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The multifaceted effect of IT in organizations has been widely examined. However, the intervening role of IT strategy and business strategy on the effect of managing IT on firm performance remains less strong. This study examines how managing information technology (MIT) effects on firm performance by looking at the mediating role of IT strategy and business strategy.

Drawing on the resource-based view of IT and contingency perspective, theoretical insights for managing IT and the mediating effect of IT strategy and business strategy on firm performance are established. The model is empirically tested by using hierarchical regression and structural equation modeling for the data collected through the survey of 194 senior IT and business managers in China.

The significant and impactful relationship found in the model for the proposed idea. The results show that both IT strategy and business strategy partially mediate the effect of managing IT on firm performance.

The findings highlight that managing IT does not merely influence better firm performance; instead, the coherent amalgamation of IT strategy and business strategy can enrich firm performance. The theoretical and practical implications are also discussed.

In line with the call for rigorous research to integrate the managing IT and firm strategies, this study demonstrates the mediating role of business strategy and IT strategy between the managing IT and the firm performance relationship, hence contributing to the IS research literature.

Stress damages us and our performance. It is a real part of most manager's experience and can be said to occur when significant demands exceed perceived management responsibilities and routines. Stress can be the essence of working life, and certainly need not always be damaging to us. But when it becomes excessive, it is something unwanted.

The purpose of this paper is to propose reflexivity as a means to managing diversity practice in organizations. Reflexivity enables taken for granted assumptions about identities, roles, perspectives, language, meanings and understandings between managers and employees to be explored and redefined in ways that matter to the people in the workplace. It provides insights and examples from a practitioner perspective while engaged in designing and implementing a managing diversity initiative. In addition, it positions the development of relationships between managers and employees as a key ingredient in managing diversity.

This paper is based on a post hoc qualitative reflexive study of a managing diversity project undertaken by the author as a diversity practitioner.

The study suggested that reflexivity can allow both managers and employees to critically examine the conventional ways in which diversity and differences are understood, as this awareness can enable more relational approaches to diversity to be developed.

Because of the chosen qualitative research approach, the specific findings cannot be generalized; rather, an example of the potential of reflexivity as practice in organizations is proffered and insights are offered to enable further academic enquiry and practical considerations.

Reflexivity stimulates both independent and shared action-learning sense-making processes which support equal participation. This challenges and expands the diversity agendas prevalent in the applied field of managing diversity. For example, by positioning organizational diversity as an inter-subjective and contextual process, meaningful dialogue between employees and managers becomes possible. Moreover, as reflexivity allows for a range of narrative accounts to emerge from such embedded activities, this approach can serve as a model for similar dialogical processes to occur within the wider organization. In addition, this paper provides insight into how reflexivity as practice for both practitioners and researchers can offer a means for more collaborative relationships to develop at the practitioner/researcher nexus.

The paper endeavors to make a contribution to both the academic and the practitioner managing diversity fields by demonstrating that reflexive practice can add significant value to managing diversity processes in organizations and research.

Managing IT with firm performance (FM) has always been a debatable topic in literature and practice. Prior studies examining the above relationship have reported mixed results and have yet ignored the eminent managing IT practices. The purpose of this paper is to empirically investigate the relevance of Val-IT 2.0 practice in managing IT investment, and its mediating role in the FM context.

This paper is developed on two themes of literature. First, managing IT as a firm’s IT capability in order to generate value from IT investment. Second, IT as a firm’s resource under resource-based view offers firm’s competence that deploys potentials in achieving FM. The structural equation modeling with partial least squares techniques used for analyzing data collected from 176 organization’s IT, and business executives in China.

The results of this study show empirical evidence that Val-IT’s components (value governance, portfolio management, and investment management) are significantly linked to the management of IT (MIT), and it found to be a significant mediator between Val-IT components and FM.

This research contributes to the literature and practice by way of highlighting the value generation through managing IT on FM.

This study is fully based on Val-IT 2.0 with the FM where the managing IT mediate this relationship in a country-specific study in China. This study adds to the Chinese information system literature which suffers the lack of empirical studies in the context of MIT research.

Though prior studies have attempted to explore the various effects of managing information technology (IT) investment on firm performance, the mechanism through which management of IT impact on firm performance rests less clear. The purpose of this study is to examine the impact of managing IT and business-IT alignment on firm performance.

Drawing on the resource-based theory and process theory, this study examines how managing IT impacts business-IT alignment and firm performance. The primary survey of 182 responses from IT and business managers from Sri Lanka was empirically examined.

The findings reveal that managing IT has a positive and strong impact on business-IT alignment and firm performance. Further, business-IT alignment partially mediates between managing IT investment and firm performance relationships.

Today, businesses have invested a massive amount of money in IT investment, and the return on this investment is always a serious concern for managers and industry practitioners. This study finding proposes meaningful insights on managing IT, business-IT alignment and firm performance.

This study opens up the black box on the above nomological linkage and contributes to the literature by extending the theoretical lenses while suggesting insightful and practical implications.

To create a starting point for defining the processes of leading and managing in a way that enables both the separation and distinction of the concepts for study as well as the integration of the concepts for practical application.

The paper draws on research that describes specific behaviors involved in leading and in managing; and it proposed a model that might be used to think about the integration of the two processes – leading and managing. The paper further describes the specific competencies involved in both leading and in managing.

The paper suggests that the current literature is particularly confusing as a result of the lack of agreement and specificity regarding the nature of the processes of leading and managing. The literature suffers from a proliferation of “spin off” forms of leadership – such as strategic leadership, entrepreneurial leadership, etc. – as well as from using the two terms as replacements for each other.

This discussion should further the research on the study of leadership competencies and leadership behaviors. It should also prove useful to those wishing to develop leadership development programs, leadership selection criteria, and more.

Analyses the notion and value of managing diversity to establish its current theoretical positioning and potential organisational significance. Focuses on a recent case study examination of equality at work in a major, national public sector organisation. Affords an insight into an organisational shift towards managing diversity, through the lens of key organisational stakeholders. Within this case, proposes three emergent practical implications of managing diversity which may have resonance for other public sector organisations.

The purpose of this paper is to address a significant gap in the line manager, HRM and the diversity management literature, that of exploring the role and significance of emotional labour (EL) in relation to the lived experienced of line managing neurodiversity.

A qualitative approach was used to explore lived experiences of line managers responsible for managing neurodiverse employees. Interviews were conducted with line managers employed in the UK transport industry.

The findings provide rich insights into line managing neurodiversity. A key overall finding is reasonable adjustments deemed essential to support neurodiverse employees require a myriad of hidden, complex, time consuming and often emotionally draining interactions with disabled employees, the employee’s wider team, and HRM and occupational health (OH) practitioners.

This is an exploratory study and therefore limited by nature of the research design, industry focus, scope of study and sample size.

The findings have the potential to inform HRM and OH practitioner support for line managers responsible for managing neurodiverse employees.

The study contributes to wider societal attempts to make employment more inclusive to a range of historically disadvantaged groups.

The study fills an important gap in the HRM literature on line managing neurodiverse employees. The study makes a specific and unique contribution to extensive literatures on line management, disability and EL.

This paper presents a framework consisting of seven logically linked considerations yielding nine strategies for managing risky situations. The framework provides a comprehensive method any entity can use to determine its strategy for managing a risky situation. The framework goes beyond the issue of calculating risk to asking how it might be managed The framework is applied in an example involving a human resources manager making a series of three related choices. It is also applied to the choices of strategies for a chief financial officer facing currency rate fluctuations and excessive taxes on profit.