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11 – 20 of 547Kathryn Ostermeier, Peter Anzollitto, Danielle Cooper and Julie Hancock
While many workers have both professional and organizational identities, which can have conflicting expectations, little is known about this specific and common form of identity…
Abstract
Purpose
While many workers have both professional and organizational identities, which can have conflicting expectations, little is known about this specific and common form of identity conflict. The purpose of this research is to develop and test a measure of organizational and professional identity conflict (OPIC), which the authors define as a psychological conflict that individuals experience between who they feel they are supposed to be in their organization and who they feel they are supposed to be in their profession. The authors theorize that this identity conflict will lead to emotional exhaustion and psychological distress, further leading to turnover intentions.
Design/methodology/approach
To test the hypothesized model, the authors utilized a two-study constructive replication design (Study 1, n = 225; Study 2, n = 176) and tested the model amongst both academics and health care professionals using structural equation modeling.
Findings
The authors find that identity conflict is associated with both increased levels of emotional exhaustion and psychological distress and, consequently, increased turnover intentions.
Practical implications
Practically, organizations must understand and align themselves with the wider professional expectations, as well as communicate this alignment, in order to avoid OPIC and improve employee well-being.
Originality/value
The authors create and validate a measure to assess and show its detrimental effects on workplace outcomes.
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Shirley Gregor, Dennis Hart and Nigel Martin
Drawing on established alignment and architectural theory, this paper seeks to present the argument that an organisation's enterprise architecture can enable the alignment of…
Abstract
Purpose
Drawing on established alignment and architectural theory, this paper seeks to present the argument that an organisation's enterprise architecture can enable the alignment of business strategy and information systems and technology (IS/IT).
Design/methodology/approach
The paper presents a detailed case study of the Australian Bureau of Statistics (ABS), where a high degree of alignment and international recognition of excellence in business and enabling IS/IT performance are documented.
Findings
The ABS enterprise architecture was developed in 1999‐2001 and describes the organisation's physical business and IS/IT elements, and the connective relationships that inform the alignment condition. The ABS architecture is robustly holistic in form, and is characterised by a strong and equal focus on business operations, the deliberate inclusion of an IS/IT governance framework, the structuring and hosting of corporate information for business delivery, and the efficient reuse of IS/IT components.
Originality/value
The ABS case study also examined empirically the social aspects and formal mechanisms of organisational alignment, and shows how a formal enterprise architecture mechanism can integrate into a successful alignment process.
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Erastus Karanja, Donna Grant and Jigish S. Zaveri
Grounded in the principal-agent theory, this study aims to develop and test hypotheses too, investigate how the firm’s strategic orientations, namely, innovation, growth…
Abstract
Purpose
Grounded in the principal-agent theory, this study aims to develop and test hypotheses too, investigate how the firm’s strategic orientations, namely, innovation, growth, differentiation and cost leadership impact the chief information officer (CIO) reporting relationship and structure.
Design/methodology/approach
The study uses content analysis to analyze a data set of press releases collected from the LexisNexis Academic wire index. The press releases were issued by firms when they hired CIOs between 2003 and 2007, yielding 128 firms, which had specific information about the CIO reporting relationship and structure.
Findings
The results reveal that firms seeking an innovation, growth or differentiation strategy have their CIOs reporting to the chief executive officer.
Research limitations/implications
The current study is motivated by the desire to replicate and extend the works of previous researchers who have assessed various CIO issues. Replication takes several forms such as the use of similar or different data sets, different research environments or reinvestigating research concepts through a different theoretical lens. This study makes use of a multi-firm data set spanning five years and the principal-agent theory as the theoretical framework to explore the CIO reporting relationship and structure. Although this study focuses on the hiring trends and the strategic orientations of the firms, future studies should explore other characteristics associated with the CIOs that might have an impact on the reporting relationship such as the years of experience, age, educational background of CIOs and information technology budgets.
Practical implications
The existing literature has not settled the debate as to whom the CIO should be reporting to and understanding the reporting relationships is important because, in many firms, the organizational structures and the reporting relationships are indicative of the power dynamics and how the organizational resources are controlled and shared.
Originality/value
Replication studies are important because they confirm, reinforce, extend and provide reliability to the paradigms and knowledge in the discipline, as well as offer reliability of the results upon which scientific progress is based.
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Chyan Yang and Hsueh‐Chuan Yen
To provide the knowledge structure for an effective knowledge‐based organization which integrates knowledge into organizational goals.
