Search results

To determine the most appropriate and effective support to enable autistic people to gain and maintain employment in their chosen field. This paper aims to determine this and by which methods are most suitable for this kind of support, with a focus on mentoring.

Mentoring is an intervention that has shown promise in assisting people who encounter barriers in finding work (for example, Roycroft, 2014). This research was conducted to determine whether the mentoring of autistic adults is effective in helping them to gain and maintain employment. The study examined the mentoring records of 90 autistic adults who were in receipt of funded mentoring with 18 separate organisations across England.

The authors found that the nationally recognised statistic of autistic people in full-time employment as 16% (National Autistic Society, 2016) was ambitious and subject to regional variation. Based on the results of a programme providing employment and mentoring support that is available and accessible to autistic people, however, outcomes improve and employment is more likely to be achieved and maintained – including in areas of, especially low employment. It was found that 48% of autistic job seekers who were supported by specialist mentors found paid employment (full-time or part-time), demonstrating a 16% increase in paid employment between those who received mentoring support and those who did not.

A wider study across the UK would first determine if the nationally recognised figure is incorrect and also highlight those areas of the country which perform particularly well or badly.

This paper believes that this is the only research of it is kind in the UK and that it is a springboard for others who have greater resources available to them. This study is two very early-career academics on the autism spectrum with limited resources available to us.

A penalty for longevity, personal or institutional, is the necessity to re‐think basic tenets every so often, least they become outworn shibboleths, a block to progress. Records managers are so accustomed to thinking of themselves as belonging to a ‘new’ discipline whose value is only just coming to be recognised, that they forget just how long it has, in fact, been in existence. The classic texts on records management — Schellenberg, Leahy and Cameron, Benedon are now sorely dated although all, especially Schellenberg, contain valuable ideas and insights. One makes no reference to computers, a second deals only with physical protection and back up, and the third, listing them under ‘non‐conventional filing systems,’ dismisses them as not being ‘a practical means of information retrieval’. Such statements are by their very nature hostages to fortune, as indeed this article, in its way, also. Yet its author is comforted by re‐reading his own contribution to Peter Emmerson's How To Manage Your Records (1989) and noting that most of the issues he raised there are still pertinent.

A credit rating, as a single indicator on one consistent scale, is designed as an objective and comparable measure within a credit rating agency (CRA). While research focuses mainly on the comparability of ratings between agencies, this paper additionally questions empirically how CRAs meet their promise of providing a consistent assessment of credit risk for issuers within and between market segments of the same agency.

Exhaustive and robust regression analyses are run to assess the impact of market sectors and rating agencies on credit ratings. The examinations consider the rating level, as well as rating downgrades as a further measure of empirical credit risk. Data stems from a large global sample of Bloomberg ratings from 11 market sectors for the period 2010-2018.

The analyses show differing effects of sectors and agencies on issuer ratings and downgrade probabilities. Empirical results on credit ratings and rating downgrades can then be attributed to investment grade and non-investment grade ratings.

The paper contributes to current finance research and practice by examining the credit rating differences between sectors and agencies and providing assistance to investors and other stakeholders, as well as researchers, how issuers’ sector and rating agency affiliations act as relative metrics.

It’s been thirty years since the original articulation of “Appreciative Inquiry in Organizational Life” was written in collaboration with my remarkable mentor Suresh Srivastva (Cooperrider & Srivastva, 1987). That article – first published in Research in Organization Development and Change – generated more experimentation in the field, more academic excitement, and more innovation than anything we had ever written. As the passage of time has enabled me to look more closely at what was written, I feel both a deep satisfaction with the seed vision and scholarly logic offered for Appreciative Inquiry, as well as well as the enormous impact and continuing reverberation. Following the tradition of authors such as Carl Rogers who have re-issued their favorite works but have also added brief reflections on key points of emphasis, clarification, or editorial commentary I am presenting the article by David Cooperrider (myself) and the late Suresh Srivastva in its entirety, but also with new horizon insights. In particular I write with excitement and anticipation of a new OD – what my colleagues and I are calling the next “IPOD” that is, innovation-inspired positive OD that brings AI’s gift of new eyes together in common cause with several other movements in the human sciences: the strengths revolution in management; the positive pscyhology and positive organizational scholarship movements; the design thinking explosion; and the biomimicry field which is all about an appreciative eye toward billions of years of nature’s wisdom and innovation inspired by life.

This article presents a conceptual refigurationy of action-research based on a “sociorationalist” view of science. The position that is developed can be summarized as follows: For action-research to reach its potential as a vehicle for social innovation it needs to begin advancing theoretical knowledge of consequence; that good theory may be one of the best means human beings have for affecting change in a postindustrial world; that the discipline’s steadfast commitment to a problem solving view of the world acts as a primary constraint on its imagination and contribution to knowledge; that appreciative inquiry represents a viable complement to conventional forms of action-research; and finally, that through our assumptions and choice of method we largely create the world we later discover.

