Search results

Informational conflict and uncertainty are common features across a range of sources, topics and tasks. Search engines and their presentation of results via search engine results pages (SERPs) often underpinned by knowledge graphs (KGs) are commonly used across tasks. Yet, it is not clear how search does, or could, represent the informational conflict that exists across and within returned results. The purpose of this paper is to review KG and SERP designs for representation of uncertainty or disagreement.

The authors address the aim through a systematic analysis of material regarding uncertainty and disagreement in KG and SERP contexts. Specifically, the authors focus on the material representation – user interface design features – that have been developed in the context of uncertainty and disagreement representation for KGs and SERPs.

Searches identified n = 136 items as relevant, with n = 4 sets of visual materials identified from these for analysis of their design features. Design elements were extracted against sets of design principles, highlighting tensions in the design of such features.

The authors conclude by highlighting two key challenges for interface design and recommending six design principles in representing uncertainty and conflict in SERPs. Given the important role technologies play in mediating information access and learning, addressing the representation of uncertainty and disagreement in the representation of information is crucial.

This study aims to explore how source type can influence organizational assets proposed by source credibility theory (SCT) when paired with matched situational crisis communication theory (SCCT) strategies for accidental, preventable, and victim crises. Crisis communication delivered online provides an invaluable outlet for organizations to disperse information to stakeholders quickly. It has been shown that receivers of this information have motivational assumptions about sources having their own agenda for producing content. Thus, it is important to explore how sources tasked with delivering crisis responses can influence perceptions of the sincerity and credibility of the message.

The researchers conducted a 3 (crisis response: matched accidental, matched preventable, matched victim) × 3 (source type: organization, CEO, The New York Times) online between-subjects experimental design (N = 623).

By identifying how the source disseminating crisis responses influences message perceptions, findings from this study recognize how the crisis response is situated in a greater context. Since perceived sincerity and credibility were found to influence message acceptance and reputation, making intentional decisions that acknowledge both within a crisis communication strategy may benefit both future practice and research applications.

The current study advances understandings afforded by SCCT, along with SCT, by experimentally testing the influence of these variables within crisis responses on outcomes such as account acceptance and organizational reputation.

This paper seeks insights into how multinational enterprises restructure their global supply chains to manage the uncertainty caused by geopolitical disruptions. To answer this question, we investigate three significant geopolitical disruptions: Brexit, the US-China trade war and the coronavirus disease 2019 (Covid-19) pandemic.

The study uses an inductive theory-elaboration approach to build on Organisational Learning Theory and Dunning’s eclectic paradigm of international production. Twenty-nine expert interviews were conducted with senior supply chain executives across 14 multinational manufacturing firms. The analysis is validated by triangulating secondary data sources, including standard operating procedures, annual reports and organisational protocols.

We find that, when faced with significant geopolitical disruptions, companies develop and deploy supply chain structural ambidexterity in different ways. Specifically, during Covid-19, the US-China trade war and Brexit, companies developed and deployed three distinct types of supply chain structural ambidexterity through (1) partitioning internal subunits, (2) reconfiguring supplier networks and (3) creating parallel supply chains.

The findings contribute to Dunning’s eclectic paradigm by explaining how organisational ambidexterity is extended beyond firm boundaries and embedded in supply chains to mitigate uncertainty and gain exploration and exploitation benefits. During significant geopolitical disruptions, we find that managers make decisions in tight timeframes. Therefore, based on the transition time available, we propose three types of supply chain structural ambidexterity. We conclude with a managerial framework to assist firms in developing supply chain structural ambidexterity in response to geopolitical disruptions.

This study offers insight on the impact of virtual team projects (VTPs) of varying types (global vs domestic teams, technology vs non-tech projects) on competency and anxiety outcomes during the COVID-19 pandemic.

Paired-sample t-tests and ANOVA tests were performed on student survey responses pre- and post-engagement of different VTPs.

The results demonstrated positive effects of VTPs on intercultural sensitivity (ISS), computer self-efficacy, perceived ease of use of online learning and COVID-19 anxiety. ISS (“interaction confidence”) improved more for students in the global vs. domestic teams and technology-related outcomes (CSE, PEU and computer anxiety) and ISS (“respect for cultural differences”) improved more for students that participated in tech projects, whereas COVID-19 anxiety lessened more for those that participated in non-tech projects.

The study expands understanding of the Technology Acceptance Model and provides insight into the ISS literature showing that VTPs could be a worthwhile pedagogical approach for improving student competencies and anxiety during times of academic disruption, but that project type can influence these changes.

Annual performance evaluations of faculty are a routine, yet essential, task in higher education. Creating (or revising) performance criteria presents an opportunity for leaders to work with their teams to co-create evaluation metrics that broaden participation and minimise inequity. The purpose of this study was to support organisational leaders in developing equitable performance criteria.

We adopted the “dual-agenda” dialogues training that draws on concepts of collective self-efficacy and intersectionality for department leaders to co-create annual review criteria with their faculty members at one university. We used qualitative and quantitative data to assess the training and conducted an equity audit of the resulting annual review criteria.

Survey results from faculty members and departmental leaders (n = 166) demonstrated general satisfaction with the process used to create new criteria, perceptions that their criteria were inclusive and optimism about future reviews. Those with greater familiarity with the dialogues process had more positive perceptions of the inclusivity of their department’s criteria and more positive expectations of future reviews. The examination of eight indicators of equity illustrated that the resultant criteria were transparent and holistic.

