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1 – 10 of 866Sea Matilda Bez and Henry Chesbrough
A successful business model creates a heuristic logic that connects technical potential with the realization of economic value. But this logic constrains the subsequent search for…
Abstract
A successful business model creates a heuristic logic that connects technical potential with the realization of economic value. But this logic constrains the subsequent search for new, alternative models for other technologies later on. This logic gives rise to two behaviors that affect the implementation of Open Innovation inside organizations. The well-known Not-Invented-Here syndrome constrains the use of Outside-in Open Innovation, while a new syndrome we identify, the Fear of Looking Foolish, constrains the use of Inside-out Open Innovation. We focus particularly on the latter behavioral constraint in this chapter and present three mini-cases that demonstrate the constraints in action. We then sketch possible managerial solutions to overcome these behaviors.
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This is the fourth in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, consults experienced case teachers…
Abstract
This is the fourth in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, consults experienced case teachers and learns many different approaches to use in the classroom. The article is written as if it were a case; it is fictitious.
Dirk De Clercq and Imanol Belausteguigoitia
The purpose of this paper is to investigate how employees’ perceptions of role ambiguity might increase their turnover intentions and how this harmful effect might be buffered by…
Abstract
Purpose
The purpose of this paper is to investigate how employees’ perceptions of role ambiguity might increase their turnover intentions and how this harmful effect might be buffered by employees’ access to relevant individual (innovation propensity), relational (goodwill trust), and organizational (procedural justice) resources. Uncertainty due to unclear role descriptions decreases in the presence of these resources, so employees are less likely to respond to this adverse work situation in the form of enhanced turnover intentions.
Design/methodology/approach
Quantitative data came from a survey of employees of a large organization in the distribution sector.
Findings
Role ambiguity enhances turnover intentions, but this effect diminishes at higher levels of innovation propensity, goodwill trust, and procedural justice.
Research limitations/implications
The findings reveal several contingencies that attenuate the positive effect of role ambiguity on the desire to leave the organization. However, this study relies on the same respondents to assess all the focal variables, and it lacks a direct measure of the mechanisms by which the contingent factors mitigate the relationship between role ambiguity and turnover intentions.
Practical implications
Organizations that fail to provide clear role information to employees can counter the resulting uncertainty with relevant personal, relational, and organizational resources.
Originality/value
This investigation shows how employees’ negative reactions to role ambiguity (turnover intentions) can be mitigated by three uncertainty-reducing resources: personal joy from developing new ideas, the extent to which relationships with colleagues is trustworthy, and perceptions that organizational procedures are fair.
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The purpose of this paper is to identify the centrality of anxiety in health care, especially in the context of leading change. It identifies the importance of emotional labour…
Abstract
Purpose
The purpose of this paper is to identify the centrality of anxiety in health care, especially in the context of leading change. It identifies the importance of emotional labour for clinical professionals and the resultant development of defensive routines. The idea of containment is central to addressing anxiety.
Design/methodology/approach
The approach involves identification of anxiety as a key factor in leading change in health care, but one which is often ignored.
Findings
Anxiety is the elephant in the room vis-a-vis leading change in health care. To address the use of defensive routines, a range of activities can act as “containers” for anxiety and help with leading change.
Practical implications
To lead change in health care implies addressing the existence and importance of anxiety and the emotional labour which health-care professionals undertake.
Originality/value
The existence of anxiety and the profound impact it has on leading change in health care has typically been under-estimated or avoided. The paper aims to remedy this.
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In Chapter 1, a broad overview of the scope of entrepreneurialism in policing and criminal contexts which are broadly positive in nature was developed. In Chapter 2, the scrutiny…
Abstract
In Chapter 1, a broad overview of the scope of entrepreneurialism in policing and criminal contexts which are broadly positive in nature was developed. In Chapter 2, the scrutiny to cover socio-cultural and organisational barriers to the implementation of entrepreneurial policing are extended. These include police culture, organisational traits such as ‘Machismo’ and ‘Conformism’, the restrictive nature of the police rank structure, the military model of policing, bureaucracy, risk-aversion, anti-entrepreneurialism, anti-intellectualism, the ‘Maverick’ stereotype, and the ‘Questioning Constable’. Many of these elements are of a negative nature and inhibit the implementation of entrepreneurial policing and practices. Also the entrepreneurial organisation and issues such as privatisation, commercialisation, innovation, and technology which also inhibit entrepreneurialism in policing contexts, but which also offer significant opportunities, are considered.
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Kristian J. Sund, Robert J. Galavan and Marcel Bogers
In this paper, we reflect on an expanding literature that links theories of cognition and business models. Managers hold in their mind perceptual constructs or schemas of the…
Abstract
In this paper, we reflect on an expanding literature that links theories of cognition and business models. Managers hold in their mind perceptual constructs or schemas of the business model. These guide the process of distinguishing between options and making choices. Those familiar with business model development will easily recognise that the perceptual construct provides only a summary of the business model, and that a more complex conceptualisation of how business model elements interact is needed. The business model is then much more than a visualisation. It is a schematic model of theorised interaction that is created, shaped, and shared over time. The underlying processes of this creation, shaping, and sharing are cognitive activities taking place at individual, organisational, and inter-organisational levels. Theories of managerial and organisational cognition are thus critical to understanding the acts of business modelling and business model innovation. Here we suggest some of the ways that business model and cognition literatures can be connected, present existing literature, and reflect on future avenues of research to explore the cognitive foundations of business modelling.
