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Article
Publication date: 26 December 2023

Anastasiia Lynnyk, Andrea Fischbach and Marc Lepach

Leaders lack essential information about their performance from their followers. In light of the frequently encountered error avoidance climate in the police, leaders should…

Abstract

Purpose

Leaders lack essential information about their performance from their followers. In light of the frequently encountered error avoidance climate in the police, leaders should actively seek feedback to fill this gap. The purpose of this paper is to explore organizational, personal and situational antecedents of police leaders' daily feedback-seeking behavior.

Design/methodology/approach

The authors used a diary study and examined error-management climate, feedback orientation and two situational characteristics, namely daily occasions for feedback-seeking and daily time pressure. Hierarchical linear modeling was used to analyze the N = 188 daily entries from 27 leaders (minimum of three daily entries per leader).

Findings

Results show that police leaders seldom seek daily feedback from their followers. A positive (i.e. learning-oriented) error-management climate and occasions for feedback-seeking foster leaders' daily feedback-seeking, whereas no main effects of feedback orientation and time pressure were found. However, time pressure moderated the relationship between occasions for feedback-seeking and daily feedback-seeking, with higher time pressure leading to a weaker relationship.

Originality/value

This is the first study empirically examining feedback-seeking as a key leadership behavior on a daily basis. The results show that organizational conditions promote leaders' feedback-seeking behavior and indicate organizations should foster an error-management climate to promote feedback-seeking of their leaders.

Details

Policing: An International Journal, vol. 47 no. 1
Type: Research Article
ISSN: 1363-951X

Keywords

Article
Publication date: 13 October 2022

Silvia Vermicelli, Livio Cricelli, Michele Grimaldi, Benito Mignacca and Serena Strazzullo

Academics and practitioners are increasingly discussing the role of crowdsourcing initiatives in dealing with the challenges imposed by the COVID-19 pandemic, along with their…

Abstract

Purpose

Academics and practitioners are increasingly discussing the role of crowdsourcing initiatives in dealing with the challenges imposed by the COVID-19 pandemic, along with their role in an emergency context in general. However, empirical evidence about the role of crowdsourcing initiatives in an emergency context is still scarce. This paper aims to address this gap in knowledge.

Design/methodology/approach

The authors adopted an inductive approach to investigate how companies leveraged crowdsourcing initiatives to address the issues posed by COVID-19. Data were collected through semi-structured interviews. The selection of the interviewees was based on a purposive sampling strategy. Data were analysed through thematic analysis.

Findings

The analysis led to the identification and examination of drivers (e.g. preserving relationships with customers), advantages (e.g. increased demand for services) and disadvantages (e.g. increased platform cost) of implementing crowdsourcing initiatives during COVID-19. By leveraging the findings, this paper suggests future research opportunities. Relevant future research opportunities include: (1) quantitatively evaluating the economic impact of crowdsourcing initiatives during a disruptive event and (2) examining how the sector in which the company operates influences the beneficial and detrimental effects of crowdsourcing initiatives on company performance.

Originality/value

The involvement of crowds as innovation partners has provided unique opportunities for companies to innovate and address the challenging scenario. The scientific literature about the role of crowdsourcing during COVID-19 is growing. However, there is still a scarcity of empirical evidence about the mechanisms underpinning the use of crowdsourcing during the pandemic. By leveraging semi-structured interviews, this paper addresses this relevant gap in knowledge.

Details

European Journal of Innovation Management, vol. 27 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

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