Browsing by Author "Battista, Valentina"

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    Comprehensive performance measurement systems design and organizational effectiveness
    (Emerald, 2019-02-28) Lucianetti, Lorenzo; Battista, Valentina; Koufteros, Xenophon
    Purpose The purpose of this paper is to provide empirical evidence regarding the relationship between the level of comprehensiveness of a performance measurement system (PMS) and its respective organizational effectiveness. The extant literature has highlighted that a PMS may successfully contribute to the implementation of the organizational strategy, with the balanced scorecard (BSC) serving as an exemplar of a strategy performance management tool and playing a primary role to this end. However, the reasons for the overall high rate of failure in the implementation of the BSC remain unexplained and, to date, little empirical research exists regarding the design of PMSs such as the BSC and its constituent elements. Design/methodology/approach Using a survey of 103 Italian managers, the paper advances a model describing a comprehensive BSC design, after identifying the key attributes from the performance management literature. Data were analyzed using cluster analysis and multiple regression analysis. Findings Results suggest that organizations are implementing the BSC following two different approaches, which vary from a less comprehensive to a more comprehensive design. More importantly, the BSC design explains variation across three organizational effectiveness measures: improvements in translating the organizational strategy into operational goals, understanding cause–effect relationships and enhancing internal communication among employees. Originality/value The paper builds on and extends the previous literature on performance management in two ways. First, via a literature review, it introduces a model describing a comprehensive BSC design, which includes 12 attributes. Second, it demonstrates that organizational effectiveness varies positively with the level of comprehensiveness of the BSC design.
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    The Female FTSE Board Report 2020: Taking Targets Seriously
    (2020-09-24) Vinnicombe, Susan; Doldor, Elena; Battista, Valentina; Tessaro, Michelle
    This year we see a positive picture in terms of the number of women on corporate boards. The percentage of women on FTSE 100 boards is 34.5% and the equivalent figure for FTSE 250 boards is 31.9%, so hopefully all FTSE 350 boards should hit the Hampton-Alexander target of 33% by the end of 2020. In total 324 women hold 355 FTSE 100 directorships. The percentage of female non-executive directors (NEDs) is at an all-time high of 40.8%, whilst the percentage of female executive directorships has risen slightly this year to 13.2%. There has been more progress recorded on the FTSE 250 boards, where the percentage of female NEDs is 37.6% and the percentage of female executive directors (EDs) is 11.3%. There is quite a lot of variance across boards indicating that only 63% FTSE 100 and 53% FTSE 250 have reached the target of 33% women in their boards.
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    The Female FTSE Board Report 2021: Inclusion Works For Everyone
    (2021-10-07) Vinnicombe, Susan; De Largy, Christine; Tessaro, Michelle; Battista, Valentina; Anderson, Deirdre A.
    This year we see further progress in terms of the number of women on corporate boards. The percentage of women in FTSE 100 boards is 38% and the parallel figure for FTSE 250 boards is 35%, so all boards in aggregate have met and indeed exceeded the target set by Hampton-Alexander. In total, women hold 393 directorships across FTSE 100 boards. The percentage of female Non-Executive Directors (NEDs) stands at 44.4%, an all time high, in comparison to the percentage of female Executive Directors (EDs) which has flatlined for a second year, running at 13.7%. A similar picture is evident across FTSE 250 boards where women hold 688 directorships and 41.2% of the NED roles, but only 11.3% of the ED roles. There continues to be considerable variance across the boards, indicating that 21% of the FTSE 100 boards and 32% of FTSE 250 boards have yet to reach the Hampton-Alexander target of 33% women on their boards. This highlights the drawback to voluntary targets and prompts whether it is time to make these targets mandatory.
