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1 – 10 of 72This study aims to introduce an alternative model, “volatility, uncertainty, complexity and ambiguity (VUCA), Virtue and Vice” (3V’s), to unleash leadership skills, promote…
Abstract
Purpose
This study aims to introduce an alternative model, “volatility, uncertainty, complexity and ambiguity (VUCA), Virtue and Vice” (3V’s), to unleash leadership skills, promote organisational collaborative change and impact sales performance during an unprecedented crisis.
Design/methodology/approach
The methodology outlines action research based on the 3V’s model and its application in an international business-to-business sales organisation during Covid-19. It explores alternative paths informed by play-at-work and Plato’s philosophy applied to work-based-learning. Each action/iteration adds to the model, which becomes more likely appropriate for various situations.
Findings
The 3V’s boosted change implementation and improved sales performance. The 3V’s conceptualised an invitation to immerse oneself in the constant “river of change” (VUCA) and a means of understanding the role of leadership in navigating this change by embracing simple rules: searching for justice (Virtue) and overcoming the barrier of public opinion (Vice).
Research limitations/implications
The 3V’s model is grounded in leadership literature and a sole application, providing real international data relevant to organisations and leaders. This has yet to be evaluated further.
Practical implications
3V’s can enhance the understanding of a leading collaborative change and re-frame team dynamics in post-pandemic times for the broader public.
Social implications
The approach advocated is a practice of “swimming alongside the team”, which should enable empowerment and collaboration rather than a top-down direction. Focussing on leaders who are moral people, this approach becomes a differentiator in a digital world.
Originality/value
This study examines Plato’s philosophy, play-at-work and other leadership theories in a model which prepares organisations to respond to crisis by providing the ability to reflect on human aspects and straightforward, transferable skills.
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Keywords
Tomasz Mucha, Sijia Ma and Kaveh Abhari
Recent advancements in Artificial Intelligence (AI) and, at its core, Machine Learning (ML) offer opportunities for organizations to develop new or enhance existing capabilities…
Abstract
Purpose
Recent advancements in Artificial Intelligence (AI) and, at its core, Machine Learning (ML) offer opportunities for organizations to develop new or enhance existing capabilities. Despite the endless possibilities, organizations face operational challenges in harvesting the value of ML-based capabilities (MLbC), and current research has yet to explicate these challenges and theorize their remedies. To bridge the gap, this study explored the current practices to propose a systematic way of orchestrating MLbC development, which is an extension of ongoing digitalization of organizations.
Design/methodology/approach
Data were collected from Finland's Artificial Intelligence Accelerator (FAIA) and complemented by follow-up interviews with experts outside FAIA in Europe, China and the United States over four years. Data were analyzed through open coding, thematic analysis and cross-comparison to develop a comprehensive understanding of the MLbC development process.
Findings
The analysis identified the main components of MLbC development, its three phases (development, release and operation) and two major MLbC development challenges: Temporal Complexity and Context Sensitivity. The study then introduced Fostering Temporal Congruence and Cultivating Organizational Meta-learning as strategic practices addressing these challenges.
Originality/value
This study offers a better theoretical explanation for the MLbC development process beyond MLOps (Machine Learning Operations) and its hindrances. It also proposes a practical way to align ML-based applications with business needs while accounting for their structural limitations. Beyond the MLbC context, this study offers a strategic framework that can be adapted for different cases of digital transformation that include automation and augmentation of work.
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Blanca Suarez-Bilbao, Maike Andresen, Marian Crowley-Henry and Edward P. O'Connor
Externalities influence the career trajectories of self-initiated expatriates (SIEs) and their respective career crafting. This study aims to explore the international career…
Abstract
Purpose
Externalities influence the career trajectories of self-initiated expatriates (SIEs) and their respective career crafting. This study aims to explore the international career crafting of SIEs (encompassing their proactive career reflection and construction), taking the combined external influences of complexity, chance and change into consideration.
Design/methodology/approach
The authors employ a qualitative (interpretative) approach, combining career crafting and the chaos theory of careers (CTC) to further understand, from an individual standpoint, the impact of externalities on the career crafting strategies of 24 SIEs who have relocated within the European Union.
Findings
The authors show that SIEs' proactively craft their careers to varying degrees and with varying frequency. The CTC – incorporating complexity, chance and change – allows for a more nuanced understanding of SIEs' career crafting.
Originality/value
This paper applies the concept of career crafting to an international context, exploring the impact of externalities on SIEs' careers. In this way, the authors combine two previously separate theories, extend the application of career crafting to an international career context and emphasise the role of temporality and the whole-life view of career in SIEs’ career crafting approach.
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Barbara van der Steen, Joke van Saane and Gerda van Dijk
The purpose of this article is to phenomenologically explore the reflective practices of leaders in public organisations amidst a complex societal context in combination with…
Abstract
Purpose
The purpose of this article is to phenomenologically explore the reflective practices of leaders in public organisations amidst a complex societal context in combination with rapid changes. In this article, the authors specifically explore the lived experiences of public leaders to generate new hypotheses concerning their reflective practices.
Design/methodology/approach
The phenomenological methodology consists of analysing the lived experiences of 13 public leaders, collected in an in-depth interview and written reflections.
Findings
The thick data offer new and up-to-date insights into the daily experiences of public leaders concerning their challenges, the effect of the addictive and alienating forces, their reflex to withdrawal when facing emotional incidents and the effects of their contradictory mindsets.
Practical implications
The practical implication is a critical approach towards reflective practices of public leaders. The risk is that reflectivity is approached as a socially desirable instrumental ritual. Considering the needs and desires the public leaders shared, the authors wonder: Is there a growing importance of reflective time and space – or, above all, meaningful relations and resonant moments amidst the alienation forces?
Originality/value
The phenomenological exploration offers concrete insights into the daily experience of public leaders', as opposed to the often-abstract theory. The new hypotheses provide a new starting point for further critical phenomenological research.
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Rehab Iftikhar, Mehwish Majeed and Nathalie Drouin
The purpose of this paper is to study the crisis management process for project-based organizations (PBOs) by developing a comprehensive model and propositions.
Abstract
Purpose
The purpose of this paper is to study the crisis management process for project-based organizations (PBOs) by developing a comprehensive model and propositions.
Design/methodology/approach
This paper is based on a conceptual study. A literature review is considered a primary source for studying contemporary research, including 171 publications in total, which embody qualitative, quantitative, conceptual and theoretical studies. For data analysis, content analysis is used, which is comprised of descriptive and thematic analysis.
Findings
This study identifies five imperative elements of crisis management for PBOs which include (1) sense-making (information gathering and crisis interpretation), (2) decision-making (accurate and timely decision), (3) response (reactive response), (4) outcome (success/failure) and (5) learning. Based on these findings, this study proposes an integrative model of the interplay between sense-making, decision-making, response, outcome and learning. Furthermore, the findings lead to propositions for each of the elements. The paper contributes to the literature on dynamic capability theory.
Originality/value
This paper explores the crisis management process for PBOs. The proposed model deepens the understanding of the practices and processes of project-based crisis management.
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