WageWorks, Inc. Strategically Managing Change

Ramona R. Durso

St. Thomas University

Abstract

WageWorks, Inc. acquires companies frequently and continues to expand its foundation and culture with each acquisition. Eventually WageWorks migrates these company’s clients onto their primary system, V5. There are many different factors to consider with acquisition and managing change strategically. Examining first the generic strategies with applicable WageWorks examples then further examining the role of the corporate parent provides a picture of the overall strategic implementation. Researchers should look at change management from a business management standpoint and from an anthropological standpoint due to the fact that business culture is a huge factor in successfully managing change and the strategy which best suites each acquisition.

Keywords: Strategy, Business Anthropology, Change Management, Acquisitions

Strategically Managing Change

WageWorks, Inc. acquired a portion of FBMC or Fringe Benefits Management Company in 2011. FBMC is also a third party administrator, who apparently had enviable clients at the time. The culture at FBMC was more personal and reportedly had a small town feel, located in the capital of Florida, Tallahassee. They are still a thriving company now. WageWorks, founded in the year 2000, administers consumer-directed benefits (CDBs) in about 10 locations across the United States and began being publically traded in 2012. These benefits reduce their employee’s taxable income and potentially provide the employees with substantial tax savings which is usually assessed the corresponding tax year. CDBs are also beneficial for the employers who profit from the corporate tax advantages that US tax laws provide. Consumer directed benefits can take the form of health savings accounts (HSAs), flexible spending accounts (FSA’s), and commuter benefits, just to name a few. Simply put, these programs allow for a pre-tax deduction to be taken from employees’ payrolls. They claim the funds, usually within the same taxable year or within a given grace period, by providing proof of eligible expenses in the form of a claim. WageWorks then pays out the pre-tax deductions via check or direct deposit to the participants’ personal bank account, or sometimes directly to a service provider at the employee’s request.

Generic Strategies

Michael Porter, Harvard Business School professor, and elite economist designated four generic strategies that firms may pursue: Cost leadership, differentiation, focused low cost, focused differentiation (Porter 1990). These strategies are termed “generic” because of their broad spectrum applications to companies regardless of their business or industry (Frynas and Mellahi 2015). The strategy to focus on depends largely on the focus of the company.

Competitive Scope and Differentiation

Consumer directed benefits are a bit of a niche market with a focus on savings to the employee and employer alike. WageWorks, Inc. offers a broad range of pre-tax benefits and benefits payroll deduction services at arguably lower cost than its competitors. These consumer directed benefits are available to a large segment of the population, but through the employer. The contracts formed are with the employer and not the individual employee. In this way WageWorks is services a large segment of the population and also a niche provider as well. Still, the competitive scope remains fairly large because the vast numbers of employees that work at these specific companies or state agencies.

Differentiation

Differentiation plays a key role because WageWorks must stand out from their competitors and do so by making tailor suited contracts for each new client and securing them in time with performance standards and guarantees. If they do not meet the standard they promise, the will pay a penalty to the client. WW differentiates itself from the competition through these contracts that they agree to. They are aware of their internal performance and will not promise service levels that they are unlikely to meet. The focus or target market is more specialized.

External Factors to Consider in Competitive Strategy

Competitive strategies are determined by a plethora of internal and external factors. Externally the strategy must take into consideration the competitive market, rivalry, resources, and infrastructure (Frynas and Mellahi 2015).The industry is Professional Services and the Sector is Services when researching WAGE on the publically traded NYSE (New York Stock Exchange). Competitors include Automatic Data Processing, Inc, Ceridian LLC, and Aon Consulting Worldwide. Although these competitors are not exactly providing identical services the services offered do overlap and contribute to healthy market competition.

Internal Factors to Consider for Competitive Strategy

As a corporation strategically managing change there are a seemingly limitless number of variables to consider when operating on a day to day basis. Acquisition does compound those variables further. If the corporation was a planet, the departments that comprise that company would be the countries. Each one somewhat independent from the next, yet undeniably connected. Departments like IT, Claims, Customer Service, are all run by directors who report to the executive management team. These individual departments operate often in drastically different ways. Although they may use the same operating system certain departments only have access to their corresponding part of the system. The access is based strictly on what that particular department needs to achieve their role successfully. This can be a great hindrance as well. The customer must wait extended amounts of time while interdepartmental inquiries are resolved. One effective strategy would be to implement a position to oversee these types of issues. Having each department be an island unto itself is beneficial from a certain standpoint. For example, a customer service representative cannot access the check register and send checks out of a participant account. Cross-over training has proven to be a huge success in bridging Customer Service and Claims, but it not seen commonly in other departments. Internal strategies should arguably include the possibilities of cross-over training between any two departments which would see that training as advantageous. For example, the Accounting department and Claims department could have cross-over agents. These agents could be the first line of assistance to interdepartmental issues without having to escalate issues to senior manager or even executives.

