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Article

Ilaria Buonomo, Paula Benevene and Caterina Fiorilli

Principals’ beliefs about their profession are of great interest for schools in terms of organizational development and success. Furthermore, as meaning is a dimension of…

Abstract

Purpose

Principals’ beliefs about their profession are of great interest for schools in terms of organizational development and success. Furthermore, as meaning is a dimension of eudaimonic well-being, studying the principal meaning of work allows us to deepen the knowledge about their professional well-being, too. According to studies on non-educational contexts, the meaning of work is influenced by several organizational variables (such as possibilities for professional development and organizational commitment). Despite this, several school workers still lack to recognize the role played in this regard. Trying to fulfill these gaps partially, the purpose of this study is to verify the incremental effect of organizational dimensions and positive feedback from colleagues above and beyond positive beliefs about work.

Design/methodology/approach

An Italian version of the COPSOQ II adapted to school principals was administered to 1,616 school principals. Hierarchical multiple regression was conducted, considering three blocks of variables, namely, positive personal beliefs about work (job satisfaction and self-efficacy); organizational dimensions (role clarity, possibilities for development and sense of belonging to the workplace); positive feedback from colleagues.

Findings

Overall, the variables explained 45% of the variance of the meaning of work. While organizational variables accounted for an incremental 24% of the variance, above and beyond the personal experience of work (F (5, 1,610) = 267.378, p = 0.000), positive feedback from colleagues did not show a significant effect originality. To the best of the authors’ knowledge, this is the first study regarding the meaning of work at school with specific reference to school principals.

Originality/value

To the best of the authors’ knowledge, this is the first study regarding the meaning of work at school and with specific reference to school principals.

Details

Journal of Workplace Learning, vol. 32 no. 6
Type: Research Article
ISSN: 1366-5626

Keywords

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Article

Paula Benevene, Eric Kong, Massimiliano Lucchesi and Michela Cortini

The purpose of this paper is to deepen the knowledge on the role played by the intellectual capital (IC) of small and medium non-profit socio-cooperatives (SMSCs) in…

Abstract

Purpose

The purpose of this paper is to deepen the knowledge on the role played by the intellectual capital (IC) of small and medium non-profit socio-cooperatives (SMSCs) in generating knowledge and organisational growth, as well as on the challenges and the difficulties of the management of IC among these organisations.

Design/methodology/approach

This exploratory study adopted a qualitative methodology. A total of 70 semi-structured interviews were conducted with senior managers of Italian non-profit SMSCs, asking them to talk about the management of their human capital, organisational capital and relational capital. The data gathered from the interviews were analysed through discourse analysis carried out by two independent judges.

Findings

IC management among Italian non-profit SMSCs is unplanned, unsystematic and short-termed. The SMSCs in question adopt an employee-centred approach; their IC management and knowledge creation are more focused on the direct contribution of the organisational members, than on the endorsement of formal or structured procedures and processes. Owing to their social aim, the well-being of both the workers and the beneficiaries of the SMSCs plays a central role in the IC management. Relationships with external stakeholders are regarded as important as those with the internal ones, re-affirming the organisations’ members as the core of the knowledge generation.

Research limitations/implications

The group reached is not a statistically representative sample; furthermore, it is limited to Italy.

Social/implications

Deepening the knowledge on IC among these organisations can help to promote the strengths and address the weaknesses of its management, whilst also helping these micro-enterprises to develop into SMEs.

Originality/value

This paper contributes to the IC literature by shedding light on the role played by IC among small and medium enterprise (SMEs), and more specifically in the specific context of Italian SMSCs. To the authors’ knowledge, no previous research has thus far dealt with this issue. Deepening the knowledge on IC among these organisations can help to promote the strengths and address the weaknesses of its management, while also helping these micro-enterprises to develop into SMEs.

