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The period from the death of Charles Stewart Parnell (1891) to the establishment of the Irish Free State (1922) was a momentous one for Ireland. There was a cultural revitalization (1891– 1916), a Rising (1916), the Anglo‐Irish War (1919–21), the Treaty (1922), and the Civil War (1922–23) before the new Irish state settled into a routine pattern. This was a period characterized by assertive nationalism, dogmatism, and intolerance that led to violence and bloodshed. The result would be an independent Ireland, but a divided Ireland with potential for explosion in the North. Still there were people who surmounted the polemic of the moment and sought rational compromise and mutual tolerance. These were individuals who sought limited practical objectives, empathized with their adversaries, demonstrated civility, and often predicted the problems of the future. These were the “apostles of peace”. Among Ireland's many notables, three of such caliber stand out — Arthur Griffith, Horace Plunkett, and Eoin MacNeill. These men were intimately associated with the affairs of their day and were recognized for their integrity and professional accomplishment. They were also associated with the major peaceful attempts to solve Ireland's problems and avoid the warfare that ensued. Griffith, the journalist, founded the early Sinn Fein and came temporarily to lead the Irish Free State. Plunkett, the Anglo‐Irish aristocrat, founded the cooperative movement. MacNeill, the civil servant and historian, was involved in starting the Gaelic League and the Irish Volunteers. These were the “apostles of peace” and Ireland's subsequent trauma stemmed from their limited number. The objective of this study is to examine the careers of these three exceptional notables and ascertain if there exist some pattern. Are there generalizations that might be made about them collectively?

Organizational ethics and related issues.

Graduate course on Strategic Human Resource Management and specialization courses in Banking.

This case details the account of a human resources (HR) manager of a multinational bank in India who “used” his position to bring on board his cronies to secure his position and utilize the inherent powers in the position to further his own ends. The case elaborates how the Manager HR went about his job soon after taking over and the consequences this had on the Indian operations and the morale of officers. The case requires the students to analyze and suggest ways in which this organization can prevent such occurrences in future.

The primary learning objective is to help the student understand the significance of organizational ethics values and react to issues arising from dealing with unethical practices. It will also make them aware of what can happen if systems are deliberately flouted and reporting protocol relating to information flows are ignored. Specifically, it will help them to select the right people, who are aware of the culture of the organization and what this culture implies in terms of working ethically. Communicate the working standards expected of its employees, especially newly trained ones. Analyze the challenges an employee can face when he or she tries to do things in the organization which are not ethical. Evaluate the different ways in which errant employees should be handled.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The learning outcomes are as follows: to demonstrate the phenomenon of strategic inertia in organizations and the impact this has on the type of renewal process that is undertaken; to differentiate between environmental and organizational adaptation strategies and synergies; to apply practical steps of renewal by outlining the influential forces and distinct stages of the process; and to create a practical framework that organizations can use as a guideline for sensing and reacting to changes in the business environment.

The case study examines the strategic renewal processes of Anglo American Platinum (Amplats) for the period 2012–2019. Amplats is the world’s largest producer of platinum group metals (PGMs). Despite the adversarial business environment of the South African PGM mining industry, six years into its new strategy, the organization had emerged debt-free and was poised to be sustainable. This posed a unique dilemma in strategic decision-making, namely, how to maintain a strategic renewal process. Chris Griffith, CEO of Amplats, was about to retire, but realized that the organization had yet to fulfil its potential. The ambition of the organization was to redefine the industry benchmark for performance across multiple pillars of value for different stakeholders, and to become the most valued mining company by 2023. Set in 2019, the case invites students to look back at the symptoms of strategic inertia at the time of Griffith’s appointment as CEO, and to define the nature and stages of the renewal that the organization underwent. This will provide insights that will enable an examination of the application of a framework for continual strategic renewal.

Postgraduate business students

Teaching Notes are available for educators only.

CSS 11: Strategy

An extract from a book manuscript highlighting the specific challenge which Greenfield posed to established thinking. Discusses how the study of education administration has been characterized by attempts to develop a theory which describes, explains and predicts administrative behaviour within the school context. Assesses the contribution of the “theory movement” and Kuhnian concepts; the movement of research towards finding a phenomological alternative to explain administrative behaviour; and the development of interpretive approaches which look towards subjects such as the humanities for a possible solution. In the light of this background discusses in depth the contribution made by T.B. Greenfield to the debate and considers the viability of an interpretive alternative.

The purpose of this paper is to develop a mobile social networking service (SNS) addiction scale to measure respondents’ addiction levels.

Drawing on the existing literature on the components model of addiction by Griffiths (2005) and mobile SNS addiction, an initial scale in a five-point Likert-format was developed. It was refined through the pilot study with 100 participants and the main study with 423 participants utilizing factor analysis and Rasch analysis.

