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1 – 10 of over 170000Marah Blaurock, Martina Čaić, Mehmet Okan and Alexander P. Henkel
Social robots increasingly adopt service roles in the marketplace. While service research is beginning to unravel the implications for theory and practice, other scientific…
Abstract
Purpose
Social robots increasingly adopt service roles in the marketplace. While service research is beginning to unravel the implications for theory and practice, other scientific disciplines have amassed a wealth of empirical data of robots assuming such service roles. The purpose of this paper is to synthesize these findings from a role theory perspective with the aim of advancing role theory for human–robot service interaction (HRSI).
Design/methodology/approach
A systematic review of more than 10,000 articles revealed 149 empirical HRSI-related papers across scientific disciplines. The respective articles are analyzed employing qualitative content analysis through the lens of role theory.
Findings
This review develops an organizing structure of the HRSI literature across disciplines, delineates implications for role theory development in the age of social robots, and advances robotic role theory by providing an overarching framework and corresponding propositions. Finally, this review introduces avenues for future research.
Originality/value
This study pioneers a comprehensive review of empirical HRSI literature across disciplines adopting the lens of role theory. The study structures the body of HRSI literature, adapts traditional and derives novel propositions for role theory (i.e. robotic role theory), and delineates promising future research opportunities.
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The purpose of this conceptual paper is to provide a theoretical explanation for the persistence of the glass ceiling keeping women from assuming leadership positions.
Abstract
Purpose
The purpose of this conceptual paper is to provide a theoretical explanation for the persistence of the glass ceiling keeping women from assuming leadership positions.
Design/methodology/approach
The methodological approach of this paper is to compare and contrast social role theory and expectation states theory as theoretical underpinnings to explain the persistence of a glass ceiling for women leaders.
Findings
Both social role theory and expectation states theory belong to the structural/cultural models describing differences between the genders. Social role theory and expectation states theory explicate diverse reasons for the emergence of these differences. However, both theories propose that gender differences will result in evaluation bias against women.
Practical implications
As a result of evaluation bias against women, the glass ceiling phenomenon keeping women from assuming top leadership positions continues to occur.
Originality/value
This paper is being written on the 20 year anniversary of the term glass ceiling being coined. It adds to the body of literature by closely examining two structural/cultural theories as possible causes to an invisible barrier which keeps women leaders from entering top level management positions.
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Suggests that theories of organization structure since mid‐century have been dominated by a systems view that emphasizes macro‐economics. The potential for further contribution to…
Abstract
Suggests that theories of organization structure since mid‐century have been dominated by a systems view that emphasizes macro‐economics. The potential for further contribution to theory at that level appears sharply limited. Role analysis and the theory of organization as interaction of internal and external roles offers opportunity for expanded depth of theoretical development in the domain of organization structure. Limited application of role analysis at the level of leadership that has progressed must now be carried down into the organization and over into the operating environment, to permit the established disciplines of individual differences, social psychology and psychodynamics to lead in revitalizing theory of organization structure.
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This paper aims to analyse reference group influence through the imagined audience construct of the role theory. Prior research has shown the influential nature of reference…
Abstract
Purpose
This paper aims to analyse reference group influence through the imagined audience construct of the role theory. Prior research has shown the influential nature of reference groups on an individuals’ behaviour. The studied theatrical metaphor supplies a new perspective to the social phenomenon of reference group dynamics in consumer behaviour.
Design/methodology/approach
Twenty face-to-face interviews were conducted utilizing a naturalistic research study design. The interviews took place in the participants’ homes, and participants were asked to create five outfits for various social situations. Then, the participants were asked about the outfits they created, and how that outfit aided in their role preparation process. An inductive analysis of the data resulted in narrative themes that align with several role theory constructs.
Findings
The consumer role rehearsal narratives that emerged describe the process individuals go through for anticipated social interactions. Depending on the social situation, role theory constructs such as role expectations, role location, role learning and role skill were highlighted. The imagined audience of various reference groups do impact the individual’s future behaviours.
Research limitations/implications
Future researchers could apply additional role theory constructs not only to reference groups but also to other aspects of consumer behaviour as well.