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Abstract

Details

Journal of Workplace Learning, vol. 32 no. 1
Type: Research Article
ISSN: 1366-5626

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Article

Paula Benevene, Eric Kong, Barbara Barbieri, Massimiliano Lucchesi and Michela Cortini

The purpose of this paper is to understand the representation that senior managers of Italian social enterprises have about their organization’s intellectual capital (IC)…

Abstract

Purpose

The purpose of this paper is to understand the representation that senior managers of Italian social enterprises have about their organization’s intellectual capital (IC), precisely about the human capital, relational capital and organizational capital.

Design/methodology/approach

This paper used a qualitative approach. A total of 81 senior managers were interviewed individually. Interview data were analyzed using different techniques of content analysis, particularly by using the T-Lab software (analysis of word occurrence and co-word mapping, analysis of Markovian sequences).

Findings

Findings confirm the divide between theory and practice of IC. The representation of the IC dimensions is rather different from the definition that is found in the academic literature. Limited awareness about IC components and their generative power of knowledge determines a limited exploitation of the social enterprises’ organizational knowledge.

Research limitations/implications

The group reached is limited to Italy and is not statistically representative of all Italian social enterprises.

Practical implications

Social enterprises are crucial in the development and well-being of societies. However, the findings suggest that many social enterprises managers are not fully aware of the importance of IC and how it may create value for their organizations. This paper stresses that senior managers of social enterprises need to, through various methods, have a better understanding of IC management and knowledge creation if they are to fully utilise the potential of IC in their organizations for survival and growth.

Originality/value

This is the first attempt to explore the perception of IC’s components among social enterprises, which represent an important development of non-profit organizations.

Details

Journal of Intellectual Capital, vol. 18 no. 3
Type: Research Article
ISSN: 1469-1930

Keywords

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Article

Paula Benevene and Michela Cortini

This explorative research aims at examining the social representation of psychosocial training in NPOs managers.

Abstract

Purpose

This explorative research aims at examining the social representation of psychosocial training in NPOs managers.

Design/methodology/approach

An adopted multiple research approach was adopted to analyse a corpus of qualitative data. A detailed semi‐structured interview was administered to 122 senior managers of as many Italian NPOs. Interviews were analyzed using different techniques of content analysis and, run through the software T‐Lab (analysis of word occurrence and co‐word mapping, analysis of Markovian sequences).

Findings

Italian NPOs' organizational culture seem to be action‐oriented and self‐referral, rather than knowledge‐oriented. Training is not considered as a tool for strategic management of HR. Senior managers are mainly self‐taught, trained on‐the‐job and, lack of a proper competence on HR management.

Research limitations/implications

The group reached is a convenience sample and not a statistical representative sample.

Practical implications

The paper suggests that intellectual capital can be an effective tool to address Italian NPOs self‐referential knowledge and overcome their gaps in strategic management of human resources.

Originality/value

NPOs' senior manager training has rarely been addressed; in addition, the adopted methodology mixes different techniques of analysis.

Details

Journal of Workplace Learning, vol. 22 no. 8
Type: Research Article
ISSN: 1366-5626

Keywords

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Article

Antonino Callea, Flavio Urbini, Paula Benevene, Michela Cortini, Lisa Di Lemma and Michael West

The aim of this paper is to present the Italian version of the Aston Team Performance Inventory (the ATPI), to assess its psychometric properties and whether its factor…

Abstract

Purpose

The aim of this paper is to present the Italian version of the Aston Team Performance Inventory (the ATPI), to assess its psychometric properties and whether its factor structure reflects the input-process-output (I-P-O) model.

Design/methodology/approach

The ATPI was administered to 702 Italian employees working in teams, recruited from the National Health Service (50.3 percent) and from public and private organizations (49.7 percent). To assess the psychometric properties of the ATPI's items, evaluation of discriminating power was performed. In addition to the reliability analyses, a confirmatory factor analysis of the full I-P-O model was also conducted.

Findings

Significant results of the Italian version of the ATPI arise from the psychometric properties, dimensions and factor structure. Results align with the English version of the inventory.

Research limitations/implications

The sample was limited and was not selected randomly. Future research should, therefore, expand the sample size and involve several types of Italian organizations. Considering these significant results, future research should validate the Italian version of the ATPI.

