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1 – 10 of 11Intelligence 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…
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.
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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…
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.
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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…
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.
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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.
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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.
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.
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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.