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Margaret Hodgins, Sarah MacCurtain and Patricia Mannix-McNamara
Bullying affects at least one-third of the workers through either direct exposure or witnessing, both of which lead to compromised health, and as a result, reduced organizational…
Abstract
Purpose
Bullying affects at least one-third of the workers through either direct exposure or witnessing, both of which lead to compromised health, and as a result, reduced organizational effectiveness or productivity. However, there is very little evidence that organisations provide effective protection from bullying, and in fact, the converse appears to the case. The purpose of this paper to explore the role of both individual and organisational power in the creation and maintenance of the problem. Such an approach moves away from the specific practice of identifying “bullying” that typically engages targets and perpetrators in a dance that is really just around the edges (Sullivan, 2008) of a larger problem; a culture that permits the abuse of power and ill-treatment of workers, in both practices and through organisational politics.
Design/methodology/approach
This paper elucidates key problems with organisational response as identified in the literature and critically examines weak organisational response to workplace bullying using the power theory, arguing that while overt approaches to addressing bullying appear to be underpinned by a simplistic, functionalist understanding of power, practices on the ground are better explained by more sophisticated “second-dimension” theorists.
Findings
There is a need for organisations to move beyond the current individualistic understanding of bullying towards a more nuanced understanding of how anti-bullying policies and procedures are themselves an exercise in institutional power protecting and reinforcing dominant power structures.
Research limitations/implications
The literature from which this paper is drawn is limited to studies published in English.
Practical implications
The authors advocate a realistic assessment of the role of both individual and organisational power in the creation and maintenance of workplace bullying, as a way forward to plan appropriate intervention.
Social implications
Workplace bullying is problematic for organisations at several levels, and therefore for society.
Originality/value
That power is relevant to workplace bullying has been apparent since the work of Brodsky in 1976 and Einarsen's early work, this paper builds on a the more nuanced work of McKay (2014), D'Cruz and Noronha (2009), Liefooghe and MacDavey's (2010) and Hutchinson et al. (2010), exploring the organisational response to the raising of bullying issues by individual employees as an exercise of power.
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Rachel Connell and Darren Johnson
Whilst a great deal of research exists on the effectiveness of treatment with violent offenders comparatively little is known about the experience of treatment providers. The…
Abstract
Purpose
Whilst a great deal of research exists on the effectiveness of treatment with violent offenders comparatively little is known about the experience of treatment providers. The purpose of this paper is to explore the experiences of four prison officers delivering a high-intensity intervention, with violent offenders.
Design/methodology/approach
A qualitative approach was used to gain a rich, individualised account of treatment providers’ experiences, with interpretative phenomenological analysis applied by the lead researcher (first author). External auditing analysis was conducted by the second author.
Findings
The analysis generated two superordinate themes: “Impact on Self-Coping” and “With Great Challenge Comes Great Reward” with pertinent sub-themes. The findings support the existing evidence regarding the relevance of individual characteristics and coping style on well-being, regardless of the nature of the offences being discussed. Working with violent offenders could be challenging yet rewarding with adequate support in place.
Practical implications
It is imperative that treatment providers are offered support and encouragement in undertaking their role and that a rehabilitative culture is promoted and reinforced within custodial environments. Additional training for facilitators to develop effective self-coping strategies was recommended in addition to careful management of delivery periods.
Originality/value
These findings add to the evidence base in relation to the impact of high-intensity treatment provision on individual well-being; suggestions are made to support clinical and organisational good practice.
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Jörg Pareigis, Per Echeverri and Bo Edvardsson
The purpose of this paper is to explore customer interactions with servicescapes and to explain in more depth the internal mechanisms that form the customer service experience.
Abstract
Purpose
The purpose of this paper is to explore customer interactions with servicescapes and to explain in more depth the internal mechanisms that form the customer service experience.
Design/methodology/approach
The paper draws on an empirical study of customers using Swedish public transport systems. Data collection is based on a microethnographic approach, using think‐aloud protocols and video documentation.
Findings
The results from the empirical study contribute with a framework of three constellations of activities and interactions: namely, identifying, sense‐making, and using, which, depending on the empirical context, form two main customer process practices – navigating and ticketing. These constructs are theoretical and have implications for service research in the sense that they explain how customer experiences are formed.
Research limitations/implications
While the conceptual framework is arguably applicable also to other servicescape processes and thus has the capacity to explain how a wide range of customer experiences are formed, the study is based on one industry. Consequently, it would be worthwhile to verify this framework in different service settings.
Practical implications
Managers should focus on making the servicescape design intuitive, meaningful and easy to use for their customers and, depending on the empirical context, support the customer processes of finding one's way and ticketing.
Originality/value
The study is novel by applying a microethnographic research approach in order to provide a systematic empirical analysis of how constellations of activities and interactions in servicescape processes create customer responses and thus form the customer's service experience.
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