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1 – 10 of over 105000As the role of senior school leaders has become more complex, the leadership of improvement, innovation and change has been distributed to middle leaders. However, middle leaders…
Abstract
As the role of senior school leaders has become more complex, the leadership of improvement, innovation and change has been distributed to middle leaders. However, middle leaders are often not prepared for the shift to strategic thinking and leading. This chapter provides an overview of what it means to think and lead strategically when leading from the middle. Then, the theory is translated into practical templates and tools that can be employed by a middle leader. The context of this chapter is leading a faculty in a secondary school; however, the ideas and examples provided are easily translated to any middle leading context.
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Zahra Tabaei Aghdaei, Janet R. McColl-Kennedy and Leonard V. Coote
The purpose of this paper is to: (1) better understand the structure (hierarchy) of customer goals providing conceptual clarity; and (2) propose a hierarchy of customer goals…
Abstract
Purpose
The purpose of this paper is to: (1) better understand the structure (hierarchy) of customer goals providing conceptual clarity; and (2) propose a hierarchy of customer goals conceptual framework that explicates how healthcare customer goals are linked to drivers and outcomes, thus building theory and informing practice.
Design/methodology/approach
The research draws on 21 in-depth interviews of patients with a chronic disease. Drawing principally on construal-level theory and using manual thematic analysis and Leximancer, this article provides new insights into customer goals.
Findings
In a first, the authors identify a two-dimensional structure for each of the three main goal types, which previously had been viewed as unidimensional. The authors develop a conceptual framework linking drivers of goal setting (promotion/prevention focus world view and perceived role) with goal type (life goals, focal goals and action plan goals and their respective subgoals) and outcomes (four forms of subjective well-being). Visual concept maps illustrate the relative importance of certain health-related goals over others.
Research limitations/implications
The usefulness of the authors’ conceptual framework is demonstrated through the application of their framework to goal setting among healthcare customers, showing links between the structure of goals (life goals, focal goals and action plan goals) to drivers (promotion/prevention focus world view and perceived role) and outcomes (subjective well-being) and the framework's potential application to other service settings.
Originality/value
This study contributes to healthcare marketing and service management literature by providing new insights into goal setting and proposing a novel hierarchy of customer goals conceptual framework linking drivers, goal types and outcomes.
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Toon W. Taris and Michiel A.J. Kompier
This chapter examines employee learning behavior as a function of work characteristics. Karasek’s Demand-Control (DC) model proposes that high job demands and high job control are…
Abstract
This chapter examines employee learning behavior as a function of work characteristics. Karasek’s Demand-Control (DC) model proposes that high job demands and high job control are conducive to employee learning behavior. A review of 18 studies revealed that whereas most of these supported these predictions, methodological and conceptual shortcomings necessitate further study. Perhaps the most important weakness of the DC-based research on learning is that the conceptual foundations of the DC model regarding employee learning behavior are quite rudimentary, while the role of interpersonal differences in the learning process is largely neglected. The second part of this chapter explores the relationship between work characteristics and learning behavior from the perspective of German Action Theory (AT). AT explicitly discusses how work characteristics affect learning behavior and assigns a role to interpersonal differences. We conclude by presenting a model that integrates action-theoretical insights on learning with DC-based empirical results.
Felicity Kelliher, Monica Murphy and Denis Harrington
This paper explores the role of goal setting and external accountability mechanisms in embedding strategic learning plans in small firms. The research question asks, does an…
Abstract
Purpose
This paper explores the role of goal setting and external accountability mechanisms in embedding strategic learning plans in small firms. The research question asks, does an external learning intervention influence how strategic learning plans are embedded in small firms?
Design/methodology/approach
Insights from in-depth action research carried out with three small firm owner-managers (OMs) inform the study.
Findings
Findings present valuable insights into how small firms learn strategically, and the link between OM goal setting and external accountability mechanisms in pursuit of embedded learning. A framework for embedding strategic learning plans in small firms is presented.
Research limitations/implications
This study offers a contribution to knowledge in the areas of small firm learning, strategic planning and social learning theory. While the sample size is small, data and case protocols are in place which allow for replication of the study. As the research is embedded in social learning theory, alternative theoretical frameworks may shed a different light on the research question.
Practical implications
The study will be of interest to practitioners working in the design, development, delivery and evaluation of learning interventions for small service firms. Given the importance of the small firm sector to the global economy, the research may also be of interest to government agencies, who strive to protect the survival and growth of small firms generally and who set aside resource amounts each year to fund training programmes for small firm OMs.
Originality/value
The research contributes to the body of existing knowledge in the small firm setting concerning social learning theory and small firm learning strategies. It has identified a link between OM goal setting and external accountability mechanisms in pursuit of sustainable organisational learning in small firms and offers a framework for embedding strategic learning plans in small firms. The study answers calls for a more robust framework to advance understanding of how OMs learn and whether that learning is consequently embedded in the organisation. The proposed framework can be used as a guideline for support organisations in assisting small firms in reaching their learning potential. It can also be used by small firms in the attainment of strategy learning capability.
