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This article identifies the psychological and behavioural effects associated with corporate downsizing and the managerial challenges they present. These challenges include renewing psychological contracts, reversing threat‐rigidity tendencies, building post‐downsizing teams, and creating new corporate cultures. A strategy for matching specific Organisation Development (OD) interventions to each challenge is proposed which might aid managers and consultants in providing interventions best suited to the needs of each organisation.

Presents a process developed by the authors that can be used to help organizational leaders and change agents make alignments between their “espoused” and “existing” organizational cultures. First we present an overview of the theoretical model from which the process is derived, and how we attempt to translate the theory into personal mental models for those involved in the change process. Next, we describe an action‐oriented process we call “walkies and talkies” used for analyzing what Schein refers to as artifacts and espoused values. Finally, we present a range of change initiatives that may be used if the culture analysis reveals any misalignments – “tune‐ups” are actions that can be taken during the analysis or immediately thereafter. “Re‐builds” are intermediate actions that take one to six months to complete. “Replacements” are longer‐term interventions requiring significant investments of time and resources, and represent change at its deepest level.

The case study intends to depict the career plateau of an old committed and loyal employee of an organization. The deliberation on the case enables participants to understand the vitality of career planning for employees and organizations. The case helps to develop reflections on workplace ostracism, to arrive at the solutions to address the issues of career planning, to value the experience of the employee and give him a sense of satisfaction. Overall, to understand the importance of career planning for applying HR and OB concepts at the workplace.

It is an account of a real scenario in the automation industry, with slight modifications to hide the identity. The essence of the case study is when a loyal employee is branded as a “dignified clerk” and gets a feeling of ostracism. The employees’ makes the organization, terminations because of outdated skills shall be a debatable topic. However, such practices have a profound impact on the other employees who stays in the organization and affect their productivity level. Career adaptability helps to overcome termination issues; adaptability is a psychological process of assisting an individual in coping with the challenges of automation technologies (Zhang Wenguang et al., 2019), it is a process of showing concerns, providing controls, solving curiosity and developing confidence during the transition process. When technologies are implemented the employer needs to address specific challenges access to technology, access to information, provide required skills and competencies to use technology, integrate people, these challenges support the successful implementation of technology (Kettunen and Sampson Jr., 2019). Career planning is a joint effort of employee and employer that sets the development target and path; the process sets demands for both the parties; it places an irreplaceable role for individual growth and corporate strategy (Zhai Meng et al., 2018). The Findings are the frequent review of job analysis and career planning that are critical for the organization's success; if done inappropriately, it would make one's roles obsolete. The critical implications of this case are the essence of career planning and the upskilling of employees. The case is useful for teaching job analysis, career planning concepts. The story is original and explains the transition of an automation industry from labor to capital intensive. The transition to automation makes a loyal employee feel ostracized due to a lack of skill sets.

Post graduate students studying in business and management and working professional of human resources can use this case.

Teaching notes are available for educators only.

CSS 6: Human resource management.

Offers information to CPA firms which realize that restructuring and downsizing would be the prudent move for their client. Transition is the phase in which displaced persons can move forward to address the situation. Outplacement provides the mechanism for communicating the methods and options to the individual or to help them through the period of adjustment. Discusses the changing nature of organizations dealing with the emotional impact of career job change and loss in the transition, a model for understanding loss, assessments in outplacement counselling, job search strategies, options for managers seeking re‐employment, how outplacement helps the individual, and beneficial services provided for every level of outplacement. Statistical results overwhelmingly show career growth for both men and women receiving outplacement services. Concludes, therefore, that CPA firms will want to consider an outplacement firm when restructuring and downsizing is the chosen option for revitalization of their client’s organization.

Although several types of innovation are identified in the extant literature, researchers have not resolved conflicting theoretical predictions about the implication of adopting innovation types. Following the conceptualization of Damanpour et al., this paper aims to distinguish between three innovation types (i.e. services, technological process, and administrative process) and make suggestions for banks on whether to focus their innovation efforts on a specific type or composition of different types in order to optimize the returns to innovation.

Based on an empirical case study of a large multinational bank in Ghana (name withheld for anonymity), data were collected with questionnaire instruments from 51 bank managers. Two regression equations were estimated and analyzed using the Statistical Package for the Social Sciences (SPSS).