Originality/value

To the authors' knowledge, the Italian literature is missing instruments for the assessment of team performance in organizations. Consequently, the present study provides evidence of the value of the Italian version of the ATPI.

Details

Team Performance Management, vol. 20 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

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Article

Paula Benevene and Michela Cortini

This explorative research aims at examining the relationship between human capital and structural capital in Italian NPOs, focusing on senior managers.

Abstract

Purpose

This explorative research aims at examining the relationship between human capital and structural capital in Italian NPOs, focusing on senior managers.

Design/methodology/approach

Administration of a semi‐structured interview to 122 senior managers of the same number of Italian NPOs. Interviews have been analyzed using different techniques: content analysis, run through the software T‐Lab (analysis of word occurrence and co‐word mapping, analysis of Markovian sequences), as well as discourse analysis carried out by two independent judges.

Findings

Italian NPOs' organizational culture is action‐oriented and self‐referral, not knowledge‐oriented. Training is not considered as a tool for strategic management of HR. Senior managers are mainly self‐taught and lack adequate competence on HR management. Organizational culture does not help the development of human capital as it neither uses structured procedures to select the best candidates, nor develops a training programme based on the organizational specific needs.

Research limitations/implications

The group approached is a convenience sample, not a statistical representative sample.

Practical implications

The paper suggests that intellectual capital can be an effective tool to address Italian NPOs' self‐referential knowledge and overcome their gaps in strategic management of human resources.

Originality/value

NPOs' senior manager training has rarely been addressed; in addition, the adopted methodology triangulates different qualitative techniques of analysis.

Details

Journal of Intellectual Capital, vol. 11 no. 2
Type: Research Article
ISSN: 1469-1930

Keywords

Abstract

Details

Team Performance Management, vol. 20 no. 1/2
Type: Research Article
ISSN: 1352-7592

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Article

Mohammadkarim Bahadori, Matina Ghasemi, Edris Hasanpoor, Seyed Mojtaba Hosseini and Khalil Alimohammadzadeh

It is necessary for organizations to have committed employees to perform properly and be able to survive in a competitive world. One of the key components of…

Abstract

Purpose

It is necessary for organizations to have committed employees to perform properly and be able to survive in a competitive world. One of the key components of organizational commitment is implementation of ethical leadership. The purpose of this study is to examine the relationship between ethical leadership and organizational commitment in fire organizations of Tehran.

Design/methodology/approach

A descriptive-correlational study was carried out in 2019. The sample consisted of 200 randomly selected participants, active in executive and headquarters divisions of fire department in Tehran. To collect data, a questionnaire with three different parts: demographics, organizational commitment questionnaire and the ethical leadership scale, was used. Data analysis were performed by AMOS24 and SPSS software, and data are presented as descriptive statistics of frequency, percentages, mean ± standard deviation (SD) and Pearson’s correlation coefficient.

Findings

Mean and SD for organizational commitment and ethical leadership were 3.44 ± 0.7 and 3.66 ± 0.62, respectively. Affective commitment had the highest average score among organizational commitment dimensions (3.63 ± 0.75). Among ethical leadership dimensions, ethical management showed the highest average (3.79 ± 0.70). Each component of organizational commitment, i.e. affective commitment, continuance commitment and normative commitment, also showed a significant relationship with ethical leadership (p < 0.05). Model fit results revealed that independent variables could anticipate 87% of changes of dependent variables in organizational commitment.

Originality/value

The results show a significantly positive relationship between ethical leadership and organizational commitment among the firefighters. Therefore, by using ethical leadership method, i.e. being a role model, improving the relations between management and employees, establishing trust and mutual respect, managers of fire departments can increase firefighters’ organizational commitment, affective commitment, continuance commitment and normative commitment and prevent them from quitting.

Details

International Journal of Ethics and Systems, vol. 37 no. 1
Type: Research Article
ISSN: 2514-9369

Keywords

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