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1 – 10 of over 231000
Article
Publication date: 2 February 2015

Renee L. Cowan and Suzy Fox

The purpose of this paper is to clarify how human resource professionals (HRPs) in the United States (US) understand their roles in bullying situations and how they…

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Abstract

Purpose

The purpose of this paper is to clarify how human resource professionals (HRPs) in the United States (US) understand their roles in bullying situations and how they perceive others (targeted employees and senior management) understand their roles. It is important to understand these role expectations as HRPs are integral actors in bullying situations and are often evaluated negatively by those in bullying situations.

Design/methodology/approach

Strauss & Corbin’s grounded theory approach was used to uncover HRPs role perceptions. Narrative and respondent in-depth interviews were conducted with HRPs and revealed an evolving HR role that clashed with perceived target and senior management role expectations.

Findings

This research has revealed a theoretical model of the progressive role HRPs play in bullying situations. The authors discovered HRPs play several important roles in bullying situations and they link these roles in a temporal and situational manner. They first play the role of first, a trust listener; second, an objective, neutral third-party investigator; third, a management advisor; and fourth, a mediator/trainer/coach. Throughout this role execution they also became an emotional laborer. This model was often in contention with the HRP’s perceptions of targets and senior management expectations in bullying situations.

Originality/value

This research revealed a more detailed, nuanced view of the roles HRPs play in bullying situations and called existing research on US HRPs and their roles in bullying situations into question. How HRPs view their roles and role expectations is revealing of why and how they deal with allegations of bullying the way they do. This research has practical value for HR, management, targets, and organizations in general.

Details

Personnel Review, vol. 44 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 May 1983

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This…

14758

Abstract

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Details

Management Decision, vol. 21 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 4 April 2008

Morten Emil Berg, Geoff Dean, Petter Gottschalk and Jan Terje Karlsen

The paper aims to argue that leadership by police managers is needed to stimulate and encourage knowledge sharing in police investigations, and to report an empirical…

2084

Abstract

Purpose

The paper aims to argue that leadership by police managers is needed to stimulate and encourage knowledge sharing in police investigations, and to report an empirical study of what management roles are most important in investigations.

Design/methodology/approach

A research model was designed based on six management roles and a set of hypothesized relationships. A survey measuring management roles and knowledge sharing attitude was conducted in Norway. Respondents were senior investigation officers.

Findings

Only one management role was found to be a significant determinant of knowledge sharing in police investigations based on the sample used in this survey research within the Norwegian police force: the spokesman role was the only significant role. As a spokesman, the senior investigation officer extends organizational contacts to promote acceptance of the unit and the unit's work within the organization of which they are a part.

Research limitations/implications

The low response rate of 20 percent may make it difficult to draw strong conclusions. Unfortunately, the authors have no information about what kinds of non‐response bias might be present (significant variation between the sample and the population). Future research should be more consistent in identifying the population.

Practical implications

While police investigations (of organized crime, trafficking, narcotics, economic crimes, homicide, etc.) need a stimulating internal structure for knowledge sharing, investigations depend on knowledge sharing with relevant persons and departments outside the unit as well to succeed.

Originality/value

Rather than stressing the importance of leadership in general to stimulate knowledge management, this paper is original as it applies a set of management roles to empirically study where leadership makes a difference for knowledge sharing attitudes.

Details

International Journal of Public Sector Management, vol. 21 no. 3
Type: Research Article
ISSN: 0951-3558

Keywords

Open Access
Article
Publication date: 21 September 2022

Thenuja Sivabalachandran and Tharusha Gooneratne

Drawing insights from finance and non-finance managers in Sri Lanka, this study unveils complexities and conflicts surrounding the roles of management accountants and the…

Abstract

Purpose

Drawing insights from finance and non-finance managers in Sri Lanka, this study unveils complexities and conflicts surrounding the roles of management accountants and the nature of role construction stemming from differing expectations of non-finance managers and external influences.

Design/methodology/approach

This paper adopts the qualitative methodology and leans on role theory and new institutional sociology (NIS), as these dual theories complement each other and enable a holistic understanding of management accountants' roles, complexities and conflicts.

Findings

The findings reveal that in fulfilling their roles on par with divisional goals, amid expectations of non-finance managers and external influences, management accountants face various complexities and conflicts. Furthermore, in navigating through their roles, understanding the operational realities of work organizations and business sectors and negotiating with non-finance managers is vital.

