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1 – 10 of 110This paper presents a case study of successful rural school leadership in Victoria, Australia. The purpose of the paper is to identify how particular leadership practices were…
Abstract
Purpose
This paper presents a case study of successful rural school leadership in Victoria, Australia. The purpose of the paper is to identify how particular leadership practices were adapted to secure rural school success.
Design/methodology/approach
The author used the International Successful School Principalship Project research protocols to develop a multiple-perspective, mixed-method case study that investigated the principal's leadership at the school.
Findings
The findings illustrate how the leadership practices of the principal healed the fractured school–community relationships, which allowed the school community to work together towards a common school vision. A key factor in the school's success was the principal's personal connection to the local rural community of which he was a part. This notion of native connection could have practical implications for the recruitment and retention of rural principals in the future.
Originality/value
Whilst it is widely acknowledged that principals need to consider their school and community contexts when making leadership decisions, there have been few studies that have focussed on understanding how this can be achieved in the context of rural schools. This case provides a rich account of a principal's leadership practices in one successful school in rural Australia.
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Ryan P. Jacobson, Kathryn J.L. Jacobson and Robert G. DelCampo
Although Hispanics represent a large and growing proportion of the US workforce, little is known regarding the possible effects of their somewhat unique cultural values, beliefs…
Abstract
Purpose
Although Hispanics represent a large and growing proportion of the US workforce, little is known regarding the possible effects of their somewhat unique cultural values, beliefs, and practices on their experiences of work-family conflict or job satisfaction. This research tested theoretically derived hypotheses regarding the protective effect of a component of familism values, family as a source of social support, on these outcomes.
Design/methodology/approach
A moderated mediation model was tested using survey data from Hispanic professionals (N = 103).
Findings
As predicted, family support was negatively related to work interfering with family (WIF) and positively related to job satisfaction. WIF mediated the relationship between family support and job satisfaction. Additionally, gender moderated this mediated relationship such that the effects were stronger for Hispanic women than men.
Research limitations/implications
Generalizability of the results should be explored by employing larger samples that include longer tenured workers, employees with higher degrees of management experience, and additional Hispanic subgroups. Results contribute to a growing body of research demonstrating beneficial effects of familism values for Hispanics.
Practical implications
Results suggest that organizations may benefit from taking active steps to support familism values among Hispanic workers.
Originality/value
This is the first empirical study to explore the possible benefits of family support values on workplace outcomes.
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Bashir Tijani, Xiao-Hua Jin and Osei-Kyei Robert
Design of architecture, engineering and construction (AEC) project organizations expose project management practitioners (PMPs) to poor mental health due to the influence of…
Abstract
Purpose
Design of architecture, engineering and construction (AEC) project organizations expose project management practitioners (PMPs) to poor mental health due to the influence of project organization designs on project management activities assigned to the PMPs. The AEC project organization design comprises the integration of permanent organization, project organization and external environment layers. In spite of the link between project organization design and mental health, limited studies have examined the impact of permanent organization factors, project organization factors and external environmental factors on mental health management practices. Therefore, this study aims to examine the interactive relationships between permanent organization factors, project organization factors, external environment factors and mental health management indicators.
Design/methodology/approach
Four organizational theories: institutional theory, agency theory and resource-based theory were integrated to develop a theoretical model guiding the aim of the study. Eighty-two survey data were collected from PMPs in AEC firms in Australia. Structural equation modelling was used to test the relationships between the constructs.
Findings
The study found that mental health management indicators are predicted by the interactive and direct effects of permanent organizational factors, project organizational factors and external environmental factors. The results of the interactive effects of the factors and mental health management indicators revealed that 20 of 26 proposed hypotheses were supported. Based on the established hypotheses, economic factors, technological factors, environmental factors, legal factors and organizational culture positively correlated with mental health management indicators. Likewise, human resources management (HRM), corporate governance, project governance and integrated project delivery (IPD) positively impact mental health management indicators. However, political factors, social factors, knowledge management and project management skills negatively impact mental health management indicators. Moreover, political factors, economic factors, technological factors, environmental factors, legal factors and organizational culture are positively related to corporate governance. Additionally, organizational culture positively impacts corporate governance, project governance and HRM, whereas project governance positively correlated with IPD and knowledge management.
Originality/value
The findings provide guidelines to AEC firms on achieving positive mental health management indicators through concentration on project organization design.
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Tom Bowden-Green and Mario Vafeas
This paper aims to extend the literature on social proof by looking at the effectiveness of social proof on behaviour change for environmental benefit.
Abstract
Purpose
This paper aims to extend the literature on social proof by looking at the effectiveness of social proof on behaviour change for environmental benefit.
Design/methodology/approach
The research is based on real case studies currently intended to encourage behaviour change among residents of a large UK city. An initial study assesses the motivation displayed within each case study. A second study then examines whether recipients recognise their own motivation in each case study.
Findings
Results indicate that participants did not recognise their own motivation in the case studies that were expected to be most similar to them, suggesting that recipients do not recognise “social proof” according to motivation. However, a relationship is observed between recipients’ gender and the gender of the case studies.
Research limitations/implications
Demographics appear to be a better basis for social proof than motivation. This paper recommends several future avenues for further exploration, including using case studies that represent a wider range of characteristics (such as demographics). The current range of stimulus materials is limited, as these are real materials currently being used in a large UK city.
Practical implications
The results indicate that portraying motivation is not a good basis for using the social proof principle. Instead, social marketers ought to focus on representing similarity to the intended audience based on other characteristics such as gender.