Executives and the Board of Directors run the company. Recognizable positions like the CEO (Chief Executive Officer, CFO (Chief Financial Officer), COO (Chief Operating Officer) all have their role to play and are responsible for their facet of the company. Yet, they are far removed from the employees on the front lines, so to speak, the employees who interact with customers day to day. The executives at WageWorks are reachable by employees yet, out of reach all at the same time. WageWorks, Inc. is not alone in this. The corporate organism is designed this way. But for what purpose? There must remain a degree of objectivity in the decision making that is required to run a company. There may be acquisitions or layoffs required. The role of the corporate parent will discuss these factors in more detail.

Corporate Acquisitions and Business Culture

Mergers and acquisitions impact corporate culture plain and simple. Acquisitions are also a complex social merger whose impacts must be considered in order to provide a mutually beneficial transition. Too often, only business factors like profitability are considered, and the human factors involved are overlooked. It is vital to strengthen professional relationships within a corporation to ensure efficiency and productivity in interdepartmental relationships and professional relationships.

The restructuring that is inherently involved during acquisition can be difficult for some employees. A company with a compassionate attitude toward its employees is going to foster productivity and loyalty in its employees (Addady 2015). One can argue that employees do not necessarily have to be happy in order to be productive. While that is possibly the case, negative emotions regarding the work environment or job related tasks fosters resentment which will be seen in productivity and engagement over time. In a study conducted by Andrew Oswald, Eugenio Proto, and Daniel Sgroi at the University of Warwick which involved over 700 participants it is shows that productivity increased 12 percent more than the control group in those who reported being happier (Sgroi 2015). Many employees desire a challenge in their position, at least on some level. Stagnation is the easiest way to jeopardize the goals of the corporation. The company and its employees must continue to grow if they want to survive in this competitive market.

Anyone in business knows how important interpersonal relationships are. Climbing the corporate ladder entails building strong relationships with management and executives, if at all possible. How does one do this if, for example, they are part of an acquisition in Florida for a company that is based in California? How does the parent company utilize the full potential of its employees when they are overseeing multiple sites across the country? Talent scouting and employee motivation is essential to the upkeep of morale and therefore productivity. Human resources, a department devoted to the interests of the employee, must be part of the answer. HR should not become stagnant nor distant during acquisition. This vital department is one of the keys to the development of a sense of unity and equality. They must respond quickly and efficiently to inquiries and complaints from employees. An effective human resource department can make or break the new culture of change.

During acquisitions there are so many variables to consider. There is a need for more sensitivity to the business culture during acquisition. An environment of mutual respect is paramount. Corporations can achieve a more favorable transition by instating programs aimed at cohesion and improving processes which are already set in place in vital departments like Human Resources. These programs do not have to be of staggering expense, but with strategic implementation can benefit all parties involved with a focus on improving strengths employees already have. Executives and middle management alike can learn from the mistakes, but also the successes, of other acquiring companies. As employees continue to invest precious years of their lives into a company, the company in exchange should similarly be investing in its employees. Securing and fostering talent and future leaders will ultimately prove beneficial for employees and contribute to a company’s continued success. Management must take an active role in improving the business’ cultural sensitivity processes with every acquisition as they strive for excellence in all business ventures.

