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Nicola Martin, Damian Elgin Maclean Milton, Joanna Krupa, Sally Brett, Kim Bulman, Danielle Callow, Fiona Copeland, Laura Cunningham, Wendy Ellis, Tina Harvey, Monika Moranska, Rebecca Roach and Seanne Wilmot
An alliance of schools and researchers formed a collaborative community of practice in order to understand and improve the sensory school environment for pupils on the…
An alliance of schools and researchers formed a collaborative community of practice in order to understand and improve the sensory school environment for pupils on the autistic spectrum, and incorporate the findings into school improvement planning. The paper aims to discuss this issue.
Representatives of special and mainstream schools in South London and a team of researchers formed the project team, including an autistic researcher. The researchers and a named staff member from each of the schools met regularly over the course of 18 months in order to work on an iterative process to improve the sensory experience pupils had of the school environment. Each school completed sensory audits and observations, and was visited by members of the research team. Parents were involved via meetings with the research team and two conferences were organised to share findings.
Useful outcomes included: developing and sharing of good practice between schools; opportunities for parents of autistic pupils to discuss their concerns, particularly with someone with insider perspective; and exploration of creative ways to achieve pupil involvement and the idea that good autism practice has the potential to benefit all pupils. A resource pack was produced for the schools to access. Plans are in place to revisit the initiative in 12 months’ time in order to ascertain whether there have been long-term benefits.
Projects building communities of practice involving autistic people as core team members are rare, yet feedback from those involved in the project showed this to be a key aspect of shared learning.
A major source of failure for new ventures is the entrepreneurs℉ misunderstanding of the product-market fit. Recently, researchers have suggested that to get a better…
A major source of failure for new ventures is the entrepreneurs℉ misunderstanding of the product-market fit. Recently, researchers have suggested that to get a better understanding of the product-market fit, entrepreneurs should “get out of the building” and interview many customers. This approach, while advantageous, is not without drawbacks. This article presents a conceptual model that incorporates the characteristics of “getting out of the building” to conduct customer interviews, and the biases that can arise to influence the entrepreneurs℉ misjudgment of the product-market fit. We provide recommendations to overcome these biases.
In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root…
In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes, (3) because life is uncertain, organizational change is an emergent process, (4) most change processes unfold by reconstructing social reality, (5) the change process is inherently relational, (6) effective change efforts are enhanced by increasing the virtue of the actors, (7) change is embedded in the learning that flows from high-quality relationships, and (8) change agents may have to transcend conventional, economic exchange norms in order to demonstrate integrity and to build trust and openness. Drawing on the field of positive organizational scholarship, we focus on the change agent. We review the literature on self-change and offer several paths for becoming a positive leader.
Social media are central to the creation and maintenance of social relations, including romantic relations. While much of the scholarship has examined how social media…
In this chapter, we explore the importance of morality in groups. We draw from decades of research from multiple perspectives, including psychology, neuroscience…
In this chapter, we explore the importance of morality in groups. We draw from decades of research from multiple perspectives, including psychology, neuroscience, philosophy, and organizational science, to illustrate the range of ways that morality influences social attitudes and group behavior. After synthesizing the literature, we identify promising directions for business ethics scholars to pursue. We specifically call for greater research on morality at the meso, or group, level of analysis and encourage studies examining the complex relationship between moral emotions and the social environment. We ultimately hope that this work will provide new insights for managing moral behavior in groups and society.
The purpose of this paper is to integrate tenets from the appraisal-based model of self-conscious emotions and the compass of shame theory to examine restaurant frontline…
The purpose of this paper is to integrate tenets from the appraisal-based model of self-conscious emotions and the compass of shame theory to examine restaurant frontline employees’ experience of shame following service failures, and how shame influences employees’ job attitude and behaviors. In addition, employees’ industry tenure is identified as an individual factor influencing the impacts of shame in resorting to literature on aging in emotion regulation.
Using a survey methodology, 217 restaurant frontline employees and their supervisors in Turkey provided survey data. Partial least squares (PLS) method using SmartPLS 3.3.3 was used for data analysis.
The results indicated the maladaptive nature of shame following service failures as a salient self-conscious emotion, as it was negatively related to employee outcomes. Moreover, employees’ industry tenure played a moderating role that influences the impacts of shame on commitment to customer service.
Managers should attend to frontline employees’ shame experience depending on their industry experience and adopt appropriate emotion intervention (e.g. cognitive reappraisal) or create error management culture to eliminate the negative effects of shame.
