Search results

The purpose of this paper is to contribute to the literature on the many dimensions of the principal's positionality by using a unique research approach to link the experiences of the policy implementing principal to embodiment.

The researchers employed a form of critical policy analysis that utilized photovoice to examine the experience of two principals in South Carolina, USA.

The findings suggest that these two principals do feel, beyond a cognitive emotional level, the experiences of being the policy implementing principal, where the multiple physically imprinted identities typified one principal's experiences and the highly entropic world of her high school causes another principal to physically and metaphorically integrate situations into her physiology.

In this paper, the authors are able to expand discussions of the principals’ engagement with policy by using a unique theoretical and methodological approach.

Ironically, the business challenges which require many senior executives to develop greater personal flexibility and adaptability often reduce the time available for personal development. An approach to assessing executive‐level development needs, which is both time‐and cost‐effective, is described. A framework for successful development, the determination of company expectation, establishment of the personal change context, auditing of personal strengths and development needs, and a development‐planning process is outlined. A summary model of the entire process concludes.

An important facet of student’s sense of belonging is students’ relationships with, and time spent in, the university campus. The purpose of this paper is to explore the notion that access to campus “green space”, including parks, fields and gardens, may bolster students’ sense of belonging, improve well-being feelings and promote place attachment.

The authors surveyed students in different locations (including three green and one non-green campus spaces) across a large UK campus-based Northern institution. 146 students participated in the study in one of the four campus locations. The authors investigated how being in green spaces on campus may impact students’ sense of belonging, well-being and place attachment. The authors also qualitatively explored students’ perceptions of campus spaces through Ahn’s (2017) 10 Words Question measure.

Analyses demonstrate that students surveyed in green spaces reported significantly more positive sense of belonging, compared to students surveyed in non-green campus spaces. Campus location did not impact well-being, however. Students associated green spaces on campus with “calm”, “positive emotion” and “nature” words and non-green spaces with “busy”, “social” and “students”.

Taken together, the results of this paper suggest that access to green spaces can be important for campus sense of belonging. Thus, efforts should be made to ensure the sustainability of these important spaces across university campuses.

This study crucially examines how occupying green spaces on university campuses may impact students’ feelings of belongingness. To the best of the authors’ knowledge, this is the first study that uses field-based methods to understand students’ feelings whilst occupying green spaces.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Founder, President and Chief Executive Officer of Dialog Information Services, Inc., Roger Summit is an expert in systems design and information systems and has experience in many areas of computer application. His pioneering work on development of the DIALOG system began in 1962 at the Lockheed Corporation. He was the designer and project manager for the first‐of‐its‐kind DIALOG online information retrieval system at its inception in the early 1960s and continued as Manager, Director, and is now President and CEO. He has received many awards, has held several positions in professional associations and advisory boards, and has published over 100 papers and journal articles.

Provides an interview with Roger Martin, author of Playing to Win: How Strategy Really Works

In the following interview, Roger Martin discusses his relationship with Peter Drucker, how to formulate an effective strategy in complex times, and reflects on his time as Dean of Rotman School of Management.

The purpose of this paper is to describe a classroom negotiation exercise. A case involving controversy over the naming of a sports stadium containing a university football field and track is described. A local municipality, representing veterans groups, negotiates with university officials over a university plan to rename “Veteran's Memorial Stadium” after a recently‐retired football coach.

The negotiation activity is adapted from an actual case. It requires little advance preparation and can be used with either pairs or small groups of participants. “Teaching notes” provide instructions for using the activity.

The “Teaching Notes” examine how this controversy illustrates several concepts related to conflict, integrative bargaining, power and negotiating on behalf of constituents.

The case differs from many published cases in that one side's position is apparently rooted in values and matters of principle whereas the other side's position is interest‐based. The student must grapple with these dynamics, while seeking an integrative solution to the issues.

The purpose of this study is to explore the adoption of course management software (CMS) among faculty in a nursing program in order to better understand the consequences that result from adoption decisions.

A case study approach was taken using a component of diffusion of innovations theory as a framework for exploring the research questions.

Diffusion of innovations theory suggests there are three dimensions of consequences that should be analyzed: desirable versus undesirable consequences; direct versus indirect consequences; and anticipated versus unanticipated consequences. Consistent with Roger's theory, direct and anticipated consequences of adoption of a CMS by faculty went together. In addition, the research findings were consistent with Roger's theory in that it was difficult to separate desirable from undesirable consequences resulting from the innovation of course management system adoption.

The results of this research support Roger's theory while raising a number of new questions. A problem was identified with the classification of desirable versus undesirable consequences. Further research is recommended to clarify these consequences categories, while taking into account the perspectives of people who have different roles during the change process. This study only included faculty using the course management system. Additional research should focus upon the consequences of CMS use for students.

The purpose of this paper is to present an interview with professor and noted author Roger Martin discussing three major topics— the future of capitalism, better executive decision making and innovations that boost customer value – all at the heart of current executive concerns.

The paper presents Martin's view, – that modern capitalism has come through two major eras over the last century, managerial capitalism (1930s to 1970s) and shareholder capitalism (1980s to 2000s). He argues that the time has come to embark on a new era, the era of “customer capitalism” and explains why.

In answer to another set of questions, Martin provides his own insight into one of the management field's most elusive and intriguing questions: what is the essence of outstanding leadership, particularly at the CEO level? His research has led him to the finding that exceptional leaders are distinguished most by the way they think, by their capacity for what he calls “integrative thinking.”

To a third set of questions, Martin offers his own solution to one of the major challenges facing senior executives today, how to become more innovative, not only in products and process, but also in the area of business management itself. His answer – executives should look to the concept of “design thinking” and learn how to apply it more widely to processes like strategy development and business model innovation.

Roger Martin believes that the shareholder value system has been rigged to the detriment of stockholders, that great managers are distinguished by how they think before they decide what to do and that design thinking is a key competitive competency. Martin offers groundbreaking ways to think about leading and management.

I would like to ask a question first to Mr Ian Day and later on to the gentlemen representing the project KAREN‐PEWEX.