The paper finds evidence that focus on adopting a specific innovation type seems to contribute more to performance than adopting bundles of different types of innovation. As the bank focuses on adopting only administrative process innovation it enjoys higher growth in market share than when it adopts services innovation and technological process innovation in conjunction with administrative process innovation.

It seems that even when resources are in abundance, and complementary changes or innovations are found to be necessary, there is less need to introduce different types of innovation with a more balanced rate simultaneously.

The study proposes to resolve conflicting theoretical predictions and ongoing policy disputes about the effects on business performance (i.e. market share) of the adoption of a specific innovation type versus composition of different innovation types.

As maker-centered learning grows rapidly in school environments, there is an urgent need for new forms of assessment. The purpose of this paper is to report on the development and implementation of tools to support embedded assessment of maker competencies within school-based maker programs and describes alternative assessment approaches to rubrics and portfolios.

This study used a design-based research (DBR) method, with researchers collaborating with US middle school teachers to iteratively design a set of tools that support implementation of embedded assessment. Based on teacher and student interviews, classroom observations, journal notes and post-implementation interviews, the authors report on the final phase of DBR, highlighting how teachers can implement embedded assessment in maker classrooms as well as the challenges that teachers face with assessment.

This study showed that embedded assessment can be implemented in a variety of ways, and that flexible and adaptable assessment tools can play a crucial role in supporting teachers in this process. Additionally, though teachers expressed a strong desire for student involvement in the assessment process, we observed minimal student agency during implementation. Further study is needed to investigate how establishing classroom culture and norms around assessment may enable students to fully participate in assessment processes.

Due to the dynamic and collaborative nature of maker-centered learning, teachers may find it difficult to provide on-the-fly feedback. By employing an embedded assessment approach, this study explored a new form of assessment that is flexible and adaptable, allowing teachers to formally plan ahead while also adjusting in the moment.

The purpose of this paper is to empirically examine the organizational culture (OC) of the competing values framework (CVF) on quality management (QM) practices. Specifically, it tests OC on two views, QM practices, i.e. the infrastructure quality and core QM practices.

The proposed hypotheses were tested using empirical data drawn from 262 manufacturing organizations in India. The research model developed was analyzed using structural equation modeling technique.

The findings of this study revealed that the hierarchical and rational cultures are the dominant types of culture, and top management commitment and Six Sigma structure are the most important aspects of the infrastructure and core QM practices in Indian manufacturing organizations. Further, the results of the study showed that group culture and development culture are the most supportive culture types for both infrastructure and core QM practices. On the contrary, hierarchical and rational culture types are the least supportive for infrastructure and core QM practices. The study proposes the need for the mixed culture approach that facilitates the adoption of business strategies

Before implementing infrastructure and core QM practices, managers must understand the importance of cultural values in their organization to facilitate effective implementation of QM.

This paper contributes to the existing literature by providing empirical evidence leading to the relationship between OC and QM practices. This is the first study that empirically examined the Indian cultural context using CVF, thus contributing to the scarce body of literature particularly in the developing countries.

This issue is a selected bibliography covering the subject of leadership.

The purpose of this study is threefold. First, to provide a taxonomy of innovations in the housing sector. Second, to create a coherent framework that includes the mechanisms that stimulate and hinder the adoption of innovation in the housing sector. Third, to develop propositions for future innovation adoption research.

A search in Clarivate Analytics’ Web of Science, Elsevier’ Scopus and the ARCOM database, followed by ‘snowballing’ as a backward search technique, revealed 94 scientific studies about innovation adoption in the housing sector. These studies were used to conduct a systematic narrative literature review about innovation adoption in the housing sector.

This study presents the state of knowledge about the adoption of innovation in the housing sector. Based on the unit of analysis by the studies included in our review, we present a taxonomy of housing innovation and we conclude that, typical for low-tech industries, no radical, discontinuous innovations were reported in the field of housing. Based on the data set of this review, a coherent framework has been developed, which includes four categories of determinants and underlying variables. Subsequently, 21 propositions have been deduced, which reflect the key mechanisms affecting the adoption of innovation in housing.

This paper is the first in which the various innovation adoption mechanisms for housing projects are integrated in a coherent innovation adoption framework. This framework not only provides an explanatory overview about innovation adoption in the housing sector but also provides insight to managers how to increase the chances to get their innovations adopted in the housing sector.