This study advances our understanding of a powerful but understudied emotional experience, shame, in a typical shame-eliciting hospitality work setting (e.g. service failures). Shame has been linked with commitment to customer service and error reporting. In addition, industry tenure has been identified as a boundary condition to help clarify previous inconsistent findings in regard to the adaptive/maladaptive nature of shame.
The notion of “boundary” is central in both consumer acculturation research and migrants’ daily experience within and beyond the market. Yet, scholars have rarely…
The notion of “boundary” is central in both consumer acculturation research and migrants’ daily experience within and beyond the market. Yet, scholars have rarely questioned this concept and thus made it a taken for granted that conceals more than it reveals. Our study aims at moving from the etic notion of boundary we use as consumer acculturation scholars to an emic notion of boundaries, here grounded on an ethnographic inquiry of Moroccan mothers and daughters in France. This chapter shows that (1) the notion of boundary is much more articulated than expected, since migrants may use up to five different typologies of boundaries (national, ethnic, religious, biographical, and generational) in order to organize their experience; (2) first and second generations tend to attribute different meanings to these boundaries; and (3) boundaries represent problematic conceptual references in migrants’ life, which ask for specific coping strategies (crossing the borders, melting the borders, and pushing the borders). Overall, this chapter provides a more sensitive, blurred, and critical representation of boundaries, which – we hope – will stimulate sounder acculturation research. With reference to the limitations of our work, while we identify the variety and interpretive heterogeneity of boundaries migrants use to frame their experience, we limitedly address how such boundaries are performed.
As they say, “Change is the only constant.” Thriving and surviving during a period of extraordinary collision of technological advances, globalization, and climate change…
As they say, “Change is the only constant.” Thriving and surviving during a period of extraordinary collision of technological advances, globalization, and climate change can be daunting. At any given point in one’s life, a transition can be interpreted in terms of the magnitude of change (how big or small) and the individual’s ontological experience of change (whether it disrupts an equilibrium or adapts an emergent way of life). These four quadrants represent different ways to live in a highly dynamic and complex world. We share the resulting four-quadrant framework from a quantitative and a mixed methods study to examine responses to various ways we respond to transitions. Contingent upon these two dimensions, one can use a four-quadrant framework to mobilize resources to design a response and hypothesize a desired outcome. Individuals may find themselves at various junctions of these quadrants over a lifespan. These four quadrants provide “requisite variety” to navigate individual ontology as they move into and out of fluid spaces we often call instability during a time of transition. In this chapter, we identified social, cognitive, psychological, and behavioral factors that contribute to thriving transition experiences, embracing dynamic stability. Two new constructs were developed, the first measures the receptivity to change, Transformation Quotient (TQ) and second measures the range of responses to transitions from surviving to thriving, Thriving Transitional Experiences (TTE). We hope our work will pave the way for Thriving to become a “normal” outcome of experiencing change by transforming the lexicon and expectation of engaging with transitions.
The purpose of this paper is to understand the role of identity-based relationships, customer brand identification and peer identification, in driving customer outcomes…
The purpose of this paper is to understand the role of identity-based relationships, customer brand identification and peer identification, in driving customer outcomes including customer experiential hedonic value, social influence and repurchase intentions through the effects on value co-creation among customers and competitor brand hate, while taking into consideration the moderating impact of individualism.
The study integrates social identity theory, identity-based marketing perspective and self-construal theory to develop relationships. The data comprises a web-based survey of customers in the USA and was analyzed using structural equation modeling.
Customer brand identification and peer identification are drivers of value co-creation among customers, which leads to favorable outcomes at the customer and brand levels. Customer brand identification drives customers to hate competing brands, which, in turn, motivates customers to exert social influence in favor of their brand and to hold additional repurchase intentions. Customer brand identification and peer identification play different roles in motivating customers to co-create value with their fellows and drive customers to feel hatred toward competing brands contingent on customer individualism.
Customer brand identification and peer identification play different roles in engaging customers in value co-creation with their peers and competing brands have with their rivals. Individualism self-construal holds a dual role when interacting with customer identification. The study fills multiple gaps in the literature by examining additional effects of customer brand identification and peer identification and exploring a relatively new dimension of the value co-creation process, as well as the role of customers in the competition between brands.
Brands need to view customers who identify with them as socially active customers capable of participating in value co-creation with other customers and engaging in the rivalry faced by the brands. Moreover, brands are required to build and nurture relationships that are based on social identification to encourage customer brand identification and peer identification which results in favorable customer and business outcomes.
This study examines the effects of two forms of customer identification on value co-creation between customers and competitor brand hate. In addition, it identifies the dual moderating role of customer individualism on the effects of both social identification forms. The study fills multiple gaps in the literature by understanding new aspects of customer identification, value co-creation and brand hate.