Search results

We offer a new perspective on group affective diversity by introducing the construct of mixed group mood, denoting co-occurring positive and negative mood states between different members of a group. Mixed group mood is characterized by four facets, namely members’ distribution between two positive and negative subgroups, subgroups’ average mood intensity, subgroups’ mood intensity heterogeneity, and individual members’ mood ambivalence. Building on information/decision-making and social categorization/similarity–attraction perspectives, we explore the performance consequences of mixed group mood along these four facets and we discuss implications and directions for future research.

Today, firm performance must be measured not only on traditional metrics but also on those that reflect the changing imperatives and new metric knowledge. Thus, the focus of managers, investors, and researchers is shifting from rubrics like sales and profitability to growth as a more appropriate measure of firm performance. We aim to highlight the effects that growth of a firm can have on the level of its systematic risk. Using a sample of 203 firms across nine industries taken from the Indian manufacturing sector for a period of 17 years (1998–2014), we develop and test a panel vector autoregressive (VAR) model to analyze the causal relationship between growth aspects and systematic risk of firms. Results depict that a growth option available to firms increase their level of systematic risk and the risk decreases when firms start chasing this growth by increasing their assets in place. Sustainable growth rate, which depicts the growth potential of firms, plays an important role in reducing the level of systematic risk. The findings of this chapter are relevant to managers who think that growth is always beneficial.

The authors of the various chapters in this book have approached the concept of global mindset from diverse perspectives and have defined it differently. Levy et al. in this volume define global mindset as a highly complex cognitive structure distinguished by an openness to and expression of multiple cultural and strategic realities on both global and local levels and the cognitive capacity to moderate and assimilate across this diversity. More specifically, global mindset is typified by three corresponding dimensions: (1) an openness and attentiveness to multiple realms of action and meaning, (2) a complex representation and expression of cultural and strategic dynamics, and (3) a moderation and incorporation of ideals and actions oriented toward both global and local levels (Chapter 1 of this volume). At the core of their definition is the awareness of and openness to multiple realities, meanings, and perspectives.

“Shared purpose,” understood as a widely shared commitment to the organization’s fundamental raison d’être, can be a powerful driver of organizational performance by providing both motivation and direction for members’ joint problem-solving efforts. So far, however, we understand little about the organization design that can support shared purpose in the context of large, complex business enterprises. Building on the work of Selznick and Weber, we argue that such contexts require a new organizational form, one that we call collaborative. The collaborative organizational form is grounded in Weber’s value-rational type of social action, but overcomes the scale limitations of the collegial form of organization that is conventionally associated with value-rational action. We identify four organizational principles that characterize this collaborative form and a range of managerial policies that can implement those principles.

This paper sets a case study of missing children in the Republic of Ireland against a review of international research to explore broader understandings and responses to the problem.

The study begins by reviewing the literature on pioneering American initiatives dating back to the 1970s and more recent literature from Great Britain where a series of high-profile scandals involving sexual exploitation of teenage girls provoked a number of controversial inquiries into the police and social work professions. The present study was prompted by an evaluation of the 116 000 Missing Children Hotline which was introduced to Ireland in 2012 under the auspices of the European Union (EU) Daphne III Programme by the Irish Society for the Prevention of Cruelty to Children (ISPCC).

The central conclusion emerging from analysis of the evidence is that Missing Children Hotlines remain rooted in representations of ‘stranger danger’ and disconnected from repeat runaway children who feature prominently in police reports from formal care settings or family homes and who are actively targeted by sexual predators and criminal gangs. The implications are that systemic change requires grounding in research strategies which combine police data with anthropological studies to give legitimacy to the voices of runway and sexually exploited children.

The study offers original international perspectives on missing children to epistemological research communities in the fields of social work, criminology and policing with recommendations that Missing Children and Runaway Safe-lines are targeted systemically at keeping runaway children, homeless children and at-risk-youth safe and off the streets.