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Article
Publication date: 26 April 2011

Matthew Kutz

Intelligence is the adaptation to the environment. Therefore, intelligence rests on an individual's capacity to diagnose their context and not necessarily on IQ, test performance…

1316

Abstract

Purpose

Intelligence is the adaptation to the environment. Therefore, intelligence rests on an individual's capacity to diagnose their context and not necessarily on IQ, test performance, or intellectual ability. This means that failure to diagnose the environment accurately can lead to the kind of mistakes that have a detrimental effect on an individual and an organization.

Design/methodology/approach

This article focuses on the complexity of contextual intelligence, focusing on the behaviors that can both hinder and encourage contextual intelligence to address how to generate top performers across multiple contexts.

Findings

Leadership is becoming so nuanced and idiosyncratic it is impossible or at best difficult to lead outside of a defined context. Therefore, a new set of skills is necessary that will enable its users to perform well in a variety of contexts. Intuition is quickly becoming a commodity that can have long‐term transferable value. However, developing a reliable sense of intuition takes time. In other words, intuition is of little value without experience.

Practical implications

Top performers must be able to recognize and diagnose when the context shifts or a new context emerges and quickly adapt. Failure to adapt, even to the smallest shift, increases the risk of becoming obsolete or irrelevant.

Originality/value

In times of contextual shift, intuition becomes a very valuable asset. Practicing contextually intelligent behavior is a way to accelerate experience and eases the burden of change, perhaps even allowing an individual to perform well during a shift in context.

Details

Development and Learning in Organizations: An International Journal, vol. 25 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Content available
Article
Publication date: 26 April 2011

Anne Gimson

375

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 25 no. 3
Type: Research Article
ISSN: 1477-7282

Open Access
Article
Publication date: 2 May 2022

Diane Kutz, Barry Cumbie and Matthew Mullarkey

This paper aims to address the long-standing problem of suboptimal student team experiences for instructors and students by incorporating the student voice by co-creating a…

1141

Abstract

Purpose

This paper aims to address the long-standing problem of suboptimal student team experiences for instructors and students by incorporating the student voice by co-creating a virtual team collaborative environment to improve team collaboration in the online classroom.

Design/methodology/approach

This paper presents a novel design science research approach and relates two elaborated action design science research (eADSR) cycles that design, implement and evaluate the student team experience in online courses requiring teamwork.

Findings

The outcome is a holistic view of a virtual team classroom environment specified with technologies and practices that may be employed to optimize the student team experience. The eADSR process yields non-obvious diagnoses and actionable steps for continually incorporating the ever-changing social aspects unique to students in addition to the evolving technological landscape.

Practical implications

This paper is valuable to faculty members interested in applying eADSR processes to incorporate the student voice to address pedagogical and learning challenges in the classroom. Additionally, it provides a DSR-based model that can be implemented in the classroom to improve student team collaboration as well as transparency for the instructor and the students in terms of team member contributions with the goal to alleviate student and faculty frustrations. This topic is particularly relevant in light of COVID-19 as students and faculty alike are thrust into new online classroom environments.

Originality/value

Employing eADSR in the classroom is a novel and unique approach to create a replicable model for virtual team collaboration that can be added to the classroom.

Details

Journal of Research in Innovative Teaching & Learning, vol. 16 no. 2
Type: Research Article
ISSN: 2397-7604

Keywords

Article
Publication date: 26 May 2023

Matthew T. Oglesby, John A. Parnell and Diane C. Kutz

This study analyzes strategic flexibility with a two-dimensional approach (structural and decisional flexibility). It also investigates the relationships among competitive…

3425

Abstract

Purpose

This study analyzes strategic flexibility with a two-dimensional approach (structural and decisional flexibility). It also investigates the relationships among competitive strategy, structural flexibility, decisional flexibility, and financial and nonfinancial performance.

Design/methodology/approach

The authors collected data from members of 16 chambers of commerce in the United States and used PLS-SEM (partial least squares structural equation modeling) to test the hypotheses.

Findings

The findings suggest that strategic flexibility impacts financial and nonfinancial performance in different ways. While financial performance is influenced by both the structural and decisional dimensions of strategic flexibility, nonfinancial performance is impacted only by structural flexibility. In addition, the research indicates a negative relationship between cost leadership and structural flexibility and positions structural flexibility as a mediator between cost-leadership and nonfinancial performance.

Originality/value

The authors contribute to strategic flexibility research in the following ways: (1) analyzed the impact on nonfinancial performance; (2) examined structural and decisional elements and (3) identified cost leadership as a potential barrier.

