Search results

The purposes of this paper are: to explore the nature of indirect social learning that takes place “backstage” among frontline contact persons; and the link between backstage learning and front‐stage performance.

The paper presents a conceptual framework that is then applied in an empirical study using ethnographic research techniques (participant observation, informal conversations, and interviews) among car salespersons and car‐service advisors.

The study finds that backstage learning has a significant qualitative influence on the front‐stage behaviour of personnel in a service context. Moreover, a key finding of the study is that backstage learning is not always of a constructive kind; indeed, backstage learning can be non‐constructive by engendering thinking and behaviour that has an adverse effect on service culture and service quality.

The study shows that interactions among frontline contact persons should be encouraged through informal gatherings where social bonds among individuals can be formed. However, managers also need to be aware of the potential for adverse effects from a non‐constructive social‐learning process.

This study contributes to the service‐management literature by developing a social perspective on learning within service management. Moreover, the paper develops the “drama metaphor” in service performances in terms of backstage activities and processes.

Several challenges of today’s higher education were motivations to reconsider the contents and formats of lectures and tutorials and to conceive the classroom communication system Backstage, a social media platform supporting a novel form of large-class teaching. The purpose of this paper is to report on the challenges met, on the novel teaching form and on an evaluation of this teaching form.

The use of Backstage in two courses is evaluated. One of the courses has been specially adapted to promote student participation, the other course has been held in a traditional way. To investigate the usefulness and acceptance of Backstage in the given settings the data collected on Backstage and student responses in surveys are analyzed.

The results indicate that Backstage can foster interactivity and awareness in large-class lectures when used in combination with a teaching format that provides opportunities for and encourges lecture-relevant communication. Furthermore, students appreciated the use of Backstage.

This paper reports on a case study which lacks generalizability. Further studies under controlled conditions and of the learning effectiveness of the approach are still outstanding.

This paper describes an approach fostering a form of Active Learning in large classes. Since large classes are widespread in higher education, the approach has a considerable practical potential.

The paper describes an approach to large class higher education teaching in using social media.

Similar results have not been published so far.

This research aims to investigate how backstage visibility affects intangibility and perceived risk at the pre-purchase stage and how service credence moderates the effect of backstage visibility on intangibility and perceived risk. It also focuses on the effect of backstage visibility on perceived service quality and value at the post-purchase stage and the moderating role of the service contact level.

This research tests the causal relationships between backstage visibility and customers’ service evaluations through two experimental studies.

Study 1 shows that customers who are exposed to backstage cues perceive less pre-purchase risk in the service than those who are not exposed. Pictures plus text information are more effective than text illustrations alone for risk reduction. This risk reduction effect is stronger for high-credence than for low-credence services and is partially mediated by the perceived intangibility of the service. Study 2 reveals that customers with access to backstage cues perceive higher service quality and higher overall value from service experiences. The value increase is more significant for high-contact than for low-contact services.

Future research could apply different methods to different data sources to provide further insight about backstage visibility.

The findings of this research suggest that allowing customers to view some backstage activities before purchase helps tangibilize the service, achieve more effective communication with customers and create more positive service experiences.

This study aims to investigate the dynamic interplay between the management control system (MCS) and organizational identity (OI) in the Deepwater Horizon incident involving British Petroleum (BP). It examines how the MCS manages challenges, particularly those addressing the embarrassment stemming from identity disparities between external portrayal (frontstage) and internal operations (backstage), with a focus on the often-underestimated influence of the media.

This study builds upon the frameworks developed by Ravasi and Schultz (2006) and Malmi and Brown (2008) to construct a theoretical framework that profoundly investigates the relationship between MCS and OI. The framework developed guided the research design and incorporated a qualitative approach complemented by an illustrative case study. The research data was rigorously gathered from diverse sources, including official BP documents and influential media outlets, with a particular focus on well-established American and British newspapers.

