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1 – 10 of over 32000Claire Dickinson, Chiara Lombardo, Pauline Pearson, Di Barnes and Di Bailey
This paper gives a picture of the development of four new roles in mental health over a two‐year period. It draws on data from the national mapping project to provide a unique…
Abstract
This paper gives a picture of the development of four new roles in mental health over a two‐year period. It draws on data from the national mapping project to provide a unique perspective on the emergence of the roles of support, time and recovery workers, gateway workers, carer support workers and community development workers for black and minority ethnic communities. The tracking of such roles on a national level reveals a number of issues, in particular the need for clarity of terms if there is to be an undisputed understanding of what mental health services are provided and by whom.
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Sebastian Merten, Sascha L. Schmidt and Mathieu Winand
The aim of this study is to identify organisational capabilities (OC) for a successful digital transformation (DT) and associated structures of internal teams to orchestrate and…
Abstract
Purpose
The aim of this study is to identify organisational capabilities (OC) for a successful digital transformation (DT) and associated structures of internal teams to orchestrate and support DT.
Design/methodology/approach
An explorative, qualitative study, comprising semi-structured interviews with 82 executives from 43 diverse National Football Associations (NFA) spread across five continents was conducted.
Findings
The results show that organisational culture, strategic sensitivity, up-to-date ICT-infrastructure, a digitally skilled workforce, leadership support, knowledge management and internal DT-teams are important capabilities to enable successful DT.
Research limitations/implications
Due to the different levels of maturity of digitalisation and the financial constraints, not every NFA intends or is able to assign a full-time staff member exclusively to digital issues. Therefore, the most appropriate person was interviewed in each NFA.
Practical implications
Adapting an organisational culture to the requirements of the digital age is one of the most important steps in implementing DT. It is equally important for the leadership to form the strategic framework and enable the necessary training of employees to improve the results of the digitalisation processes.
Originality/value
This is the first study investigating NFA's DT from a worldwide perspective, identifying the most important factors for successful DT-processes.
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Mark Govers, Rachel Gifford, Daan Westra and Ingrid Mur-Veeman
Organizational change is a key mechanism to ensure the sustainability of healthcare systems. However, healthcare organizations are persistently difficult to change, and literature…
Abstract
Organizational change is a key mechanism to ensure the sustainability of healthcare systems. However, healthcare organizations are persistently difficult to change, and literature is riddled with examples of failed change endeavors. In this chapter, we attempt to unravel the underlying causes for failed organizational change. We distinguish three types of change with different levels of depth that require different change approaches. Transformations are the deepest forms of change where beliefs and principles need to be modified to successfully influence routines. Renewals are deep forms of change where principles need to be modified to successfully influence routines. Improvements are shallow forms of change where only modifications at the level of routines are needed. Using deoxyribonucleic acid (DNA) as our metaphor, we propose a theory of “organizational DNA” to understand organizations and these three types of organizational changes. We posit that organizations are made up of a double helix consisting of a so-called “social string,” which contains the “soft” interaction or communication among the organization's members, and a so-called “technical string,” which contains “hard” organizational aspects such as structure and technology. Ladders of organizational nucleotides (i.e., Routines, Principles, and Beliefs) connect this double helix in various combinations. Together, the double helix and accompanying nucleotides make up the DNA of an organization. Without knowledge of the architecture of organizational DNA and whether a change addresses beliefs, principles, and/or routines, we believe that organizational change is constrained and based on luck rather than change management expertise. Following this metaphor, we show that organizational change fails when it attempts to change one part of the DNA (e.g., routines) in a way that renders it incompatible with the connecting components (e.g., principles and beliefs). We discuss how the theory can be applied in practice using an exemplar case.
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Gary D. Buckner and Vivek Shah
In management cybernetics, artificial intelligence is altering the ways in which computers are usable as problem‐solving tools. The talent of humans at thus smartly creating and…
Abstract
In management cybernetics, artificial intelligence is altering the ways in which computers are usable as problem‐solving tools. The talent of humans at thus smartly creating and operating tools is indeed a feature of human‐based brainpower. Actualization of “man‐machine” interaction is of paramount importance since the innovative application of all knowledge‐based resources is increasingly impacting on global economic power and, consequently, success of every organization. At the same time, questions have arisen about the extent to which computers can intelligently complete tasks. Presents a methodology whereby change as necessary to extend synergistically the capabilities of both humans and their machines can be implemented successfully.
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Victor Jodjana and Brian H. Kleiner
Looks at the US federal Age Discrimination in Employment (ADEA) and gives statistics to suggest that more and more workers fall under the umbrella of this act. Gives a brief…
Abstract
Looks at the US federal Age Discrimination in Employment (ADEA) and gives statistics to suggest that more and more workers fall under the umbrella of this act. Gives a brief summary of its history before providing two case studies as examples. Concludes that the ussue remains prevalent and will probably increase as workers are getting older on average. Gives a brief technique for employer protection.