Research limitations/implications

This research draws evidence from a selection of finance and non-finance managers. Thus the findings are not expected to be generalized to business firms in Sri Lanka.

Practical implications

This paper offers practitioner insights into how management accountants could construct their roles in different organizational settings, balancing the expectations of non-finance managers and external influences.

Originality/value

Despite its importance, complexities and conflicts surrounding management accountants' roles amid multiple influences have attracted scant research attention. Hence this paper is a noteworthy addition to the literature. Besides, using role theory and NIS in tandem although apt, has not been the focus of prior researchers in delving into this phenomenon.

Details

Asian Journal of Accounting Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2443-4175

Keywords

Book part
Publication date: 20 June 2005

Marc G. Baaij, Frans A.J. Van den Bosch and Henk W. Volberda

The “resources, dynamic capabilities and competences perspective” (Sanchez, 2001) has challenged firms to apply these concepts to improve their competitive position…

Abstract

The “resources, dynamic capabilities and competences perspective” (Sanchez, 2001) has challenged firms to apply these concepts to improve their competitive position. Management consulting firms may assist clients in these efforts. However, the roles that management consulting firms fulfill in these processes can differ considerably and are under-researched. Therefore, insight in these different roles and the impact of these roles on clients’ competitive positioning in their industries is required. The purpose of this paper is to develop a conceptual framework that highlights the importance of distinguishing both roles and the implications for management consulting firms and for their clients. We illustrate the framework by elaborating on the relationship between both roles and the strategic renewal context of client firms. We conclude by pointing out the increasing importance of the competence leverage role of management consulting firms and how this development might contribute to a more hypercompetitive context for their clients.

Details

Competence Perspectives on Managing Interfirm Interactions
Type: Book
ISBN: 978-0-76231-169-9

Book part
Publication date: 8 April 2005

Ricardo Madureira

This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal…

Abstract

This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal mechanisms of coordination in multinational corporations. The main questions addressed include the following. (1) What factors influence the occurrence of personal contacts of foreign subsidiary managers in industrial multinational corporations? (2) How such personal contacts enable coordination in industrial markets and within multinational firms? The theoretical context of the paper is based on: (1) the interaction approach to industrial markets, (2) the network approach to industrial markets, and (3) the process approach to multinational management. The unit of analysis is the foreign subsidiary manager as the focal actor of a contact network. The paper is empirically focused on Portuguese sales subsidiaries of Finnish multinational corporations, which are managed by either a parent country national (Finnish), a host country national (Portuguese) or a third country national. The paper suggests eight scenarios of individual dependence and uncertainty, which are determined by individual, organizational, and/or market factors. Such scenarios are, in turn, thought to require personal contacts with specific functions. The paper suggests eight interpersonal roles of foreign subsidiary managers, by which the functions of their personal contacts enable inter-firm coordination in industrial markets. In addition, the paper suggests eight propositions on how the functions of their personal contacts enable centralization, formalization, socialization and horizontal communication in multinational corporations.

Details

Managing Product Innovation
Type: Book
ISBN: 978-1-84950-311-2

Book part
Publication date: 10 December 2013

Stefan Schaltegger and Dimitar Zvezdov

Accountants’ involvement in environmental and sustainability management has merely been investigated to date. With the continuous take-up of sustainability issues by…

Abstract

Purpose

Accountants’ involvement in environmental and sustainability management has merely been investigated to date. With the continuous take-up of sustainability issues by companies and with the growing experience companies gain in dealing with this topic, this chapter raises the question whether accountants are involved in a way different than previously reported and if yes, what their role is in social accounting practice.

Methodology

Based on 58 interviews with corporate practitioners, this chapter firstly explores the roles involved in the social accounting practice in companies which are considered to be leading in sustainability reporting in the United Kingdom and Germany. Secondly, the role of professional accountants is analysed from a power theory perspective.

Findings

The main findings suggest that professional accountants are partially involved in social accounting practice but mainly exert a gatekeeping role between sustainability managers and higher management.

Practical implications

Investigating the observed behaviour empirically can help improve social accounting. Should it turn out that the accountants have no other option but to act like gatekeepers, accounting education will play a major role in overcoming this deficiency in the pursuit of improved sustainability knowledge and performance. If, on the other hand, it is the defensive stance of accounting professionals and the fear of losing power in corporate structures which motivates them to act as gatekeepers, mechanisms to motivate them to cooperate should be researched.

