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1 – 3 of 3Linda C. Tallberg, Peter J. Jordan and Maree Boyle
The purpose of this paper is to discuss emotions within a highly emotive organizational setting through the use of crystallization. The authors contend that the expression of a…
Abstract
Purpose –
The purpose of this paper is to discuss emotions within a highly emotive organizational setting through the use of crystallization. The authors contend that the expression of a researcher's positionality as a presence within their research is crucial in contexts where conventional research approaches are unable to capture the depth of the phenomenon under study. The paper argues that the presentation of research findings from highly emotional organizational context will benefit from a challenge to traditional ways of representing and communicating the researcher's experience. As an example of this, in this paper the authors examine the emotions involved in experiencing animal euthanasia in a work context.
Design/methodology/approach
The paper draws ethnographic methods of fieldwork in an Australian animal shelter. The paper uses autoethnography and interview data.
Findings
Euthanasia is one of the most tolling experiences for animal shelter workers. This paper reveals that through a creative representation this experience may come induce understanding of the emotive context. Furthermore, the employees adapt one or more story-lines to deal with the conflict of euthanasia.
Originality/value
The strength of this paper is that it uses a novel approach to present findings in the form of crystallization. It also furthers insight on how organizational members explain their involvement in emotive work-tasks.
Details
Keywords
Lidia Galabova and Linda McKie
This paper aims to explore the SME managers' understanding of, and attitudes towards human capital (HC) and well-being as factors impacting on the business performance of their…
Abstract
Purpose
This paper aims to explore the SME managers' understanding of, and attitudes towards human capital (HC) and well-being as factors impacting on the business performance of their organisations.
Design/methodology/approach
The study from which this paper reports included qualitative data collected through 42 semi-structured interviews with senior managers of SMEs from growth industries in the service sector. Research was undertaken in three European Union countries: Scotland (UK), Finland and Bulgaria. These countries are considered to be at different stages in the development of a knowledge-based economy (KBE) and innovation.
Findings
It is evident that whilst SME managers are interested in knowledge, skills and experience as key elements of HC, peoples' soft skills and attributes, such as attitude, willingness and ability to learn and develop, and enthusiasm about the(ir) work are often considered more important. HC is seen as potentially an abundant resource, providing scope for competitive advantage at both personal and enterprise levels.
Practical implications
The key findings from this paper inform future policy and HRM practices in respect to the development of a KBE through highlighting positive impacts for SMEs' strategy management practice.
Social implications
The key findings from this paper inform future policy and HRM practices in respect to the development of a KBE through highlighting positive impacts for SMEs' strategy management practice.
Originality/value
This paper indentifies SME managers recognition of individual's potential to gain new knowledge coupled with a willingness to learn as important – and often more so than formal knowledge and experience. It gives valuable insights about well-being viewed through the prism of SME management. It offers opportunities for personal development as well as the acquisition of new knowledge and skills. These can have a positive impact on potential employability and also the evaluation job content.
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Linda Rouleau, Mark de Rond and Geneviève Musca
– The purpose of this paper is to outline the context and the content of the six papers that follow in this special issue on “New Forms of Organizational Ethnography”.
Abstract
Purpose
The purpose of this paper is to outline the context and the content of the six papers that follow in this special issue on “New Forms of Organizational Ethnography”.
Design/methodology/approach
This editorial explains the burgeoning interest in organizational ethnography over the last decade in terms of several favourable conditions that have supported this resurgence. It also offers a general view of the nature and diversity of new forms of organizational ethnography in studies of management and organization.
Findings
New forms of organizational ethnography have emerged in response to rapidly changing organizational environments and technological advances as well as the paradigmatic transformation of ethnography and ascendency of discursive and practice-based studies.
Originality/value
The editorial highlights an “ethnographic turn” in management and organization studies that is characterized by a renewal of the discipline through the proliferation of new forms of organizational ethnography. A focus on new organizational phenomena, methodological innovation and novel ways of organizing fieldwork constitute the three main pillars of new forms of organizational ethnography. It encourages researchers to develop forums and platforms designed to exploit these novel forms of organizational ethnography.
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