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This study aims to build on the well-documented case of the Olympus scandal to dissect how social networks and corporate culture enabled corporate elites to commit fraud across…
Abstract
Purpose
This study aims to build on the well-documented case of the Olympus scandal to dissect how social networks and corporate culture enabled corporate elites to commit fraud across multiple generations of leaders.
Design/methodology/approach
A flexible pattern matching approach was used to identify matches and mismatches between behavioural theory in corporate governance and the patterns observed in data from diverse sources.
Findings
The study applies the behavioural theory of corporate governance from different perspectives. Social networks and relationships were essential for the execution of the fraud and keeping it secret. The group of corporate elites actively created opportunities for committing misappropriation. This research presents individuals committing embezzlement because the opportunity already exists, and they can enrich themselves. The group of insiders who committed the fraud elaborated the rationalizations to others and asked outside associates to help rationalise the activities, while usually individuals provide rationalizations to themselves only.
Practical implications
The social processes among actors described in this case can inform the design of mechanisms to detect these behaviours in similar contexts.
Originality/value
This study provides both perspectives on the fraud scandal: the one of the whistle-blowers, and the opposing side of the transgressors and their associates. The extant case studies on Olympus presented the timeframe of the scandal right after the exposure. The current study dissects the events during the fraud execution and presents the case in a neutral or a negative light.
Details
Keywords
Puja Khatri, Harshleen Kaur Duggal, Arup Varma, Asha Thomas and Sumedha Dutta
The contemporary business environment steered by forces of globalization, digitization and automation can only be navigated by a resilient workforce. This requires inculcating…
Abstract
Purpose
The contemporary business environment steered by forces of globalization, digitization and automation can only be navigated by a resilient workforce. This requires inculcating self-leadership (SL) traits in individuals, which will allow them to exercise self-direction and self-motivation required to survive high-strain situations. The SL characteristics most significantly reflected by Musk are self-goal setting, authenticity and responsibility. Least evidence was found for positive self-talk and self-cueing. This study aims to add to the repertoire of leadership studies, furnishing important implications for academia and practice.
Design/methodology/approach
In this paper, the authors explore the dimensionality of SL through a systematic literature review. The authors also take the case of Elon Musk, one of the most resilient technopreneurs in the contemporary business world, and scrutinize his journey as a self-leader.
Findings
The SL characteristics most significantly reflected by Musk are self-goal setting, authenticity and responsibility. Least evidence was found for positive self-talk and self-cueing. This study adds to the repertoire of leadership studies, furnishing important implications for academia and practice.
Originality/value
To the best of the authors’ knowledge, this is the first paper to explore the controversial Elon Musk’s leadership style through the prism of SL.
Details
Keywords
Nguyen M Trang, Brad McKenna, Wenjie Cai and Alastair Maclean Morrison
This research aims to explore generation (Gen) Z's personal branding on social media when job seeking.
Abstract
Purpose
This research aims to explore generation (Gen) Z's personal branding on social media when job seeking.
Design/methodology/approach
Gen Z students, in their final year of university, were interviewed about personal branding, as well as recruiters and career advisors to gain insights into the recruitment process and expectations of online personal brands. Before interviewing, Gen Z students' LinkedIn profiles were examined, and then fed into the interview process.
Findings
Using impression management theory, the findings show that Gen Z perceive online personal brands as a crucial tool to gain more advantage in job markets. A gap was found between desired and perceived selves in Gen Z's online personal brands. Strategies such as effective self-reflection, authentic communication, self-promotion processes, awareness of risks and constantly controlling digital footprints were suggested to build stronger and more coherent personal brands. Gen Z are in favour of a more dynamic, interactive, work-in-process of authentic personal brands.
Originality/value
This research demonstrates the importance of authentically building online personal branding strategies and tactics to bridge the divide between Gen Z's desired and perceived images in personal branding on social media when job seeking.
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