Strengths Finder 2.0 by Tom Rath urges management to focus on their employee’s strengths rather than their weaknesses. This simple change could translate into huge profits, and is applicable to all industries. Strengths Finder 2.0 is a 1# Best Seller on both the Wall Street Journal and New York Times bestsellers lists. According to the research performed by scientists, led by the late Father of Strengths Psychology Donald O. Clifton, having a direct supervisor or similar influence, who regularly focuses on one’s strengths can make a dramatic difference in work performance. This is based on a 40 year study of human strengths, translated into 20 languages, surveying more than 10 million people. One of the many facets this assessment analyzes is engagement based on whether your manager focuses on strengths, weaknesses, or just ignores you. If a manager primarily ignores an employee, the chances of being actively disengaged are about 40 percent (Rath 2007). If the manager focuses on your weaknesses, the chances of you being actively disengaged is about 22 percent (Rath 2007). However, if the manager focuses on strengths, the chances of active disengagement falls to 1 percent. The message appears clear: employees respond to positivity. This data indicates that employees are far more likely to be engaged in their duties if their direct manager takes an active and positive role in their work, helping them to develop their strengths instead of constantly pointing out weaknesses to improve upon. The intuitive leap is not difficult to make. If employees are actively engaged in their duties, they are going to be more productive, and employee productivity is directly related to increased profitability for a company. Rath describes “society’s relentless focus on people’s shortcomings” as “turning into a global obsession” (2007). Explaining employees have several times more potential for growth when they invest energy in developing their strengths instead of correcting their deficiencies. If the employer chooses to take an active part in this growth, the company itself should benefit from the growth of its employees. Corporate business culture should nurture its employee’s strengths and help them find a facet of the business they excel in for the sake of the company, and their employees. Many corporations do administer a personality profile before employment. It is an interesting consideration for an acquiring company to assess personality types for the purpose of determining how the employees’ strengths align with their job duties. If a company is going to nurture the strengths of its employees, they will first need to determine what those strengths are. The Clifton Strengths Finder Assessment is one way to do that. The culture of change, in this case, can change a company from assessments based on weaknesses to assessments based on strengths, improve the morale of its employees, and increase productivity

The Roles of the Corporate Parent

Coordinating locations across the country can be a complex hurdle to overcome. Major offices are located in Irving, TX, Louisville, KY, Milwaukee, WI, Tempe, AZ, Alpharetta, Ga and a variety of remote employees across the country. Thousands of miles and several time zones separate these offices. The Corporate parent office or corporate headquarters, is located in San Mateo, California. The corporate parent is tasked with finding opportunities to minimize costs and maximize benefits for the company as a whole (Frynas and Mellahi 2015). Headquarters or the Corporate Parent also must create value by configuring and coordinating activities for the corporation (Collis and Montgomery 2005:8)

Enforcing Strategic Direction

The corporate parent must decide on the strategic direction and enforce it (Frynas and Mellahi 2015). Headquarters does this by both coordinating and also controlling the major office activities. It is important the headquarters is privy to activities so that they may retain authority and ensure effective control over the other offices (Frynas and Mellahi 2015). This effective control entails making sure that resources are allocated and directed toward achieving the objectives of the corporation. Control occurs on a spectrum and finding the proper level of control is part of the delicate balancing act that headquarters managers must perform. If the smaller offices are focused on the community local to them, the need for control over corporate headquarters should be lessened. In contrast the need for control is greater if the focus in on the overall national or global strategies.

Output Control

Corporations consistently use some variety of a scorecard to measure performance and metrics. Output control is generally used when the company is able to produce reliable and certifiable proof of performance without substantial intrusion (Frynas and Mellahi 2015). Local circumstance control requires more a complex control device to tackle the environmental variables (Doz and Prahalad 1991). Metrics measured with output control include profitability, market share, growth, productivity, customer satisfaction, employee commitment, and impact on environment (Frynas and Mellahi 2015).

Behavioral Control

Organizational behavior and analysis can be a critical control to monitor. Ouchi and Maguire (1975) define this control as personal surveillance which enables upper management to guide and direct their teams. Behavioral control may be achieved by the placement of manager from environment the company is hoping to impose similar behaviors to, as it is an input control. For example of the Tempe, AZ office needed to influence behavior to be more like the Alpharetta, Ga office they may bring in a manager from Alpharetta to lead that particular team.

Employees will naturally separate themselves into smaller more identifiable groups. There are many ways in which employees create groups. In corporate business it is often seen that separation of groups is based on job description, language, education, and an almost limitless array of other factors. On the other hand, these variables can be used to exclude potential group members, as well. In linguistic anthropology language is often used to distinguish groups. For example, after the arrival of a new group, a subtle way to exclude a perceived outsider would be to change the words being used to describe the same things regularly so the new group is always adjusting. For example, you have a group of employees who may have worked for several years together and have developed an occupational bond accordingly (Group A) and say their company acquired a new group of employees, Group B, which must coexist with the first group, within the physical boundaries initially belonging to the acquiring group. It is likely that the group that spent the most time in the location, Group A, would be initially considered somewhat dominant. However, the new group quickly adapts and we begin to see the absorption of the original groups’ cultural lexicon, to some extent. These wouldn’t be technical words, they would likely be adjectives and easily changed. To maintain cohesion amongst themselves Group A will adjust the adjectives that have been absorbed by Group B, and create new words to continue to define themselves as a separate group. This group behavior can be observed outside of the context of corporate acquisition, however, in the corporate context this cultural rebellion is about distinguishing groups and therefore insinuates there hasn’t been a cultural merger. That merger occurs later, if at all.