Originality/value
This paper supplies a role theory framework that can be used by future researchers when studying reference group influence on consumer behaviour.
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A.G. Sheard and A.P. Kakabadse
This monograph seeks to summarise the key influences of a role‐based perspective on leadership when making decisions as to how organisational resources can best be deployed.
Abstract
Purpose
This monograph seeks to summarise the key influences of a role‐based perspective on leadership when making decisions as to how organisational resources can best be deployed.
Design/methodology/approach
Application of new frameworks provides insight into the leadership roles executives can adopt when part of formal, informal and temporary groups within the organisation's senior management team and those parts of the organisation for which they are responsible. The methodology adopted is qualitative, focusing on application of previously developed frameworks.
Findings
Adoption of an appropriate leadership role, and the timely switch from one role to another as circumstances change, are found to facilitate improvement in the ability of executives to mobilise organisational resources, and in so doing effectively address those challenges with which the organisation is faced.
Research limitations/implications
A one‐organisation intensive case study of a multinational engineering company engaged in the design, development and manufacture of rotating turbomachinery provides the platform for the research. The research intent is to validate two frameworks in a different organisation of a similar demographic profile to those in which the frameworks were developed. The frameworks will require validating in organisations of different demographic profiles.
Practical implications
The concepts advanced, and implications discussed, provide an insight into the role‐based nature of leadership. The practical steps individual executives can take to develop their ability to adopt different leadership roles are highlighted.
Originality/value
This monograph is an investigation into, and study of the contribution of theory that provides insight into, the process by which executives effectively mobilise organisational resources. This differs from the original contributions to theory, which focused on methodology, data gathering and validation in contrast with the current study that is focused on practical application.
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Tingting Cao, Giorgio Locatelli, Nigel Smith and Lianying Zhang
Megaprojects present an intricated pattern of leadership activities, which evolve over their planning and delivery and comprises several stakeholders. A framework is useful to…
Abstract
Purpose
Megaprojects present an intricated pattern of leadership activities, which evolve over their planning and delivery and comprises several stakeholders. A framework is useful to navigate this complexity; it allows to identify and cluster the key elements. This paper aims to introduce a novel framework based on boundary spanners to describe the structural pattern of shared leadership in megaprojects.
Design/methodology/approach
A systematic literature review about boundary spanning and shared leadership is used to identify and cluster the key elements of shared leadership in megaprojects. The systematic literature review provides a rich theoretical background to develop the novel shared leadership framework based on boundary spanners.
Findings
There are three key dimensions characterizing shared leadership topology in megaprojects: stakeholders, boundary spanning leadership roles and project phases. The novel framework shows how project leadership dynamically transfers among different stakeholders, showing the importance of shared leadership as a leadership paradigm in megaprojects.
Research limitations/implications
The novel framework epitomizes shared leadership in megaprojects by exploring its antecedents with social network metrics. This paper stresses that shared leadership is the envisaged form of leadership in megaprojects. By modeling complex project leadership in a simple, yet effective way, the framework fosters critical thinking for future research. The modeling introduced by this framework would also benefit practitioners in charge of megaprojects.
Originality/value
The paper moves the project leadership research to the network-level by taking boundary spanners as shared leadership roles in megaprojects. It shows how shared leadership is a valuable management tool for planning and delivery megaprojects.
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Melissa A. Warner and Peter A. Hausdorf
The purpose of this paper is to provide a review of the predominant theoretical frameworks used to describe the interaction between work and family roles and present an…
Abstract
Purpose
The purpose of this paper is to provide a review of the predominant theoretical frameworks used to describe the interaction between work and family roles and present an integrative model of work‐family enrichment. The goal is to better understand the psychological processes underlying work‐family enrichment and to identify ways in which work‐family enrichment can be increased. A conceptual and testable model depicting the direct and indirect relationships involved in work‐family enrichment is provided.
Design/methodology/approach
A review of past theories describing the work‐family interface is provided, followed by the presentation of a theoretical and testable model depicting the relationships between work‐family enrichment and need theory.