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Promoting the self-determination of students, particularly adolescents, with disabilities has become best practice in special education and transition services. Research documents…
Abstract
Promoting the self-determination of students, particularly adolescents, with disabilities has become best practice in special education and transition services. Research documents that students who leave school as more self-determined young people achieve more positive employment and independent living outcomes and experience a higher quality of life. Further, promoting self-determination can provide an entry point to the general education curriculum for students with disabilities, and instruction to promote self-determination can enable students to better engage with and learn in the general education curriculum. This chapter defines the self-determination construct as it applies to the education of students with disabilities, examines the importance of such instruction, and provides information with regard to prevailing practices in assessment and instruction to promote this outcome.
Nuran Acur, Frank Gertsen, Hongyi Sun and Jan Frick
This paper intends to contribute to a better understanding of manufacturing strategy content by describing and analysing the content and formalisation of manufacturing strategies…
Abstract
This paper intends to contribute to a better understanding of manufacturing strategy content by describing and analysing the content and formalisation of manufacturing strategies, and by exploring the relationships between the formalisation of manufacturing strategy, business/competitive objectives, improvement goals, and action plans. The study is based on the data from the third International Manufacturing Strategy Survey, which was conducted in more than 20 countries. The analysis shows that in companies with a formal strategy competitive priorities, improvement goals and action programs are significantly better aligned in companies without such a strategy. This finding is encouraging for operations management scholars, as it suggests that after 30‐odd years Skinner's missing link has been re‐discovered, and it supports OM practitioners in their ongoing battle to safeguard the position of manufacturing in the corporate debate.
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Baird K. Brightman and John W. Moran
Presents a schedule for the alignment of personal needs and priorities with organizational needs and priorities. By considering leadership, coaching, corporate citizenship, change…
Abstract
Presents a schedule for the alignment of personal needs and priorities with organizational needs and priorities. By considering leadership, coaching, corporate citizenship, change management, efficiency, team working, customer focus, and decision making, individuals can compile an action plan for professional and organizational change, ensuring that one is not at the expense of the other. Features a number of models to encourage reflection and discussion as well as assessment instruments to aid immediate practical development.
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To report how an SME developed strategic and operational balanced scorecards (BSCs) as well as benchmarks for use in e‐commerce.
Abstract
Purpose
To report how an SME developed strategic and operational balanced scorecards (BSCs) as well as benchmarks for use in e‐commerce.
Design/methodology/approach
The report begins with the initial management meeting, in which participants set goals for the firm, specified causal linkages among those goals, and identified appropriate strategies for attaining them. It then explains the perspectives chosen to structure the BSCs. Next, it summarizes results from analyzing proposed operational goals, concrete action plans, and key performance indicators to ensure inclusion of all potentials for growth. The report gives concrete examples of how management bundled proposed goals and actions into projects, budgeted them, and committed responsible actors. In addition, it describes how the firm used BSC development to institute a continuous learning process, while providing feedback to various stakeholders both within the firm and across its parent holding company.
Findings
For many small‐ and medium‐sized enterprises, the development, introduction, and use of BSCs and benchmarks certainly seem feasible. Although relatively few have done so thus far, the managers of these firms likely would find it worthwhile to analyze their businesses on the basis of BSC‐perspectives.
Originality/value
This report covers step by step the successful implementation of BSC and benchmarking methodologies in an e‐commerce firm, while overcoming many of the handicaps associated with doing so in SMEs.
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The study of international business has become increasinglyimportant in recent years. So important that the American Assembly ofthe Collegiate Schools of Business (AACSB) has…
Abstract
The study of international business has become increasingly important in recent years. So important that the American Assembly of the Collegiate Schools of Business (AACSB) has called for the internationalisation of business curricula. In 1992 and beyond, successful business people will treat the entire world as their domain. No one country can operate in an economic vacuum. Any economic measures taken by one country can affect the global economy. This book is designed to challenge the reader to develop a global perspective of international business. Globalisation is by no means a new concept, but there are many new factors that have contributed to its recently accelerated growth. Among them, the new technologies in communication and transport that have resulted in major expansions of international trade and investment. In the future, the world market will become predominant. There are bound to be big changes in the world economy. For instance the changes in Eastern Europe and the European Community during the 1990s. With a strong knowledge base in international business, future managers will be better prepared for the new world market. This book introduces its readers to the exciting and rewarding field of international management and international corporations. It is written in contemporary, easy‐to‐understand language, avoiding abstract terminology; and is organised into five sections, each of which includes a number of chapters that cover a subject involving activities that cross national boundaries.
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Vicki Barnitt, Phyllis Jones and Daphne Thomas
This chapter explores a US state-endorsed tool for reviewing district, school, and classroom inclusive practices. The Best Practices for Inclusive Education (BPIE) assessment tool…
Abstract
This chapter explores a US state-endorsed tool for reviewing district, school, and classroom inclusive practices. The Best Practices for Inclusive Education (BPIE) assessment tool was developed through a collaborative initiative between state personnel, University faculty, and representatives from a federally funded technical assistance project, Florida Inclusion Network. The tool supports a facilitated review and subsequent action planning for greater inclusive practices that includes learners with severe intellectual disabilities. This chapter describes the BPIE process and offers examples of its application in districts across Florida with particular reference to practices that support learners with severe intellectual disabilities.
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