Search results

At the authors’ libraries, they consolidated two departments and attempted to find ways to increase productivity, reduce duplication and improve job happiness within their software development teams. The authors have lost institutional knowledge when developers leave the team, yet the authors remain responsible for critical library services. The merging of the authors’ departments provided the opportunity to rethink how their teams are structured and whether a different model could provide better professional development, more knowledge sharing and better stability of their services. This article presents a case study of moving from a project-centric approach to a platform-based model.

The authors met with those responsible for establishing priorities for their services and developers to assess successful and unsuccessful implementations and pivoted based on those assessments.

The authors found that their developers were happier to increase their portfolios and professional development, and the librarians were satisfied with more stable services during a particularly unstable time within the authors’ institution.

This is a practical example of a positive way to structure development teams in libraries. Frequently, teams support a single service to the library because of the criticality of that service on a day-to-day basis, but that can create a lack of shared knowledge during institutional instability. This study reveals the benefits of a platform-based approach, including increased developer happiness, reduced disruptions due to staff turnover and improved system stability. It also discusses the challenges of managing product owners' expectations and balancing feature development with maintenance work.

The purpose of this paper is to investigate the feasibility of automating Google Scholar searching to harvest citation data of monographs for collection analysis.

This study discusses the creation and refinement of a Scraper application programming interface query structure created to match library collection inventories to their Google Scholar listings to retrieve citation counts.

This paper indicates that Google Scholar is a feasible and usable tool for retrieving monograph citation data.

This study shows that Google Scholar citation data can be harvested for monographs in an automated fashion to serve as a source of bibliographic data, something not typically done outside of individual academics and writers tracking their personal academic impact factors.

The aim of this case study is to describe what commitment and actions are needed in the Swedish school so that principals — within the Swedish school policy framework and with the goal of creating an inclusive school culture and practice — can positively affect schooling for students with disabilities, with a particular focus on students with autism spectrum conditions (ASC). Three research questions guide the study: (1) What commitment and actions do principals consider important for developing an inclusive school for all students, with a particular focus on students with ASC? (2) How do the principals reflect on their own leadership in the development of inclusive education, with a particular focus on students with ASC? (3) Based on the results, what are the implications of the study in practice?

As part of a three-step data collection method, a snowball sampling was conducted in which n = 6 principals were initially interviewed and the data analyzed by an inductive thematic content analysis.

(1) Certain structures are needed when planning how to develop mutual values when organizing an inclusive school involving students with ASC, (2) the principals could, at times, feel a sense of loneliness in relation to their superiors and decision-makers and (3) more accountability from educators and greater consideration for the student perspective in decision-making are needed.

It was found that (1) certain structures are needed when planning how to develop mutual values when organizing an inclusive school involving students with ASC, (2) the principals could, at times, feel a sense of isolation in relation to their superiors and decision-makers and (3) more accountability from educators and greater consideration for the student perspective in decision-making are needed.

Index for inclusion and elements from the inclusive leadership model were used in the data collection and analysis.

Much of the extant literature on the Chinese Family Firm highlights the unique cultural heritage and social context in which they are embedded as primary determinants of their strategic behavior. In contrast, few studies have examined the strategic behavior of Chinese Family Firms from an economic perspective. In this paper, we address this gap in the literature by applying Dunning's eclectic theory of the MNE to the Chinese Family Firm. In doing so, we generate a series of testable propositions. We suggest that although the strategic behavior of Chinese Family Firms will differ significantly from those of classic Western MNEs, they are nonetheless amenable to interpretation according to Dunning's analytical constructs of ownership (O), internalization (I) and locational (L) advantages. More specifically, we find that like the classic Western MNE, the Chinese Family Firm can be understood as a viable mechanism for capitalizing on particular configurations of OLI advantages in international markets.

This case was designed not only for MBA and executive education but also undergraduate courses in human resources (HR), leadership development, HR metrics and change management. It is ideal for introducing the concepts of diversity, equity and inclusion (DE&I), the balanced scorecard and talent retention.

The case deals with initiating and integrating DE&I programs into a company. It highlights how and when to start, change management issues during roll-out and convincing senior leadership why a program such as the one the protagonist started adds value to an organization.

In early 2018, Kate McKinnon, AVP of HR for CareerStaff Unlimited (CSU), a temporary staffing company and division of Genesis HealthCare, reflected on the late 2016 decision to develop women for leadership roles at the company. With a rather unconventional implementation of the Women’s Leadership Group (WLG), Kate successfully developed fifteen female individual contributors, many of whom were promoted to leadership roles by early 2018. Kate was concerned about maintaining the momentum necessary to continue (and expand) the program of identifying, developing, promoting, and retaining women and other diverse employees across the company. She also wanted to measure a clear correlation between the WLG and CSU’s financial and customer outcomes. It was time to plan phase two of the program, including further improvement of the DE&I efforts at CSU.

The learning outcome of this paper are as follows: focused programs, led by courageous and committed leaders, improve gender equity. DE&I is a business imperative, as much as a legal/risk challenge. To be understood, approved and communicated, HR Initiatives must add value and be aligned with the company strategy along with financial and customer outcomes. People development and growth contribute to top talent retention.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Given the issues the USA is encountering after the George Floyd death and protests, this is a good way to demonstrate how courageous leadership can start to facilitate change in organizations.

CSS 6: Human Resources.

While few studies have examined business-to-business (B2B) mobile application (app) usage, none have examined the challenges in developing these technological assets. This study aims to examine B2B marketing executives’ perceptions regarding benefits, barriers and facilitators in app development.

A survey of 311 B2B marketing executives at selling firms in the USA was conducted to identify key themes related to the benefits, barriers and facilitators in developing B2B apps. The research featured “open-ended” questions exclusively, and advanced textual and thematic analysis of executives’ responses produced several key themes.

Results show that the perceived benefit of lowering customer servicing and costs drives development more so than trying to realize new revenue opportunities (e.g. “saving” vs. “making” money). Achieving internal buy-in/participation was perceived as a larger barrier than the commitment of financial resources. Additionally, training and education were viewed as the strongest facilitators of an app’s success over its design and functionality. Implications for B2B firms are discussed.

The open-ended format of this research captures a greater breadth of perspectives at the expense of more granular analysis of any particular issue.

The themes generated from the responses offer novel insights into the benefits sought in developing an app, as well as the technological, organizational and environmental factors that act as barriers and facilitators. The open-ended format of this research captures a greater breadth of perspectives at the expense of a more granular analysis of any particular issue.

The fashion sector is complex. It involves multiple actors with distinct and potentially conflicting interests, forming a value ecosystem. Thus, knowing the interested parties and belonging to the fashion sector may be a means to promote technological innovation, such as products with wearables. The purpose of this paper to identify the participants of the fashion ecosystem from the perspective of wearable technologies and develop a conceptual model.

The present work aims to identify the participants (actors) and develop a conceptual model of the fashion ecosystem from the perspective of wearable technologies. The systematic literature review is the recommended method to qualitatively analyze documents and identify the interested parties (actors) in the fashion sector in order to design the proposed conceptual model.

From the studies, the conceptual model of the fashion value ecosystem was designed, and the wearable product was considered its core business. The studies identified addressed ecosystems of fashion value in general but not specific to wearable products and their relations with other complementary industries.

The model was designed using secondary data only. Its validation is relevant through interviews with experts.

In terms of relevance, when conducting a systematic literature review, there were no studies that included wearable technologies in the fashion ecosystems discussed and their relations with other industries. The topic of wearables is an emerging subject that needs further research aiming to insert this technology in productive sectors.