Findings
It is suggested that the basic needs of competence, autonomy, and relatedness are presented as important psychological benefits that directly impact affect within a domain and indirectly influence work‐family enrichment and quality of life.
Research limitations/implications
This paper suggests several future directions that researchers can undertake to advance the understanding of positive linkages between work and family. These future directions include: testing the propositions related to need theory through a daily study approach, examining organizational and personal antecedents and consequences associated with work‐family enrichment, and testing the aspects of the presented model to further the new area of research, integrating work‐family enrichment and need theory.
Practical implications
This paper highlights several practical recommendations for individuals and organizations. These include: the need to focus beyond work‐family conflict towards work‐family enrichment, incorporating basic psychological need fulfillment into employees' developmental goals, and for employees to seek psychological benefits to buffer any costs within a role when trying to balance work and family.
Originality/value
This paper addresses several gaps in the previous work‐family literature including: the primary focus on the negative interaction between work and family; the lack of theoretical exploration into how and why multiple roles can lead to work‐family enrichment; and specifically, the integration of need theory as an explanation for work‐family enrichment.
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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
Abstract
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.
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The purpose of this paper is to investigate the significance of entrepreneurial role from the perspective of a global, family-owned firm located in Uruguay and operating in a…
Abstract
Purpose
The purpose of this paper is to investigate the significance of entrepreneurial role from the perspective of a global, family-owned firm located in Uruguay and operating in a niche market.
Design/methodology/approach
This case study adopts role theory as its theoretical framework. Face-to-face, semi-structured, in-depth interviews were conducted with the firm’s ownership/management. The data were analysed using content analysis.
Findings
During the interviews, the importance of entrepreneurs’ role was highlighted in various ways. For instance, role emerged in the form of re-developing a business vision, executing strategies and ideas, anticipating events, innovating and internationalising. Together, these key elements helped build entrepreneurial resilience in light of emerging issues. An alignment with various perspectives of role theory, including “functional”, “symbolic interactionist” and “structural” was identified.
Practical implications
The role of the succeeding generation of the firm’s ownership not only is fundamental in reinforcing an entrepreneurial path established by the firm’s founder but also is critical in building upon the earlier foundation, continue innovating and adapting to contemporary challenges in a very dynamic business environment.
Originality/value
The present study makes an original contribution, by examining the significance of entrepreneurial role through the lens of role theory. In this context, the case of a medium-sized, global Latin American family business is investigated.
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The purpose of this paper is to examine the relationship between leader‐member exchange (LMX) and human resource development (HRD) to gain a better understanding of the…
Abstract
Purpose
The purpose of this paper is to examine the relationship between leader‐member exchange (LMX) and human resource development (HRD) to gain a better understanding of the LMX‐performance relationship through connecting LMX and HRD theory.
Design/methodology/approach
Dubin's framework is used for the purpose of linking LMX with HRD. Except that the last three steps (empirical indicators of key terms, hypotheses, testing) involved conducting empirical research, the authors employ steps 1 through 5 to build an HRD‐based LMX model, i.e. the first step specifies that the units of the theory be identified; the second step involves establishing the laws of interaction applicable to the units of the theory. The third and fourth steps define boundaries for an HRD‐based LMX model and suggest propositions for future empirical research. In addition, to lessen the likelihood of some redundancy the system states are included with the laws of interaction.
Findings
LMX and HRD (as represented by identified outcomes) theories are linked by at least three key factors: trust, empowerment, and performance. A theoretical model linking LMX and HRD also describes the contributions of trust, empowerment, and performance to LMX theory of leadership with the help of two specific HRD interventions – trust building and empowerment facilitation.
Research limitations/implications
The confirmation of the theoretical model through empirical research is still required.
Practical implications
In the aspect of relational performance, this paper proposes a basis for designing and implementing strategic HRD activities and recommends the conceptual model as an intervention technique for organizational change.
Originality/value
This paper illuminates the base of LMX leadership theory and seeks to develop new practical insights of the theory. In so doing, it aims to contribute to reducing the tension between leadership theorists and leadership development practitioners, described as validity versus usefulness.
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