BP’s MCS plays a dual role: it exposes discrepancies in safety, leadership and values, causing embarrassment and identity damage, yet catalyses a sense-making process leading to organizational transformation and shifts in the OI. This transformation influences sense-giving and prompts changes in MCS. The study reveals an intricate interplay in identity management between frontstage audiences (e.g. influential media) and backstage actors (e.g. BP’s senior management). It highlights interdependencies both within and between MCS and OI, emphasizing their roles in interacting within identity management. The longitudinal recovery is intricately tied to mutual political interests between BP and the USA, which are significantly facilitated by the media’s role.

This study acknowledges limitations that point future research opportunities. Interviews could provide a more dynamic understanding of MCS changes and organizational transformations. Investigating the role of leadership, particularly the new chief executive office, and the influence of political versus organizational factors in shaping identity claims is essential. Additionally, the effectiveness and historical context of interdependencies should be quantitatively assessed. Theoretical limitations in the OI and MCS frameworks suggest the need for context-specific categorisations. This research serves as a foundation for further exploration of the intricate dynamics between MCS, OI and organizational responses to crises.

This study offers valuable insights with practical implications for organizations facing identity challenges in the wake of significant incidents. Organizations can better navigate crises by recognizing the multifaceted role of MCS in identity damage and restoration. It underscores the importance of addressing both frontstage and backstage aspects of OI while managing identity discrepancies, thereby enhancing transparency and credibility. Additionally, understanding the intricate interdependencies within OI and MCS can guide organizations in implementing more effective identity restoration strategies. Furthermore, the study highlights the significance of media influence and the need to engage with it strategically during crisis management.

This study’s findings have significant social implications for organizations and the broader public. By recognizing the multifaceted role of MCS in shaping identity, organizations can enhance transparency and credibility, rebuilding trust with the public. Additionally, the study highlights the critical role of media in influencing perceptions and decision-making during crises, emphasizing the importance of responsible and ethical reporting. Understanding the intricate interplay between MCS and OI can inform better crisis management strategies and improve how organizations respond to and recover from incidents, ultimately benefiting society by promoting more accountable and responsible corporate behaviour.

This study’s distinctness lies in its innovative exploration of MCS, which transcends traditional methodologies that focus narrowly on front or backstage aspects of OI and often adhere to predetermined MCS practices. It underscores the importance of concurrently addressing both the front- and backstage audiences in managing the embarrassment caused by identity discrepancies and restoration. The research uncovers multifaceted interdependencies within MCS and OI, and these extend beyond simplistic relationships and emphasize the complex nature of identity restoration management.

This paper seeks to identify the instances of informal knowledge sharing at the “backstage” of the clinical environment and to demonstrate their contribution to organisational learning and patient safety.

The approach takes the form of an ethnographic study in two Day Surgery Units in the UK National Health Service undertaken over three months in various clinical and non‐clinical settings. The observations recorded the instances of communication and knowledge sharing, as well as taking into account the wider socio‐cultural and organisational context.

The study identified situations of informal knowledge sharing. These were characterised by degrees of homogeneity/heterogeneity and patency/privacy. Focusing on three sites – staff lounge, storeroom, and theatre corridor, the paper elaborates the context and content of knowledge sharing, and the contributions to clinical practice, service function and learning.

Backstage knowledge sharing is premised on shared understanding, trust and mutuality and situational opportunity. This contrasts with more formal models of learning advocated in policy. Services managers might embrace, rather than replace, these relationships, whilst emphasising the need for knowledge to be shared more widely amongst peers and service leaders.

To date, little research in the area of patient safety has considered the contribution of informal learning at the “backstage”. This is an important, if taken‐for‐granted, part of everyday practice and makes a “hidden” contribution to organisational learning.