This study builds on the relatively little research on faculty members’ annual performance evaluations, focussing on inclusive dialogues that centre equity and diversity. Results highlight the value of providing department leaders with evidence-based tools to foster system-level change through equitable evaluation policies. A toolkit is available for adaptation of the “dual-agenda” leadership training to both co-create annual review criteria and improve equity and inclusion.

This study assesses performance measurement (PM) system implementation efforts across various organizational contexts and investigates which factors are critical to achieving implementation success (IS).

An empirical field study was conducted to refine a framework of PM system IS that consists of 5 dimensions of success and 29 factors. A survey questionnaire was used to investigate actual organizational practice and exploratory factor analysis was conducted to refine constructs corresponding to potential factors and dimensions of IS. The resulting variables were then investigated using multiple regression analysis to identify critical success factors for implementing PM systems.

The survey was completed by representatives from 124 organizations and the exploratory factor analysis results indicated that there are three underlying dimensions of IS (i.e. Use of the System, PM System Performance, and Improved Results and Processes) and 12 factors. Of the factors, nine can be considered critical success factors having a significant relationship with at least one dimension of IS: Leader Support, Design and Implementation Approach, Reward System Alignment, Organizational Acceptance, Organizational Culture and Climate, Easy to Define Environment, IT Infrastructure Capabilities, PM System Design Quality, and PM Participation and Training.

The results show that there are distinct dimensions of IS and, although some factors are associated with all dimensions, most are more closely related to only one dimension. This suggests that different strategies should be utilized based on the types of challenges experienced during implementation.

This paper aims to investigate the role-play of Protean Career Attitude (PCA) and Career Success (CS) in Affective Organizational Commitment (AOC).

A cross-sectional study on 376 employees from 55 hotels in Malaysia were conducted. The co-variance-based structural equation modeling was employed to analyze the data to test the direct and indirect relationships of PCA and CS with AOC.

The findings reveal that self-directed career attitude (SDCA) has a positive direct influence on AOC as well as indirect influence through the mediation of OCS and SCS. However, the value-driven career attitude (VDCA) neither influences AOC nor the OCS.

This is a first paper to body of knowledge in Asian context which identify mediating role of career success (SCA and OCS) to PCA and AOC. The findings of this research are the workplace learning in hospitality management. The authors argue that hotels should not assume spontaneously PCA with diminishing AOC, but rather hotels' attention is required to identify the most important preferences of these butterfly career attitudes such as OCS and SCS. Most importantly the research negates many negative labels of PCA and adds new perception to the contemporary career literature. Higher education institutions, government, and primary, secondary, and post-secondary education departments can play a significant role in developing PCA dispositions like SDCA and VDCA toward career success. Therefore, further study should examine PCA and their relevance to career outcome like job searching and employability of students in Malaysia. The paper is the first, to one's knowledge, to assess organizational commitment with specific measures of PCA. While the results are simple, they refute many stereotypes of the new career and, in that sense, add an important perspective to the career literature.

Women working in public relations (PR) in the 1990s developed the power of metamodern pragmatism to avoid being constrained in this decade of contradictions.

This was a time of promise for female empowerment and careers. The PR industry in Britain had quadrupled in size, yet increased feminisation and professionalisation did not resolve gender inequity. Indeed, alongside the existence of ‘old boys clubs’ and hedonistic macho agencies in the industry, the 1990s offered a lad's mag culture and an AbFab image of PR.

An original collaborative historical ‘Café Delphi’ method was developed using three themes (sex, sexuality and sexism) to explore women's careers and contributions in the expanding and increasingly powerful field of PR in the United Kingdom during the 1990s. It built on feminist critique of the industry and paradoxical portrayals of women resulting from significant changes in media, popular culture and a pluralistic marketplace.

Individual and collective experiences of women working in PR at the time reveal the power of attitudes to affect their ability to achieve equality and empowerment. Women navigated tensions between the benefits of accelerated pluralism and the patriarchal resistance in the workplace through performative choices and a deep sense of pragmatism.

The authors developed online learning modules to train graduate and undergraduate student instructors (GUSIs) on grading and delivering feedback in quantitative disciplines. The authors report results from multiple assessments conducted during recent training events at a mid-sized, research-intensive institution and discuss implications for educational development.

Using pre/post-assessments, the author measured participants' learning gains and skill development. In Study 1, the authors measured learning gains for 109 computer science GUSIs randomly assigned to complete the modules or not. Participants who completed the modules performed significantly better on the post-assessment relative to the control group across all seven module learning objectives aligned with GUSI responsibilities. In Study 2, we iterated on both assessments and modules, replicating Study 1 results for GUSIs from other quantitative disciplines. In Study 3, the authors compared learning gains from online modules to in-person training sessions, focusing on the authentic task of providing written feedback on student work.

Proficiency improved equally and significantly via both training modalities.

At research-intensive universities, GUSI training can be inconsistent and difficult to scale and rarely assessed via direct measures of outcomes. To the authors’ knowledge, this is the first study to rigorously measure GUSI skill development via authentic assessment tasks such as grading student work and/or providing effective written feedback rather than simply testing knowledge. This study also addresses implications for designing and implementing effective GUSI training at scale.