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    Female FTSE Board Report 2024: 25 years on - milestones and misses
    (2024-12-31) Vinnicombe, Susan; Tessaro, Michelle; Battista, Valentina
    This year we see continuing progress in the appointment of women to Non-Executive Directorships on FTSE 350 boards. The percentage of women in total on FTSE 100 boards now sits at 43.4% and on FTSE 250 boards is 42.4%, thus on average both sets of companies have met the target set by the Women Leaders Review. In total, women hold 450 directorships across FTSE 100 boards. The percentage of female Non-Executive Directors (NEDs) stands at 49%, in comparison with the percentage of female Executive Directors (EDs) which is 20.3%. The latter is at an all time high and is explained by the increase of female Chief Finance Officers (CFOs) in an active market for new CFOs. Women hold 793 directorships across the FTSE 250 boards. The percentage of female NEDs is very similar to the FTSE 100 at 49.3%, thus there is now parity of men and women in NED roles across FTSE 350 companies. Following the target set by the Women Leaders Review of appointing at least one woman to one of the top four roles (CEO, CFO, Chair and SID), there has been a push to appoint women into the ‘softest’ of those roles, the SID role, where we now see gender parity across both FTSE 100 and FTSE 250 boards. The percentage of women in ED roles across FTSE 250 boards has slipped further since our last report to 11.8%. The gap between the percentage of women in ED roles and NED roles across FTSE 250 boards has grown over the past three years (30%, 33% and 37%). Companies seem to have taken their focus off the big prize of getting more women into the top executive leadership roles
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    The influence of cultural context in managerial decision-making: legitimacy views of Finnish and Italian managers
    (Inderscience, 2021-04-08) Kujala, Johanna; Battista, Valentina; Lucianetti, Lorenzo; Paavilainen, Anni
    This study examines the influence of cultural context in managerial decision-making by comparing the legitimacy views of Finnish and Italian business managers. In the business context, managers often make decisions based on economic interests only; but for moral decisions, other means of legitimacy are required. Although both Finland and Italy are members of the European Union (EU), they have significant differences in terms of culture and economy. Finland is a North-European country with Protestant religion and low level of corruption, while Italy is a South-European country with the Catholic religion and high level of corruption. The study contributes to previous research on managerial decision-making by showing, with a qualitative approach, that Finnish managers rely more on property and perception view of legitimacy in their decision-making, whereas Italian managers rely more on a process view of legitimacy in their decision-making
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    Organizational climate profiles: Identifying meaningful combinations of climate level and strength
    (American Psychological Association, 2022-10-13) He, Yimin; Payne, Stephanie C.; Beus, Jeremy M.; Muñoz, Gonzalo J.; Yao, Xiang; Battista, Valentina
    According to situation strength theory, organizational climate should have a stronger effect on group behavior when members’ perceptions of the climate are both unambiguous (i.e., very high or very low) and shared than when they are more ambiguous and less shared. In the organizational climate literature, this proposition is typically examined by testing the interaction between climate level (i.e., mean) and strength (i.e., variability); surprisingly, the preponderance of empirical research testing this interaction does not support this theoretical expectation. This may be because the traditional variable-centered approach fails to consider the possibility of overlooked subpopulations consisting of unique combinations of climate level and strength, creating distinct climate profiles. To address this issue, we use a group-centered conceptualization and analyses (i.e., latent profile analysis) to examine the extent to which 302 workgroups (Sample 1) and 107 organizations (Sample 2) evidence statistically and practically meaningful climate profiles. Results revealed four to six distinct climate profiles across multiple climate types were differentially associated with theoretically relevant outcomes, including objective financial measures. Consistent with situation strength theory, groups with strong and favorable profiles tended to have more positive outcomes, whereas groups with weaker, less favorable profiles tended to have less positive outcomes. In contrast, the traditional variable-centered approach was generally unsupportive of an interaction between climate level and strength. Overall, these findings provide evidence that the group-centered approach is a more sensitive statistical modeling technique for testing a fundamental tenet of situation strength theory in the context of organizational climate research.
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    The Female FTSE Board Report 2019: moving beyond the numbers
    (2019-07-11) Vinnicombe, Susan; Atewologun, Doyin; Battista, Valentina
    This year we see a more encouraging picture emerging in terms of the number of women on FTSE boards. Over the past 12 months the percentage of women on FTSE 100 boards has increased from 29% to 32%, so the 33% target set for 2020 is well in sight. In total 292 women hold 339 directorships on FTSE 100 boards. The percentage of female non-executive directors (NEDs) is at the all-time high of 38.9%, whilst the percentage of female executives remains worryingly low at 10.9%. There is also progress on the FTSE 250 boards with the percentage of women directors rising from 23.7% to 27.3% this year and the number of all male boards dropping to three, but still, three is too many. The percentage of female NEDs is now 32.8% but the percentage of female executivedirectors (EDs) remains low at 8.4%.