Abstract
Purpose
To provide the knowledge structure for an effective knowledge‐based organization which integrates knowledge into organizational goals.
Design/methodology/approach
The structure, function, and process of a viable organization were discussed which provided a basis to construct a knowledge management (KM) framework and demonstrate knowledge structure in a knowledge‐based organization. Based on systems view and viable systems model (VSM), a range of recently published KM practices were reviewed to position various knowledge content.
Findings
This study proposed a viable systems framework for organizational KM based on the VSM of Beer. Using the viable systems framework, organizational knowledge can be classified into four categories. Knowledge content was articulated based on the systems view. Thus, knowledge structure of various management hierarchies can be captured.
Originality/value
The result contributes to the practice of knowledge executive by supporting the diagnosis and design of an effective knowledge‐based organization. The framework also provides a basis for future empirical studies on the relationships between KM strategies and organizational effectiveness. A specific KM strategy exists that can maximize the effectiveness of each of the four types of knowledge.
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Aboobucker Ilmudeen and Yukun Bao
The multifaceted effect of IT in organizations has been widely examined. However, the intervening role of IT strategy and business strategy on the effect of managing IT on firm…
Abstract
Purpose
The multifaceted effect of IT in organizations has been widely examined. However, the intervening role of IT strategy and business strategy on the effect of managing IT on firm performance remains less strong. This study examines how managing information technology (MIT) effects on firm performance by looking at the mediating role of IT strategy and business strategy.
Design/methodology/approach
Drawing on the resource-based view of IT and contingency perspective, theoretical insights for managing IT and the mediating effect of IT strategy and business strategy on firm performance are established. The model is empirically tested by using hierarchical regression and structural equation modeling for the data collected through the survey of 194 senior IT and business managers in China.
Findings
The significant and impactful relationship found in the model for the proposed idea. The results show that both IT strategy and business strategy partially mediate the effect of managing IT on firm performance.
Research limitations/implications
The findings highlight that managing IT does not merely influence better firm performance; instead, the coherent amalgamation of IT strategy and business strategy can enrich firm performance. The theoretical and practical implications are also discussed.
Originality/value
In line with the call for rigorous research to integrate the managing IT and firm strategies, this study demonstrates the mediating role of business strategy and IT strategy between the managing IT and the firm performance relationship, hence contributing to the IS research literature.
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This paper explores the idea of the prudent entrepreneurial self, through re-conceptualizing prudence into the domain of entrepreneurial education, to unite the two processes of…
Abstract
Purpose
This paper explores the idea of the prudent entrepreneurial self, through re-conceptualizing prudence into the domain of entrepreneurial education, to unite the two processes of becoming enterprising and entrepreneurial. It is argued that developing a capacity for prudence among graduates involves past, present and conjecture forms of knowledge that the authors find in the interplay between individuation and social awareness.
Design/methodology/approach
Building on Palmer's idea of wholeness, the authors discuss six poles of paradoxes in entrepreneurial education and in conjunction establish a philosophical argument for the idea of stimulating the development of prudence as fundamentally important to contemporary notions of entrepreneurial education.
Findings
The paper presents a model to develop a schema that moves students towards becoming prudent entrepreneurial selves. The model rests on two interrelated developmental processes – individuation and social awareness – conditional for developing the three forms of knowledge (past, present and conjecture) that makes up prudence where developing prudence is a means to handle or cope with the unknown.
Research limitations/implications
This paper argues that for enterprise and entrepreneurship education to realize their potential contributions, both the relationships between each field and the overarching purpose that ties the fields together need to be rethought, and the poles of paradoxes need to be connected to further develop both fields and creating wholeness for the emerging scholarly discipline.
Practical implications
To educate towards the prudent entrepreneurial self means educating towards an unknown end where student development aims to meet both the objectives of individual development and the growth in social awareness required to handle the changing nature of contemporary society.
Originality/value
This study philosophically conceives a united enterprise and entrepreneurship education landscape in which deeper student learning makes possible the notion of the prudent entrepreneurial self.
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Md. Shamsul Arefin, Md Rakibul Hoque and Yukun Bao
The purpose of this study was to identify the influence of organizational strategy, structure, process and culture on organizational effectiveness and the possible mediating role…
Abstract
Purpose
The purpose of this study was to identify the influence of organizational strategy, structure, process and culture on organizational effectiveness and the possible mediating role of business intelligence (BI) systems among them.
Design/methodology/approach
Sample data for this study were collected from 225 organizational units in Bangladesh and analyzed using the partial least squares method, a statistical analysis technique based on the structural equation modeling.