Value of chapter

The chapter empirically investigates and discusses the accountant’s contribution to sustainability information management. This can help overcome organisational challenges impeding companies to successfully implement sustainability measures.

Details

Accounting and Control for Sustainability
Type: Book
ISBN: 978-1-78052-766-6

Keywords

Article
Publication date: 4 February 2021

Eymen Cagatay Bilge and Hakan Yaman

Integrated project delivery (IPD) and building information modeling (BIM) has begun to be used in real estate development projects over the past decade to improve…

Abstract

Purpose

Integrated project delivery (IPD) and building information modeling (BIM) has begun to be used in real estate development projects over the past decade to improve collaboration, communication and efficiency. However, the use of BIM and IPD in projects does not always imply that the information is well used and managed. This study aims to explain how information management should be carried out in BIM and IPD projects, what activities should be managed by the information manager and which stakeholder should play this role and why?

Design/methodology/approach

This study provides a framework on the subject by conducting a comprehensive systematic review in the field of real estate development, BIM, IPD and information management. In this context, the Web of Science and Scopus databases have been systematically reviewed, n = 45 out of a total of n = 1,356 articles and additionally, the BIM documents and standards prepared by public institutions and organizations and industry reports have been examined in detail.

Findings

The framework for information management roles was established by reviewing the literature. According to this framework, information management activities of information managers are listed in the table that covers all phases of real estate development. The owner should undertake this role as it is the entity that oversees the built asset from planning to the management of that facility.

Originality/value

In terms of acquiring information management roles, there is no research on BIM and IPD projects and who will take over this role. This study desired to close this gap in the literature.

Details

Construction Innovation , vol. 21 no. 4
Type: Research Article
ISSN: 1471-4175

Keywords

Article
Publication date: 1 February 1999

Ellen Ernst Kossek, Raymond A. Noe and Beverly J. DeMarr

In light of the dramatic social transformations occurring in the nature of family and worker demands, nearly all employees today need to make decisions on how to manage…

1362

Abstract

In light of the dramatic social transformations occurring in the nature of family and worker demands, nearly all employees today need to make decisions on how to manage work and family roles. Drawing on role theory, we provide a summary framework for understanding individual, family, and organizational influences on the self‐management of work and family roles. Work‐family role synthesis is defined as the strategies an individual uses to manage the enactment of work and caregiving roles. It involves decision‐making choices governing boundary management and role embracement of multiple roles. We present hypotheses and a research agenda for examining antecedents and consequences of employee strategies for managing work and family roles.

Details

International Journal of Conflict Management, vol. 10 no. 2
Type: Research Article
ISSN: 1044-4068

Article
Publication date: 31 August 2012

Chris O'Riordan and Aoife McDermott

The purpose of this paper is to explore the nature and value of the clinical management role undertaken by primary care doctors in Ireland. To date, a majority of research…

Abstract

Purpose

The purpose of this paper is to explore the nature and value of the clinical management role undertaken by primary care doctors in Ireland. To date, a majority of research has focused on clinical management roles in the acute sector.

Design/methodology/approach

The paper presents a sub‐set of data from a mixed methods study. In total, 14 semi‐structured interviews are drawn upon to identify the nature and value of the clinical management role in primary care.

Findings

Comparison with acute sector research identifies considerable differences in the nature of the clinical management role across sectors – and in the associated value proposition. Structural and role‐related contingencies affecting the potential value of clinical management roles in Irish primary care are discussed. Structural influences include the private ownership structure, low complexity and limited requirement for cross‐professional coordination. Role‐related influences include the primacy of the clinical identity, time constraints and lack of managerial training.

Research limitations/implications

The findings provide a limited basis for generalisation, premised on 14 interviews in one national context. However, given the international shift towards the provision of health services in primary care, they provide a research agenda for an important healthcare context.

Practical implications

The findings draw attention to the need for policy consideration of the value of the clinical manager role in primary care; how policy can support effective primary care management; and the need for specialised management training, which takes account of the small‐firm context.

Originality/value

The paper identifies that primary‐care clinical‐management roles focus on operational management and oversight and discusses the structural and role‐related factors which affect their efficacy.

Details

Journal of Health Organization and Management, vol. 26 no. 5
Type: Research Article
ISSN: 1477-7266

Keywords

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