Why is this important to corporate America who so is so often concerned with the bottom line? Human grouping is unavoidable and natural, not a hindrance to the corporate culture necessarily. However, there is the potential for some groupings to be a hindrance and even potentially hostile. While hostile groups are not always avoidable they must be dealt with quickly and judiciously to prevent the spread this infection of negativity to other groups. Concerning macro perspective of the acquired group versus the acquiring group, employers must strive for cohesion and acceptance on the cultural level not just from the business perspective. Care should be taken to ensure that acquired groups are not discriminated to in anyway and have a place to voice their concerns.

Cultural Control

Indoctrination of corporate cultural norms by managers and other employees. This has to do with headquarters or regional office’s “way of doing things”. At times, conformity across sites requires restructuring positions within the acquired company. Restructuring of positions can cause an employee to be essentially demoted simply because their position has been acquired. Care should be given to compensate individuals in these positions, and the negative cultural impact should not be ignored. The following example focuses on a hypothetical customer service department based on a real life example witnessed in a corporate acquisition. The hierarchy within the acquired customer service department was as follows: customer service representatives who answer phones, non-phone specialists, supervisors assist the representatives and may take a few escalated calls in between their desk work duties, team leaders assist the supervisors, and the departmental manager. Unfortunately, within the parent company there is not a designated spot in the hierarchy for supervisors. A progression plan already utilized at other sites within the parent company is soon instituted which distinguishes between entry level representatives and more seasoned ones. Now there will be three positions were there was previously only one: customer service representatives I, II, and IIIs. Where supervisors are redefined as CSR III’s. What the corporation has essentially done is removed the position of supervisor as a member of management. The management rung now begins with team leaders. To properly understand the demotion, which is not necessarily a reduction in pay, but a culturally perceived loss, we must examine what a progression plan entails. For the representative which have been employed in the department for years and has reached the position of supervisor as a promotion, stepping off the phones is a type of cultural rank acquired. Supervisors were formerly able to assist phone representatives instead of answering inbound calls. Imagine yourself a supervisor in customer service, after acquisition, the parent company no longer deems your position as a management position. In forcing an employee who has earned a position to essentially retract some of the benefits of that position the company is potentially going degrade the morale of the entire department. This cultural demotion is extremely damaging because of the retraction of something the employee perceives to have earned, although they have committed no wrong doing. Now there are several “levels” of promotion to work through to get to a management position. Also, a bottle neck for possible promotions is created with this change. Representatives will have to remain on the phones for significantly longer period of time while they climb these ranks. It is not likely that positions will become available in a department with this type of managerial behavior because this department is now run by the corporate office and major management decisions will likely be made on a higher level than local management. For those withering within the department, morale could shrink with its population, until a skeleton crew emerges. There is another issue to consider; how will the classification of CSR I and II be made? In the real life example this scenario is based on, the acquiring company chose to designate all non-supervisor phone representatives as CSR Is, and the non-phone reps as IIs. So even seasoned representatives had to be promoted through an extra position just to get to the new position of CSR II before reaching CSR III, a non-management position. How demoralizing! This is an excellent example of how to demoralize an entire department simply by applying an acquired company’s progression plan to a department which was not structured in a way that the progression plan could be successfully applied without significant costs to morale.

Determining the Scope of Operations

Determining the scope of operations means defining the diversification of the corporation across business locations (Frynas and Mellahi 2015). If the corporation involved in new market or industries beyond the originally intended market/industry? Wageworks originally entered the market as a third party administrator but the scope that they administer is broader with time. More than just pre-tax benefits now, the company handles a variety of payroll deduction services. With this expansion we see how WageWorks an ADP are considered primary competitors although ADP primarily handles payroll services.

Industrial Diversification

There is evidence to support that diversification is not always the best strategy (Datta el a. 1991; Delios et al. 2008). When diversification attempts fail the company will return back to the core business. Diversification is justified when shareholder value increases and/or performance increases.