Details

Journal of Strategy and Management, vol. 16 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

Content available
Book part
Publication date: 19 December 2017

Karin Klenke

Abstract

Details

Women in Leadership 2nd Edition
Type: Book
ISBN: 978-1-78743-064-8

Book part
Publication date: 16 June 2017

Hayley E. Christian, Gavin R. McCormack, Kelly R. Evenson and Clover Maitland

This chapter aims to review evidence of the relationships between dog ownership, dog walking and overall walking and the factors associated with dog walking. It reviews the…

Abstract

This chapter aims to review evidence of the relationships between dog ownership, dog walking and overall walking and the factors associated with dog walking. It reviews the evidence using a social ecological framework. The chapter finds that dog ownership and dog walking are associated with higher levels of walking. A number of social ecological factors are associated with dog walking. Motivation and social support provided by the dog to walk and a sense of responsibility to walk the dog are associated with higher levels of dog walking. Positive social pressure from family, friends, dog owners and veterinarians is also associated with higher levels of dog walking. Built and policy environmental characteristics influence dog walking, including dog-specific factors such as access to local attractive public open space with dog-supportive features (off-leash, dog waste bags, trash cans, signage), pet-friendly destinations (cafes, transit, workplaces, accommodation) and local laws that support dog walking. Large-scale intervention studies are required to determine the effect of increased dog walking on overall walking levels. Experimental study designs, such as natural and quasi-experiments, are needed to provide stronger evidence for causal associations between the built and policy environments and dog walking. Given the potential of dog walking to increase population-levels of walking, urban, park and recreational planners need to design neighbourhood environments that are supportive of dog walking and other physical activity. Advocacy for dog walking policy-relevant initiatives are needed to support dog walking friendly environments. Health promotion practitioners should make dog walking a key strategy in social marketing campaigns.

Abstract

Details

Strategies and Outcomes
Type: Book
ISBN: 978-1-83797-934-9

Book part
Publication date: 19 September 2012

Sharon Erickson Nepstad and Lester R. Kurtz

The term “nonviolence” is often misconstrued and misunderstood (Schock, 2003). Some people associate it with passivity, neutrality, or the total avoidance of conflict. Others…

Abstract

The term “nonviolence” is often misconstrued and misunderstood (Schock, 2003). Some people associate it with passivity, neutrality, or the total avoidance of conflict. Others assume it is a “bourgeois” tactic that entails nothing more than negotiation, compromise, and gentle calls for change. Some believe that nonviolence is only for total pacifists – that is, those who, for religious or moral reasons, refuse to use any form of violence under any circumstances. Another misconception is that nonviolent methods can only be used in democracies, where the state is reluctant to crack down violently on civilian resisters. And many think that nonviolent methods are inherently slow – requiring long periods of time to yield results – and are generally less effective than violence methods.

Details

Nonviolent Conflict and Civil Resistance
Type: Book
ISBN: 978-1-78190-346-9

Article
Publication date: 7 July 2022

Tongesai Chingwena and Caren Brenda Scheepers

Major social changes, such as those induced by the COVID-19 pandemic, intensify the need for organisations in Africa to accelerate adaptation. Leadership plays an important role…

Abstract

Purpose

Major social changes, such as those induced by the COVID-19 pandemic, intensify the need for organisations in Africa to accelerate adaptation. Leadership plays an important role in their organisations’ adaptation. This study focuses on how leaders can build adaptive organisations through appropriate complexity leadership practices by establishing which of these most predict organisational adaptation. The study aims to contribute to dramatic social change (DSC) theory and to empirically confirm conceptual relationships between complexity leadership theory and perceptions of organisational adaptability (OA).

Design/methodology/approach

The convenience non-probability sample include 126 senior management respondents from 24 small and medium enterprises in Zimbabwe. The study focuses on these individual senior managers’ perceptions of their organisations’ adaptation, leadership practices and the social changes during COVID-19. The questionnaire used a five-point Likert scale, based on some items from existing scales on entrepreneurial, operational and enabling leadership of complexity leadership and items on OA and DSC. The study applied structural equation modelling using SmartPLS and SPSS software.

Findings

The study formulates recommendations for the boundary conditions under which each or a combination of the complexity leadership practices will bring about the appropriate level of adaptability. The enabling and entrepreneurial leadership practices required, include brokering, decentralisation and establishing multilevel collaboration.

Originality/value

The study contributes insight for leaders to differentiate between the levels of adaptation their organisations require at particular times in particular contexts. Different adaptations will require a different combination of complexity leadership practices. When the adaptation sought is internal, operational leadership is more appropriate, whereas if the motive is market adaptation, entrepreneurial leadership is more appropriate.

Details

European Business Review, vol. 34 no. 6
Type: Research Article
ISSN: 0955-534X

Keywords

Case study
Publication date: 1 December 2008

Calvin M. Bacon

On April 4, 2007, Don Imus, one of the company&s most popular talk show personalities made comments on the air regarding the Rutgers women&s basketball team. According to the…

Abstract

On April 4, 2007, Don Imus, one of the company&s most popular talk show personalities made comments on the air regarding the Rutgers women&s basketball team. According to the transcription from Media Matters for America, Imus said, “ That&s some nappy-headed hos there. I&m gonna tell you that now, man, that&s some … woo. And the girls from Tennessee, they all look cute, you know, so, like … kinda like … I don&t know.” At first, the comments did not seem out of the ordinary for one of radio&s “shock jocks.” However, as the public reaction grew, the situation changed considerably. Under pressure from the public, Moonves reluctantly suspended Imus. But it was too little too late. By the end of the day on April 11, analysts estimated that $2.5 million in advertising revenue was lost. On April 12, Moonves terminated Don Imus& contract.

After Moonves fired Imus, there was still a lot to consider. He really wanted a way for the company to meet the demands of the company&s stakeholders. In addition, he wanted to avoid any more distractions from the firm&s normal day-to-day operations.

Details

The CASE Journal, vol. 5 no. 1
Type: Case Study
ISSN: 1544-9106

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