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1 – 10 of 55Jeannette Oppedisano and Kenneth Laird
This article presents a pedagogical model that utilizes students as primary researchers in the identification, interviewing, and then reporting on women entrepreneurs as a major…
Abstract
This article presents a pedagogical model that utilizes students as primary researchers in the identification, interviewing, and then reporting on women entrepreneurs as a major component of a multidisciplinary entrepreneurship course. The purpose of the course is to attract students who may not be familiar with the entrepreneurship concept itself, the role of women in such economic ventures, or the possibilities for people like themselves in such a career avenue. Students are exposed to the accomplishments of women entrepreneurs throughout U.S. history in the broad categories of agriculture and mining; construction; communication; manufacturing; service (both for profit and not-for-profit); transportation; and wholesale and retail trade. This content experience is then enhanced by the studentsʼ own direct interaction with and interviewing of women entrepreneurs. The implementation, potential outcomes, and possible adaptations of the course are described, and this transformational learning process model is illustrated.
Shinhee Jeong, Gary N. McLean, Laird D. McLean, Sangok Yoo and Kenneth Bartlett
By adopting a multilevel approach, this paper aims to examine the relationships among employee creativity and creative personality, domain expertise (i.e. individual-level…
Abstract
Purpose
By adopting a multilevel approach, this paper aims to examine the relationships among employee creativity and creative personality, domain expertise (i.e. individual-level factors), non-controlling supervision style and organizational learning culture (i.e. team-level factors). It also investigates the cross-level interactions between individual differences and organizational context influencing employee creativity.
Design/methodology/approach
Hierarchical linear modeling was performed to test the hypotheses using multisource data with 416 employees and their supervisors in 86 research and development teams.
Findings
This paper found that domain expertise and non-controlling supervision style are positively associated with employee creativity. Also, a positive moderating role of non-controlling supervision style was found in explaining the relationship between domain expertise and employee creativity. However, no significant relationship was found between creative personality and employee creativity, and there was no moderating effect of organizational learning culture. The paper discusses the theoretical implications of these findings and provides practical suggestions based on the findings.
Originality/value
This paper has begun to address the significant gap in the extant employee creativity literature and has departed from the common research practice of investigating creativity at a single level. It has expanded understanding of the antecedents of creativity with empirical evidence, as it revealed domain expertise and non-controlling supervision as influential factors. Further, domain expertise has generally positive effects on creative performance, whether non-controlling leadership is high or low. Additionally, this study brings an interesting insight in interpreting the contribution of organizational learning culture as measured by the Dimensions of Learning Organization Questionnaire to creativity and also affirms the importance of autonomy that increases intrinsic motivation and creativity. Another theoretical contribution of this study can be found from an intriguing contradiction in the literature that understands the role of expertise in creative performance. Moreover, the finding on non-controlling supervision supports the effectiveness of a freedom approach.
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Keywords
Lisete Barlach and Guilherme Ary Plonski
This paper aims to investigate the decision-making on new ventures of eight directors or managers of Brazilian accelerators, aiming to understand if the Einstellung effect …
Abstract
Purpose
This paper aims to investigate the decision-making on new ventures of eight directors or managers of Brazilian accelerators, aiming to understand if the Einstellung effect – mental rigidity – operates during the judgment of new ventures to accelerate.
Design/methodology/approach
Through a quasi-experiment design, the study was conducted with directors or managers of Brazilian accelerators, who were separately interviewed and responded to a psychological test, previously consented, as well as to a simulated decision-making questionnaire.
Findings
The selection process, with the criteria for decision-making, functions as a “template” for the recognition of potentially successful companies and is, indeed, subject to various cognitive biases, among which, the Einstellung effect, characteristic of mental rigidity.
Research limitations/implications
The main contribution of the present study is to identify the cognitive mechanisms, which can negatively affect the evaluation of innovative projects and propose ways that can counteract or mitigate them.
Originality/value
The psychological approach to decision-making, usually studied in chess game context or problem-solving, was applied to a relatively unexplored field that is startups to accelerate. Its originality remains at the interdisciplinary approach, combining knowledge from psychology, decision-making and entrepreneurship.
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Vickie Coleman Gallagher, James A. Meurs and Kenneth J. Harris
A number of studies have explored the benefits (e.g. enhanced job performance and reduced strain), of being politically skilled. Within the framework of uncertainty management…
Abstract
Purpose
A number of studies have explored the benefits (e.g. enhanced job performance and reduced strain), of being politically skilled. Within the framework of uncertainty management theory, the purpose of this paper is to explore the benefits of high political skill to affective commitment, job satisfaction, and perceived job mobility, under conditions of distrust in management.
Design/methodology/approach
Sales representatives were surveyed and moderated multiple regression analyses were conducted to analyze the data.
Findings
The authors found that as distrust increased, affective commitment decreased for all persons, but was most pronounced for persons low on political skill. However, distrust in management had no impact on job satisfaction for those high on political skill, allowing persons high on political skill to enjoy their jobs despite high levels of distrust (an intrapsychic benefit of political skill). Finally, as distrust in management increased, persons high on political skill had increased perceived job mobility.
Research limitations/implications
This study is cross-sectional, limiting conclusions about causality in the relationships studied and leaving open the possibility of reverse causation.
Practical implications
This research has important implications, such that, under conditions of distrust, persons low on political skill are less committed, more dissatisfied, and feel a sense of job immobility, which could lead to poor work outcomes, such as decreased job performance.
Originality/value
The study is the first to examine how being politically skilled benefits employee outcomes when the employee distrusts management.
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Four types of calculations are currently being used to identify discrepancies between intellectual ability and achievement. These include deviation from grade level, expectancy…
Abstract
Four types of calculations are currently being used to identify discrepancies between intellectual ability and achievement. These include deviation from grade level, expectancy formulas, simple standard score differences, and regression-based differences (Fletcher et al., 1994; Gresham, 2001; Sattler, 1992; Van den Broeck, 2002).
THAT WAS a bold experiment that was sponsored by the NatWest Bank and which is reported in our news pages. They selected sixteen out of several hundred applicants, gave them a…
Abstract
THAT WAS a bold experiment that was sponsored by the NatWest Bank and which is reported in our news pages. They selected sixteen out of several hundred applicants, gave them a grant of £2,000 each and sent them off on a fact‐finding mission to Europe.