Related Diversification

As the name suggests, related diversification consist of adding new businesses that are comparable to the existing business (Davis et al. 1992). We see related diversification with WageWorks especially as acquisitions continue on a near yearly basis. Third party administration easily lends itself to diversification because of the variety of deductions that can be taken from pay roll. Pre-tax and post-tax deductions are extremely common and varied. It was a logical step to go from pre-tax benefits like an HSA and expand into life insurance and other post tax offerings.

Economies of Scope. Increased output leads to reduced per unit prices. Similarly, if a corporation overlaps managerial, administrative, and other costs under one corporate umbrella the firm will save capital. Similarly, firms with closely related manufacturing undertakings can ultimately save by sharing data on cost-efficient fabrications.

Market Power and Knowledge Competencies. Related diversification allows diverse businesses to use common suppliers across the company, giving the corporation influence over its dealers and possibly securing bulk markdowns (Frynas and Mellahi 2015). Knowledge competencies in related diversification translates into the transferring of information from one company to another potentially reducing the costs, lead time, making putting them in a better position to create new goods.

Unrelated Diversification

Diversification into markets not related to the original business are therefore considered unrelated. When companies begin to expand into unrelated markets there is a risk of contamination where the strategies of two businesses working together become enmeshed and impact their businesses negatively. What works for one business sector may impact another business negatively if the same action is taken. In the quest for continued growth businesses may actually hinder their success broadening their scope too far.

Deciding the Outsourcing Level

The corporate parent must designate which activities will be conducted at specific sites across the company, including potentially outsourcing or even sending work off shore. Headquarters would likely keep proprietary knowledge in house especially if those activates are considered “core competencies” (Frynas and Mellahi 2015). Outsourcing would be much more likely if the activities are consider less applicable to core business activities. WageWorks has call centers outsourced in Manilla for example, but the processing of claims is all done in the continental US. Call center headquarters, for WageWorks, is in Tempe, AZ. Most of the call centers that are domestically located report to Tempe. While some services are outsourced, most remain strictly under the control of Customer Service VP Shannon Yeats who is geographically located in the Tempe, Office.

Conditions of Outsourcing

There are three main conditions to consider for outsourcing purposes. The first condition is communicating with the supplier exactly what is needed, this includes defining what may be added, deleted, or modified. The second condition accessibility to the products for the purpose of ensuring they are as required. Finally, if an issue arises with the supplier the company must have the ability to adjust variables to correct the issue (Frynas and Mellahi 2015).

Types of Outsourcing

Types of outsourcing include domestic vs. abroad as well as arm’s length vs. strategic outsourcing. A company will prefer to outsource domestically when abroad goods production disadvantages outweigh the advantages (Frynas and Mellahi 2015). Which type of outsourcing a company chooses is determined by the type of product needed and the country the company is based in. To be clear, parts or processes that are tailor made and that distinguish the company’s product from its rivals are sometimes obtained from providers based on strategic alliances that allow the company to access the suppliers’ capabilities and control the products quality (Kotabe and Murray 2004:8). In relation to the country of origin, US based companies tend to lean toward arm’s length outsourcing.

With each acquisition WageWorks usually acquires a call center. They are slowly integrated into the WageWorks V5 system, systematically over a number of years. This allows IT to would out the difficulties inherent with transferring massive amounts of data. Also, this allows time for the culture to adjust and accept WageWorks ways of doing things.

Develop a Method for Overview of Performance across Sites

Headquarters must continually review performance across sites. Each individual site must be evaluated taking into account if they are meeting performance expectations. If headquarters sees that performance is lacking in any particular area measures will be taken to ensure improvement. If these additional measures are seen in multiple sites, that is a clue to headquarters that there may be a larger issue to address.

Closing Considerations

WageWorks has competently managed their strategy across ten sites distributed along thousands of miles. There are undeniable obstacles to overcome with each strategy’s implementation but the resourcefulness and dedication of those assigned to these tasks cannot be understated. One area of improvement would be in the behavior and cultural control areas of strategy implementation likely because they are harder to quantify. However, the obstacles are surmountable with due time and good effort on the part of all those impacted.