This study aims to examine the effects of employee voice (EV) and team-member exchange (TMX) on employee job satisfaction (EJS) and affective commitment to an organization among Gen Y employees of hotel companies in the USA and China.

Using a Qualtrics panel, a self-administered online survey was completed by Gen Y hotel employees in the USA and China. Multiple-group structural equation modeling analysis examined relative moderating effects on the proposed framework.

The effect of EV on EJS was greater in China than in the USA. However, Gen Y hotel employees in the USA who experience high-quality TMX are more likely to have greater EJS than they would in China.

Further studies need to be carried out in other hospitality sectors or non-hospitality business areas with different cross-national contexts.

Chinese hotel managers need to develop effective ways to encourage Gen Y EV. To promote TMX of Gen Y employees in the USA, supporting team-oriented projects and/or evaluations can be an effective way.

This study advances previous cross-cultural studies by focusing on a generation subculture. It makes significant contributions to the hospitality literature, as it is the first among research studies that examines Gen Y employees’ extra-role behavior (EV) and TMX across different national cultures: the USA vs China.

It’s been nearly 30 years since the original articulation of Appreciative Inquiry in Organizational Life was written in collaboration with my remarkable mentor Suresh Srivastva (Cooperrider & Srivastva, 1987). That article generated more experimentation in the field, more academic excitement, and more innovation than anything we had ever written. As the passage of time has enabled me to look more closely at what was written, I feel both a deep satisfaction with the seed vision and scholarly logic offered for Appreciative Inquiry (AI), as well as well as the enormous impact and reverberation. Following the tradition of authors such as Carl Rogers who have re-issued their favorite works but have also added brief reflections on key points of emphasis, clarification, or editorial commentary we have decided to issue a reprint the early article by David L. Cooperrider and the late Suresh Srivastva in its entirety, but also with contemporary comments embedded. To be sure the comments offered are brief and serve principally to add points of emphasis to ideas we may have too hurriedly introduced. My comments – placed in indented format along the way – are focused on the content and themes of furthermost relevance to this volume on organizational generativity. In many ways I’ve begun to question today whether there can even be inquiry where there is no appreciation, valuing, or amazement – what the Greeks called thaumazein – the borderline between wonderment and admiration. One learning is that AI’s generativity is not about its methods or tools, but about our cooperative capacity to reunite seeming opposites such as theory as practice, the secular as sacred, and generativity as something beyond positivity or negativity. Appreciation is about valuing the life-giving in ways that serve to inspire our co-constructed future. Inquiry is the experience of mystery, moving beyond the edge of the known to the unknown, which then changes our lives. Taken together, where appreciation and inquiry are wonderfully entangled, we experience knowledge alive and an ever-expansive inauguration of our world to new possibilities.

This article presents a conceptual refiguration of action-research based on a “sociorationalist” view of science. The position that is developed can be summarized as follows: For action-research to reach its potential as a vehicle for social innovation it needs to begin advancing theoretical knowledge of consequence; that good theory may be one of the best means human beings have for affecting change in a postindustrial world; that the discipline's steadfast commitment to a problem solving view of the world acts as a primary constraint on its imagination and contribution to knowledge; that appreciative inquiry represents a viable complement to conventional forms of action-research; and finally, that through our assumptions and choice of method we largely create the world we later discover.

The aim of this paper is to study the effect of deterministic roughness and small elastic deformation of surface on flow rates, load capacity and coefficient of friction in Rayleigh step bearing under thin film lubrication.

Reynolds equation, pressure-density relationship, pressure-viscosity relationship and film thickness equation are discretized using finite difference method. Progressive mesh densification (PMD) method is applied to solve the related equations iteratively.

The nature and shape of roughness play a significant role in pressure generation. It has been observed that square roughness dominates the pressure generation for all values of minimum film thickness. Deformation more than 100 nm in bounding surfaces influences the film formation and pressure distribution greatly. Divergent shapes of film thickness in step zone causes a delay of pressure growth and reduces the load capacity with decreasing film thickness. The optimum value of film thickness ratio and step ratios have been found out for the maximum load capacity and minimum coefficient of friction, which are notably influenced by elastic deformation of the surface.

It is expected that these findings will help in analysing the performance parameters of a Rayleigh step bearing under thin film lubrication more accurately. It will also help the designers, researchers and manufacturers of bearings.

Most of the previous studies have been limited to sinusoidal roughness and thick film lubrication in Rayleigh step bearing. Effect of small surface deformation due to generated pressure in thin film lubrication is significant, as it influences the performance parameters of the bearing. Different wave forms such as triangular, sawtooth, sinusoidal and square formed during finishing operations behaves differently in pressure generation. The analysis of combined effect of roughness and small surface deformation has been performed under thin film lubrication for Rayleigh step bearing using PMD as improved methods for direct iterative approach.

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.