidence base on the nature and consequences of the HCA role. Examining the role from the perspective of different stakeholders, these projects have impacted on national, regional and local policy and practice centred on the management and use of HCAs. In so doing, the research has contributed to the development of a more productive and safer nursing workforce.