It seems obvious that upon acquisition key systems must sync. The acquired company and the parent company must share systems to be able to communicate data effectively. This sounds easy, but this type of transition can take years, and the funds needed can be astronomical. Each additional acquisition carries with it more variables to further complicate the equation. Meanwhile, non-salaried employees may find themselves in a sort of limbo with limited upward mobility, especially while the corporation absorbs the costs of major system changes. As key decisions makers are often officers, it is too easy to focus on upper management and executive positions during these changes and forget about the next generation of executives. The implementation of an HR program that fosters creative business ideology across all corporate offices could improve the flow of ideas and cohesion. This could be as simple as an email where employees send their ideas on how to improve the company. A training program which would allow trainers to groom individuals for upper management and executive positions should also be considered. Combing through thousands of external resumes is not the answer. Training and hiring good employees from the internal corporate culture should lay the foundation for the company’s future. Of course, external talent cannot be excluded, and exemplary individuals should always be considered. So how does a company already absorbing the costs of acquisition budget for these types of changes? There is no shortage of employees looking to distinguish themselves. A competent individual, or preferably a group, may volunteer for such a project. If successful, they may indeed distinguish themselves. Students are an excellent resource for a company to utilize. Often students are satisfied with a unique project to add to their CV or resume. Tuition reimbursement programs already established within a company may be an easy way to list student employees who may take advantage of such an opportunity. Of course, popular social media like LinkedIn which can provide a corporation with information on employees continuing their education. Certainly, not only students should be considered for such projects. Model employees should be able to substitute work experience for educational experience, in some cases. Personal relationships with those designing the program and choosing talent are potentially a conflict of interest. However, with a team of individuals this complication can be minimized.

Addady, M. (2015) Being happy at work really makes your more productive. Retrieved from http://fortune.com/2015/10/29/happy-productivity-work/

Ambos, B. and Schlegelmilch, B.(2007). Innovation and control in the multinational firm: A comparison of political and contingency approaches. Retrieved from https://onlinelibrary.wiley.com/doi/abs/10.1002/smj.584

Anderson, J. (2007) “Serving the world’s poor: Innovation at the base of the economic pyramid” Journal of Business Strategy 28 (2): 14-21.

Collis, D, Collis, D and Montgomery, C. (2005) Corporate Strategy. McGraw-Hill Companies, Incorporated. Retrieved from https://books.google.com/books/about/Corporate_Strategy.html?id=Z7FeEarlSjwC

Datta, D. K, Rajagopalan, N. and Rasheed, A. M. A. (1991) “Diversification and performance: Critical review and future directions”. Journal of Management Studies 28:529-58.

Davis, P. S., Robinson, R. B., Pearce, J. A., and Park, S. H. (1992) “Business unit relatedness and performance: A look at the pulp and paper industry” Strategic Management Journal 13:349-62.

Dawar, N. (2013) Tilt: Shifting Your Strategy from Products to Customers. Harvard Business Review Press.

Delios, A., Xu, D. and Beamish, P. W. (2008) “Within country product diversification and foreign subsidiary performance” Journal of International Business Studies 39(4): 706-24.

D&B Hoovers. WageWorks, Inc. Retrieved from http://www.hoovers.com/company-information/cs/company-profile.wageworks_inc.85c909ac41704e41.html

Doz, Y. L. & Prahalad, C. K. (1991). Managing DMNCs: A search for new paradigm.

Strategic Management Journal, 12, Special Issue Summer 1991, 145 – 164.

Frynas, J. G., & Mellahi, K. (2015). Global strategic management (3rd edition). Oxford: Oxford University Press.

Kim, W. (2015) Blue ocean strategy. Harvard Business School Publishing Corp.

Kotabe, M. (1992) Global Sourcing Strategy (New York: Quorum Books).

Kotter, J. (2014) Accelerate: Building Strategic Agility for a Faster-Moving World. Harvard Business Review Press.

Ochi, W. (1975) The Relationship Between Organizational Structure and Organizational Control. Retrieved from https://www.gsb.stanford.edu/faculty-research/working-papers/relationship-between-organizational-structure-organizational-control

Rath, Tom. (2007) Strengths Finder 2.0. Gallup Press.

Splender, J. (2014) Business Strategy: Managing Uncertainty, Opportunity, and Enterprise 1st Edition. Oxford University Press.

Sgroi, D. (2015) Happiness and productivity: Understanding the

happy-productive worker. Global Perspectives Series: Paper 4. Retrieved from http://www.smf.co.uk/wp-content/uploads/2015/10/Social-Market-Foundation-Publication-Briefing-CAGE-4-Are-happy-workers-more-productive-281015.pdf