Search results

The purpose of this paper is to show how the core knowledge management (KM) principles of business focus, accountability and operational support can be applied to information risk management to create risk intelligence.

The paper looks at risk intelligence strategy in information governance, the fundamental KM principles – business focus, accountability and operational support.

The paper finds that a risk intelligence strategy gets the most business value from information governance and information risk management. Developing risk intelligence maximizes the return on value from information risk management investments.

The paper is of value in showing how enterprises can get started on implementing a risk intelligence strategy.

The purpose of this paper is to explain how knowledge management (KM) is an essential part of an information management (IM) initiative. IM and KM leaders must be aware of the challenges of fusing KM and IM.

This paper is based on observation of numerous KM and IM projects, and on discussions with expert practitioners and senior management.

Executives want as close to real time decision support as they can get and they want business context around the data. For the information technology organization this means integrating structured data with unstructured content and building collaboration into analytic tools so that analysts across the company can share what they know. It means building KM into IM projects.

Chief information officers and senior business managers who are implementing IM projects for decision support will get more value by including KM initiatives that provide for context and collaboration.

The purpose of this paper is to summarize the results of the first enterprise of the future industry roundtable. The purpose of the roundtable was to identify the major areas of research needed to help organizations transform themselves in order to achieve sustainable performance in a flat world.

The agenda consisted of individual presentations by thought leaders, followed by a roundtable discussion.

The group concluded that in order to help organizations transform themselves, a focused research effort was required in the following four areas; transformation through the co‐creation of new business ecosystems and strategies; new, non‐hierarchical organizational designs; creating ideal environments for attracting, retaining, and growing talent; integrating a myriad of technology components into a unified infrastructure.

Enterprise transformation is an expensive and risky undertaking. These findings provide an initial set of the most critical research areas needed for successful transformation. Decision makers can use these results as a guide for planning their future research agenda.

Building on the introduction to positive psychology and positive education in Chapter 1, the aim of Chapter 3 is to focus on wellbeing and positive education in secondary schools. This includes an overview of approaches to intervening in mental health (‘traditional’ and those which draw on the principles of positive psychology) that have been used in schools, and the factors that can influence their outcomes. When and how to apply interventions across three levels: the system, the community, and the individual, are also explored, alongside four different approaches: whole school, whole class, small group, and one-to-one. The chapter draws on up-to-date research and practical experience in secondary school settings, and includes a case study of Positive Psychology in Practice, based on the delivery (by the author) of a multi-component PPI (mPPI) – The Hummingbird Project, which has now been delivered to approximately 4,000 students in 24 secondary schools across the North West of England. The effectiveness of the mPPI, key lessons learned and insights gained are shared, including how to overcome the challenges of working in a culture not conducive to positive education.

Bourdieu’s construct of the field of power has received relatively little attention despite its novelty and theoretical potential. This paper explores the meaning and implications of the construct, and integrates it into a wider conception of the formation and functioning of elites at the highest level in society. Drawing on an extensive dataset profiling the careers of members of the French business elite, it compares and contrasts those who enter the field of power with those who fail to qualify for membership, exploring why some succeed as hyper-agents while others do not. The alliance of social origin and educational attainment, class and meritocracy, emerges as particularly compelling. The field of power is shown to be relatively variegated and fluid, connecting agents from different life worlds. Methodologically, this paper connects biographical data of top French directors with the field of power in France in a novel way, while presenting an operationalization of Bourdieu’s concept of the field of power as applied to the French elite.

The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.

Diverse cultures may make people behave differently and this, in turn, can impact project management. While the relationship between culture and project success has been widely explored, there is a need of addressing the gap in the relationship between culture and project management performance outcomes, that is, the performance in implementing project management processes and practices. The purpose of this paper is to investigate this gap by studying the role of cultural dimensions on project management performance.

An explorative survey including 200 observations relating to the experiences of project managers with a big experience on projects involving many different national cultures has been conducted to collect primary data on the relationship between the nationality observed and the project management performance outcomes shown. Nationality has been used as a proxy to link individual cultural dimensions and project management performance.

The results of this paper show that individualism impacts project dynamics and project control positively. Moreover, masculinity impacts project dynamics positively, and uncertainty avoidance impacts project control negatively. When recognized, different cultural dimensions can drive project management performance outcomes. The increasing awareness on this topic can be a valid instrument to control the cultural effect and take advantage of it to enhance project success.

This study contributes to the theory of project management by recognizing linkages between cultural dimensions and project management performance. Moreover, this study overcomes the concept of nationality, focusing on individuals and their unique set of cultural dimensions.

The purpose of this paper is to investigate differences in taste in women’s sportswear t-shirts, between Japanese and French people.

A questionnaire survey on the impression of the appearance of t-shirts was conducted using three-dimensional simulations that the authors created. A sensory test was carried out for 24 designs (having varying types of sleeves, bodice length and fitting) on 51 examinees (26 Japanese and 25 French) who voluntarily participated.

Results show that both Japanese and French people most appreciated very short t-shirts and considered sleeveless and tank top shirts to be the most appropriated for exercise. Participants liked a cool, modern, showy, short, special, elaborate and feminine design. Additionally, Japanese people considered that casual clothes that are suitable for exercise are not suitable for wearing outside the gym, whereas this was not notable for French people.

The results of the present study will allow the sportswear industry to better target clients.