According to popular belief, transparency is a versatile tool for the governance of organizations: it is supposed to help in mitigating problems such as corruption, economic deficiencies, and a lack of legitimacy. However, is it a truly effective panacea, as it has been envisioned by its advocates? Empirical research gives reason to doubt, indicating that there is a wide gap between the idealized expectations of transparency and its practical merits. Organizations face severe difficulties when they try to implement such measures, especially because their daily activities often deviate significantly from societal expectations. Putting a combination of Erving Goffman’s frontstage/backstage theory and Niklas Luhmann’s sociological systems theory to use, this chapter conceptualizes organizations as social entities constantly engaged in boundary-maintenance, which not only comprises – in Luhmannian terms – “operative closure” (the autonomy of a system from direct influence of its environment) but also boundaries of visibility. It is thus not at all surprising that organizations regularly try to circumvent the implementation of transparency and develop new practices of secrecy. This chapter outlines an integrative conceptualization that enables researchers to reject mundane visions of how transparency ought to improve organizations, and suggests new pathways for empirical research.

This chapter examines the topic of internal branding from an organizational/behavioral science perspective, theoretically and empirically investigating how organizational members actually enact corporate brands. A mixed-method research procedure serves to surface conscious (i.e., deliberate) and unconscious (i.e., tacit) internal brand meaning enactments in an internationally operating Austrian corporate business-to-business (B2B) brand. The results are an evidence of the potential complexity of real-life internal branding processes that limit the possibility of achieving a cohesive intended internal implementation of corporate brands. The chapter concludes with the managerial implication that purposeful managerial interventions necessitate an understanding of the social system that is the target of the internal branding initiative

This study aims to investigate disclosure of asbestos-related liabilities in corporate accounts and counter-accounts to examine whether and how accounting contributes to corporate accountability for asbestos-contaminated products.

This study uses the Goffmanesque perspective on impression management to examine instances of concealed asbestos-related liabilities in corporate accounts vis-à-vis the revealing of such liabilities in counter-accounts.

The findings show counter-accounts provide significant information on liabilities originating from the exposure of employees and consumers to asbestos. By contrast, the malleability of accounting tools enables companies to eschew accounting disclosures. While the frontstage positive performance of companies served an impression management role, their backstage concealing actions enabled companies to cover up asbestos-related liabilities. These companies used three categories of mechanisms to avoid disclosure of asbestos-related liabilities: concealing via a “cloak of competence”, impression management via epistemic work and a silent strategy of concealment frontstage with strategic reorganisation backstage.

This study has policy relevance as regulators need to consider the limits of corporate disclosures as an accountability tool. The findings may also initiate academic and practitioner conversations about accounting standards for long-term liabilities.

This study highlights the strategies companies use both frontstage and backstage to avoid disclosing asbestos-related liabilities. Through analysis of accounts and counter-accounts, this study identifies the limits of accounting as an accountability tool regarding asbestos-induced diseases and deaths.

This paper aims to focus on the intention to use of the Backstage game by teachers delivering entrepreneurship course at Tunisian public universities. A research model was developed based on a literature review of the variables that would affect the intention to use this game.

Data were collected by survey questionnaires, and a partial least square-structural equation model approach was adopted to analyze these data. Overall, the whole model was able to account for 61.3% of variance in the construct intention to use.

Results showed the relevance of both perceived behavioral control and teaching experience as the main determinants of the intention to use Backstage game. Positive and significant linkages were also found among perceived behavioral control, social influence and perceived ease of use. Moreover, it was found that perceived ease of use and social influence are significant determinants of perceived usefulness. Perceived usefulness and perceived enjoyment had significant effects on attitude towards intention to use this game.

To the best of the authors’ knowledge, this research represents the first empirical study to investigate among Tunisian university teachers their intention to use a serious game technology dedicated to making the entrepreneurship course more attractive.

Focuses on the client in a management consulting relationship. Argues that any measure of service productivity must include some component that focues on the client side of the service encounter. Client productivity – measurement and structure – requires more attention and research into the stage/backstage issues.