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Frank G. Manning, a 15‐year veteran of Lear Siegler Inc, has been appointed president of Piper Aircraft Corp. The announcement was made by Robert J. Wyma, vice president of Lear…
Abstract
Frank G. Manning, a 15‐year veteran of Lear Siegler Inc, has been appointed president of Piper Aircraft Corp. The announcement was made by Robert J. Wyma, vice president of Lear Siegler's Aircraft Group.
Shekhar Manelkar and Dharmesh K. Mishra
Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary…
Abstract
Purpose
Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary knowledge. This includes research studies on how leadership exerts an influence on UPB. This paper aims to consolidate the current understanding of organisational leadership’s impact on employee UPB and offer future research agendas.
Design/methodology/approach
A systematic literature review (SLR) using the “Preferred Reporting Items for Systematic Reviews and Meta-Analyses” (PRISMA) guidelines was adopted for the study. Literature that satisfied the search conditions was examined. The factors determining leadership’s influence on UPB were studied, and the findings were thematically synthesised.
Findings
Leader behaviour plays a large part in influencing UPB in organisations. Leader-member exchange and organisational belonging create favourable circumstances for UPB in organisations. UPB is moderated by the employee’s personal moral orientation.
Originality/value
UPB is unethical behaviour that benefits the organisation and is likely to be rewarded. However, there is a cost that other stakeholders pay. UPB has been researched since 2010, as well as the role of leaders in perpetuating UPB. However, there has not been an SLR of this study. This paper seeks to capture the essence of the research so far and pave a path for future research on the subject. These insights would prove valuable to management practitioners and academic experts.
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Keywords
Mark N.K. Saunders, David E. Gray and Harshita Goregaokar
The purpose of this paper is to contribute to the literature on innovation and entrepreneurial learning by exploring how SMEs learn and innovate, how they use both formal and…
Abstract
Purpose
The purpose of this paper is to contribute to the literature on innovation and entrepreneurial learning by exploring how SMEs learn and innovate, how they use both formal and informal learning and in particular the role of networks and crisis events within their learning experience.
Design/methodology/approach
Mixed method study, comprising 13 focus groups, over 1,000 questionnaire responses from SME managers, and 20 case studies derived from semi-structured interviews.
Findings
SMEs have a strong commitment to learning, and a shared vision. Much of this learning is informal through network events, mentoring or coaching. SMEs that are innovative are significantly more committed to learning than those which are less innovative, seeing employee learning as an investment. Innovative SMEs are more likely to have a shared vision, be open-minded and to learn from crises, being able to reflect on their experiences.
Research limitations/implications
There is a need for further process driven qualitative research to understand the interrelationship between, particularly informal, learning, crisis events and SME innovation.
Practical implications
SME owners need opportunities and time for reflection as a means of stimulating personal learning – particularly the opportunity to learn from crisis events. Access to mentors (often outside the business) can be important here, as are informal networks.
Originality/value
This is one of the first mixed method large scale studies to explore the relationship between SME innovation and learning, highlighting the importance of informal learning to innovation and the need for SME leaders to foster this learning as part of a shared organisational vision.
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Alexandros Paraskevas and Mark N.K. Saunders
This paper's aim is to critically review the use of Delphi techniques in qualitative research for utilising “expert” opinions and to explore through a detailed example how Policy…
Abstract
Purpose
This paper's aim is to critically review the use of Delphi techniques in qualitative research for utilising “expert” opinions and to explore through a detailed example how Policy Delphi can be used by hospitality researchers as an alternative to the more widely used Normative Delphi.
Design/methodology/approach
The paper reflects on the research methodology of a project that explored organisational crisis signals detection using Policy Delphi with a criterion sample comprising 16 senior hotel executives involved in crisis management.
Findings
The main methodological concerns regarding Delphi are the definition of consensus, the expertise of the panel, its lack of scientific rigour, and – due to its lack of uniformity – reliability and validity of findings. Policy Delphi by default addresses the first since it does not seek consensus and can, through its design and execution, address the remaining concerns.
Research limitations/implications
Carefully designed Policy Delphi can offer a powerful research tool for exploratory research in hospitality, particularly for development of policies and strategies within an organisation. Unlike Normative Delphi, it is not intended as a decision making tool, but rather as a tool to generate options and suggest alternative courses of action for consideration.
Originality/value
The paper presents a valuable research tool that has evaded the attention of many hospitality researchers offering an illustrative example of its use in exploratory research to deliver credible, transferable and confirmable findings.
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