Findings
The results revealed that organizational factors, such as organizational strategy, structure, process, and culture positively affect both BI systems’ effectiveness and organizational effectiveness. Furthermore, BI systems’ effectiveness partially mediates the impact of organizational strategy, structure, process and culture on organizational effectiveness.
Originality/value
BI systems are context-specific and can influence organizational effectiveness. Dearth in research on the influence of organizational factors to BI systems motivates this study to contribute in BI systems literature by proposing a theoretical model and investigating the mediating role of BI systems among various organizational factors and organizational effectiveness.
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Baird K. Brightman and John W. Moran
Presents a schedule for the alignment of personal needs and priorities with organizational needs and priorities. By considering leadership, coaching, corporate citizenship, change…
Abstract
Presents a schedule for the alignment of personal needs and priorities with organizational needs and priorities. By considering leadership, coaching, corporate citizenship, change management, efficiency, team working, customer focus, and decision making, individuals can compile an action plan for professional and organizational change, ensuring that one is not at the expense of the other. Features a number of models to encourage reflection and discussion as well as assessment instruments to aid immediate practical development.
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Nimitha Aboobaker and Zakkariya K.A.
This study investigates how the spiritual leadership style of a manager affects employees' intention to stay with the organization, taking into account the post-pandemic workplace…
Abstract
Purpose
This study investigates how the spiritual leadership style of a manager affects employees' intention to stay with the organization, taking into account the post-pandemic workplace and the expected economic downturn. Furthermore, this study aims to assess how employee voice behavior mediates the linkages between the spiritual leadership style and intention to stay and how this mediation is influenced by perceived interpersonal justice. Grounded on the self-determination theory of intrinsic motivation and social-exchange theory, this study seeks to advance the theoretical understanding of spiritual leadership and its associated outcomes.
Design/methodology/approach
The descriptive study included 379 frontline employees in India's tourism and hospitality sector. Responses were collected from selected employees using the snowball sampling method and met strict inclusion criteria. Self-reporting questionnaires were used to collect data from the participants. Confirmatory factor analysis was conducted using IBM AMOS 21.0, and hypothesis testing and drawing inferences were carried out using path analytic procedures with PROCESS Macro 3.0.
Findings
Consistent with the hypotheses presented in this paper, this study demonstrated a statistically significant indirect impact of spiritual leadership on employees' intention to stay with the organization, through indirect effects of employee voice behavior. Additionally, the conditional indirect effects of spiritual leadership on employees' intention to stay, mediated by voice behavior, were contingent upon the level of interpersonal justice as a moderator. Specifically, these effects were significant when the levels of interpersonal justice were low but not when they were high.
Originality/value
This study makes significant strides in developing and testing a pioneering model that examines the association between spiritual leadership and employees’ intention to stay with the organization. This research explores explicitly how this relationship is influenced by perceived interpersonal justice and employee voice behavior. The results of this study emphasize the criticality of cultivating a culture that inspires constructive criticism and elucidates its potential advantages, effectively bridging a gap in the existing scholarly literature.
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Zhining Wang, Nianxin Wang, Jinwei Cao and Xinfeng Ye
The purpose of this paper is to focus on the fit between intellectual capital (IC) and knowledge management (KM) strategy and its impacts on firm performance.
Abstract
Purpose
The purpose of this paper is to focus on the fit between intellectual capital (IC) and knowledge management (KM) strategy and its impacts on firm performance.
Design/methodology/approach
Based on the fit view, the authors posit that firms can enhance performance by aligning the structure of their IC with KM strategy, as reducing the extent to which their actual IC profile deviate from the “ideal” profile when implementing certain type of KM strategy. Using survey data collected from 328 high technology firms in China, the authors tested the research model.
Findings
The more fit a firm’s IC is to its KM strategic type, the better operational and financial performance it can achieve.
Research limitations/implications
The sample of high technology firms in China might limit the generalization of the findings. Nonetheless, this study is based on and extends prior research, which provides a deepened understanding of the role of IC-KM strategy fit in organizational settings.
Practical implications
The paper suggests that firms should adjust their IC according to KM strategy they employ. According to the findings, managers can selectively develop IC to achieve performance goals under certain type of KM strategy.
Originality/value
As one of the first studies to investigate the relationship among IC, KM strategy and firm performance in a holistic way, it indicates that the IC-KM strategy fit can be a novel explanation for performance variances through the alignment of knowledge-based capability and strategy.
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