Mobile SNS addiction as a behavioral addiction, demonstrated six addiction symptoms: modification, salience, tolerance, withdrawal, conflict and relapse, which were interrelated with each other. The mobile SNS addiction scale developed in this study was found to be psychometrically robust and unidimensional.

The mobile SNS addiction scale consists of nine items, thus making it easier and more convenient to be applied to academic research and clinical practice.

The combined use of factor analysis and the Rasch model could largely reduce potential negative effects associated with limitations of classical test theory and improve the chance of developing a psychometrically robust instrument. The mobile SNS addiction scale covers a range of types of SNSs, thus being more generic. The items in the scale are unidimensionally loaded on the latent construct of mobile SNS addiction and demonstrate measurement invariance across respondents of different demographics.

SO much controversy has raged around the subject of newsrooms in the past two years, that librarians are, as a rule, utterly tired of it, and the appearance of still another article upon the subject is not calculated to tone down the general spirit of vexation. It requires no little courage to appear in the arena in this year of Grace, openly championing those departments of our institutions which were originally intended to convey the news of the day in the broadest manner.

The purpose of this paper is to explore the effect of agricultural extension services provided by public sector on the individual technology adoption behaviour of rice farmers in Sri Lanka.

The study used data from a cross sectional survey conducted in seven rice procuring regions in Sri Lanka. Eight rice technologies were selected to explore the effect of extension service on adoption behaviour of rice farmers using probit models. The extension service variable was identified as potentially endogeneous and instrumented using average extension for each region.

The results revealed that the extension service variable was positive and indicative of a high level of significance in all the rice technologies promoting the adoption. Hence the public agricultural extension service programmes were considered as significant explanators of technology adoption. The farmers who received agricultural extension service were more likely to adopt a technology.

At present, the position of agricultural extension service is questioned and the future is unknown. Therefore, this study advises policy makers to prioritise agricultural policies to strengthen public spending on agricultural extension for effective adoption of technological innovations.

The paper adds solid empirical evidence to the literature on technology adoption behaviour from a peasant agricultural context in a developing country scenario that uses farm level data. Moreover, the study contributes to the literature by reiterating the significance of public provision of extension and training programmes as a direct motive in the technology adoption behaviour of farmers.

The purpose of this paper is to investigate the use of power in cases of upwards bullying by examining the bases of power that staff members use, and how these bases create power imbalances.

Qualitative, semi-structured interviews were conducted with six managers from several organisations. After completion of each interview, verbatim transcripts were created and examined using NVivo, allowing in-depth thematic analysis. The broad coding schema, developed through a review of the literature, was refined as analysis progressed.

Three major themes emerged: a loss of legitimate power, coercive power, and structural power. The findings suggest a “power cycle” exists in upwards bullying episodes, which is presented diagrammatically. Discussion focusses on the processes that commence with a decrease or loss of a manager’s legitimate power, associated with a lack of organisational support, and staff members’ perceptions of illegitimacy. Managers indicated vulnerability to inappropriate behaviours by staff members, and the potential for greater power imbalances to build due to these behaviours triggering a feedback mechanism, with managers experiencing a further loss of legitimate power.

The study recommends that research into the perspectives of staff members (such as alleged perpetrators) can further strengthen our understanding of the use of power in workplace bullying, and in upwards bullying in particular. Given the applicability of the outcomes of this research to our understanding of workplace bullying, such theory development can also foster practical approaches to addressing workplace bullying within organisations. Understanding the nature of power within workplace bullying processes can inform organisational strategies to disrupt the cycle of inappropriate behaviours, upwards and otherwise.

Sustainability is an emotional issue. It is also an issue that is gaining prominence in organizational agendas. In this chapter, we outline a model to explain how employees perceive change agents working to implement sustainability initiatives in organizations. Using this model, we argue that organizational support for sustainability can influence how employees respond to sustainability messages. We further argue that the intensity of emotions that change agents display, and how appropriate those emotions are within the organizational context, will influence how employees perceive those individuals and the success of their efforts to influence green outcomes.

We extend the Dual Threshold Model of emotions (DTM: Geddes & Callister, 2007) to assess the impact of displays of emotional intensity on achieving sustainability goals. Our model links emotional propriety to change agent success. By exploring variations of the DTM in terms of contextual factors and emotional intensity, our model elaborates on the dynamic nature of emotional thresholds.

Using our framework, change agents may be able to improve their influence by matching the emotional intensity of their messages to the relevant display rules for that organization. That is, change agents who are perceived to express emotion within the thresholds of propriety can enhance their success in implementing green outcomes.

This chapter examines sustainability initiatives at the interpersonal behavior level. We combine aspects of organizational behavior, emotion in organizations, and organizations and the natural environment to create a new model for understanding change agent success in corporate sustainability.