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Where there has been little in‐depth understanding of sovereign wealth funds, the purpose of this paper is to describe the complex nature of one of the world's largest sovereign…
Abstract
Purpose
Where there has been little in‐depth understanding of sovereign wealth funds, the purpose of this paper is to describe the complex nature of one of the world's largest sovereign wealth funds, Temasek Holdings (“Temasek”), whose “active” investment strategy has been emulated by a number of other funds.
Design/methodology/approach
The paper draws mainly on public data in developing a case history of Temasek.
Findings
Based on this data, the paper suggests how the firm's underlying strategy seems to be about pursuing the national interests of its sovereign shareholder in both a commercial and non‐commercial manner.
Research limitations/implications
Consistent with a case‐based approach, the paper presents a single example of a sovereign wealth fund.
Practical implications
The aggressive manner in which Temasek has built up its international portfolio coupled with the mixed impact of its “active” investment strategy raise a number of issues about the nature of an important sovereign wealth fund.
Originality/value
The value of the paper is in its cogent, insightful picture of the development of a sovereign wealth fund that was a pioneer of this phenomenon.
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Seamus McGuinness and Hugh Cronin
The purpose of this paper is to use a linked employer-employee data set, the National Employment Survey, to examine the determinants of organisational change and employee…
Abstract
Purpose
The purpose of this paper is to use a linked employer-employee data set, the National Employment Survey, to examine the determinants of organisational change and employee resistance to change and, specifically, to examine the influence of employee inflexibility on the implementation of firm-level policies aimed at increasing competitiveness and workforce flexibility. A key finding arising from the research is that while workforce resistance to job-related change often forces firms to seek alternative means of achieving labour flexibility, there appears little that firms can do to prevent such resistance occurring. The presence of HRM staff, consultation procedures, wage bargaining mechanisms, bullying and equality polices, etc. were found to have little impact on the incidence of workforce resistance to changes in job conditions.
Design/methodology/approach
The objectives of this paper are twofold: first, the authors model the determinants of a measure of workforce resistance to job-related change and, second, the authors assess the impact of workforce resistance on the probability that firms will implement various wider forms of organisational change using linked employer-employee data.
Findings
Workforce resistance to proposed changes in job conditions was found to be lower in organisations employing higher shares of educated workers and also in smaller firms. HRM and employee relations measures were found to have little impact on worker resistance to changing employment conditions, while trade union density was important only with respect to alterations to core terms and conditions. Resistance was found to be important for wider organisational change.
Research limitations/implications
From a policy perspective, the key finding arising from the research is that while workforce resistance to job-related change often forces firms to seek alternative means of achieving flexibility, there appears little that firms can do to prevent such resistance occurring or mediating its impacts. The presence of HRM staff, consultation procedures, wage bargaining mechanisms, bullying and equality polices, etc. were found to have little impact on the incidence of workforce resistance to changes in job conditions.
Social implications
The results support the hypothesis that the increased use of peripheral workers observed in many aspect of the economy is due, at least in part, to inflexibility among existing workers to take on additional roles and responsibilities.
Originality/value
The paper utilises a linked employee-employer data set in a novel way to investigate within firm relationships and tests a number of hypotheses using advanced econometric techniques.
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Joseph Roh, Morgan Swink and Jeremy Kovach
The purpose of this study is to investigate how managers' abilities to design and implement organizational change initiatives affects supply chain (SC) responsiveness. Extant…
Abstract
Purpose
The purpose of this study is to investigate how managers' abilities to design and implement organizational change initiatives affects supply chain (SC) responsiveness. Extant research focuses on specific process and resource options to address responsiveness, with only limited reference to managers' capabilities in adapting to new organization designs that organize processes and resources. Consequently, organizational theory that characterizes the implications of developing and implementing various designs is ignored. The study directly leverages organization adaption, organization design and the dynamic managerial capabilities literature to address the question of how to improve SC responsiveness.
Design/methodology/approach
Qualitative data are used to identify specific dynamic managerial capability constructs, as well as the expected relationships depicted in our conceptual model. The authors test these relationships using quantitative survey data collected from 199 SC leaders.
Findings
The authors find that capabilities in organization design, functional leader negotiations and workforce communications foster SC responsiveness via improved structural adaptability (SA). The findings explain how and when organization design actions impact SA and responsiveness, and more importantly, why managers should invest in developing a workforce communication capability as the foundation for organizational adaptability.
Originality/value
By applying organization adaption, organization design and dynamic managerial capabilities concepts, the research expands the existing study of responsiveness in the SC organizational context.
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Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and…
Abstract
Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.
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