Originality/value
The research contributes a new direction in this field, using Self-determination Theory to match social proof examples to recipients.
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Philipp Kruse, Eleanor Meda Chipeta and Robert Venter
The creation of positive social change (PSC) is considered the primary success criterion when evaluating social enterprise performance. However, despite a proliferation of…
Abstract
Purpose
The creation of positive social change (PSC) is considered the primary success criterion when evaluating social enterprise performance. However, despite a proliferation of PSC-measurements, their empirical validity and applicability in emerging economies remain largely unclear. The quantitative study examines the validity of the PSC-measurement approaches proposed by Bloom and Smith (2010; Bloom and Smith approach [BSA]) and Weaver (2020b; Weaver approach [WA]) in South Africa.
Design/methodology/approach
Investigating a representative sample of 347 social entrepreneurs from Gauteng and Limpopo provinces, the authors use questionnaire data to explore the factorial, convergent and discriminant validity of both PSC-measurement approaches. Statistically, this is done by applying factorial and correlation analyses.
Findings
The results yield acknowledgeable differences. BSA has a high factorial and convergent validity, while its discriminant validity remains doubtful. For WA, problems concerning factorial validity occur.
Research limitations/implications
Despite limited generalizability, the authors provide a first guideline for scholars regarding the empirical validity of BSA and WA outside the context of developed economies.
Originality/value
The current study sheds light on the validity of two PSC-measurement approaches in an emerging economy context. This way, the authors contribute to the field by addressing the scarcity of empirical research and the restricted scope of developed economies regarding PSC-measurement.
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Qian Chen, Yeming Gong, Yaobin Lu and Xin (Robert) Luo
The purpose of this study is twofold: first, to identify the categories of artificial intelligence (AI) chatbot service failures in frontline, and second, to examine the effect of…
Abstract
Purpose
The purpose of this study is twofold: first, to identify the categories of artificial intelligence (AI) chatbot service failures in frontline, and second, to examine the effect of the intensity of AI emotion exhibited on the effectiveness of the chatbots’ autonomous service recovery process.
Design/methodology/approach
We adopt a mixed-methods research approach, starting with a qualitative research, the purpose of which is to identify specific categories of AI chatbot service failures. In the second stage, we conduct experiments to investigate the impact of AI chatbot service failures on consumers’ psychological perceptions, with a focus on the moderating influence of chatbot’s emotional expression. This sequential approach enabled us to incorporate both qualitative and quantitative aspects for a comprehensive research perspective.
Findings
The results suggest that, from the analysis of interview data, AI chatbot service failures mainly include four categories: failure to understand, failure to personalize, lack of competence, and lack of assurance. The results also reveal that AI chatbot service failures positively affect dehumanization and increase customers’ perceptions of service failure severity. However, AI chatbots can autonomously remedy service failures through moderate AI emotion. An interesting golden zone of AI’s emotional expression in chatbot service failures was discovered, indicating that extremely weak or strong intensity of AI’s emotional expression can be counterproductive.
Originality/value
This study contributes to the burgeoning AI literature by identifying four types of AI service failure, developing dehumanization theory in the context of smart services, and demonstrating the nonlinear effects of AI emotion. The findings also offer valuable insights for organizations that rely on AI chatbots in terms of designing chatbots that effectively address and remediate service failures.
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Govind Gopi Verma, K.N. Ganesh and M. Sahishnu
Drawing from social exchange theory and a collectivist cultural framework, this study explores the relationship between ethical work climate and organizational citizenship…
Abstract
Purpose
Drawing from social exchange theory and a collectivist cultural framework, this study explores the relationship between ethical work climate and organizational citizenship behavior, considering power distance as a potential moderator.
Design/methodology/approach
The study used standard scales to obtain data from 244 employees working in various private companies in India. Structural equation modeling was adopted to test the hypotheses using Analysis of Moment Structures (AMOS).
Findings
The study results show a significant relationship between ethical climate and organizational citizenship behavior. Ethical work climate influences power distance negatively. However, the results also show that power distance does not serve as a moderator between ethical work climate and organizational citizenship behavior.
Practical implications
Corporate leaders often expect employees to demonstrate organizational citizenship behavior, which is aimed at advancing the organization’s interests and outcomes. This study underscores the necessity for expanding the organizational vision to enhance the ethical work climate. Such an initiative not only promotes improved organizational citizenship behavior but also helps to reduce employees' perceptions of power distance within the organization.
Originality/value
Amid extensive literature rooted in individualistic cultures, our study explores the relationship between ethical work climate and organizational citizenship behavior within a collectivist context. This research uniquely introduces the moderating role of power distance, offering new and distinct insights into this dynamic.
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Massimiliano Vesci, Antonio Botti and Roberto Parente
This chapter introduces the new expanded strategic posture for entrepreneurship in the XXI century, defining the Humane Entrepreneurship (HumEnt). HumEnt is conceived as a…
Abstract
This chapter introduces the new expanded strategic posture for entrepreneurship in the XXI century, defining the Humane Entrepreneurship (HumEnt). HumEnt is conceived as a framework to capture what is happening in the present-day landscape. In particular, HumEnt focal dimension is represented by a strategic posture called Humane Entrepreneurial Orientation that is able to capture the Entrepreneurial Orientation (EO), the Sustainability Orientation (SO), and the Humane Resource Orientation (HRO) of the firm. After a discussion on the theoretical basis of HumEnt, the chapter concludes with the identification of four different types of HumEnt firms.
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