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Article
Publication date: 21 September 2012

Muhammad Mustafa Kamal

The purpose of this paper is primarily to analyse the implementation of shared services models in business enterprises or private sector and the benefits realised…

Abstract

Purpose

The purpose of this paper is primarily to analyse the implementation of shared services models in business enterprises or private sector and the benefits realised, thereafter; to a greater extent, focusing on the lessons learnt from such operations and exploring the potential of applying similar models in the public sector.

Design/methodology/approach

This research attempts to examine whether or not the concepts regarding shared service in the private sector are valid and applicable in the public sector.

Findings

Even though the shared services concept and related models are significantly prevalent across the business enterprises or private sector and government sector, the author argues that the shared services model developed in the private sector may further significantly facilitate governments and public agencies in dealing with the recent changes (i.e. due to global financial crisis) in their environments and to become more effective and efficient.

Originality/value

This paper brings together some of the key discussions from the business and private sector on shared services and discusses their applicability in the public sector context.

Details

Journal of Enterprise Information Management, vol. 25 no. 5
Type: Research Article
ISSN: 1741-0398

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Article
Publication date: 13 November 2017

Ernestine Ndzi

The legislation on shared parental leave that came into force on 1st of December 2014 is aimed at giving working mothers the opportunity to return to work early if they so…

Abstract

Purpose

The legislation on shared parental leave that came into force on 1st of December 2014 is aimed at giving working mothers the opportunity to return to work early if they so choose after childbirth to continue with their career and also to give fathers the opportunity to be involved in the lives of their new-born. However, past research has demonstrated a very low uptake on shared parental leave. This paper aims to argue that working parents’ awareness on the existence of the legislation is key to its effectiveness.

Design/methodology/approach

A qualitative study approach was adopted to assess the importance of awareness. A sample of 40 eligible working parents were informally interviewed for 10 min to ascertain whether they know about shared parental leave. Participants were recruited at a primary school fair. The 40 parents were workers in different sectors which included care, hospitality, security, education, finance, retail and construction.

Findings

The findings indicated that awareness may be one key factor as to why the uptake of shared parental leave was low. It was also evident from the results that employers do not inform eligible employees of the existence of shared parental leave or support and encourage them to take shared parental leave. This paper concludes that to assess the effectiveness of shared parental leave, awareness is key.

Research limitations/implications

The findings of this article are obtained from a limited time interview data. This paper is a basis for a bigger research project particularly on the reasons why mothers may or may not want to share their maternity leave.

Originality/value

Existing research has surveyed some employers and their employees and concluded uptake statistics based on their data. This study demonstrates that more awareness is required which has not been done yet. This research is part of an ongoing project investigating the reasons why mothers may or may not want to share their maternity leave, given that the legislation made mothers “gatekeepers” to the effectiveness of shared parental leave.

Details

International Journal of Law and Management, vol. 59 no. 6
Type: Research Article
ISSN: 1754-243X

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Article
Publication date: 10 August 2010

Yu‐chun Xiao and Yang‐hua Jin

The purpose of this paper is to find the new analysis method of virtual team effectiveness in team building, as well as various HR tools.

Abstract

Purpose

The purpose of this paper is to find the new analysis method of virtual team effectiveness in team building, as well as various HR tools.

Design/methodology/approach

This paper investigated 62 virtual teams, distinguished between identified mental models and distributed mental models, tested the relation among team characteristics, and shared mental models and virtual team effectiveness using hierarchical linear modeling.

Findings

Results demonstrated that time would enhance the effect of shared mental models on task effectiveness; virtual team size would affect the relation between shared mental model and cooperative effectiveness, team size could enhance the effect of identified mental model on cooperative effectiveness, but weaken the relation between distributed mental model and cooperative effectiveness. A need is found for application of hierarchical linear modeling of shared mental model on virtual team effectiveness.

Research limitations/implications

Accessibility and availability of data are the main limitations which apply.

Originality/value

This paper presents a new approach of optimal choice of virtual team building. The paper is aimed at HR and psychological researches and managers, especially those who dealt with people, and provides very useful advice for team management in enterprises.

Details

Kybernetes, vol. 39 no. 8
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 19 July 2021

Samir Gupta, Jing Zhou, Shanfei Feng and Munyaradzi W. Nyadzayo

This study aims to investigate how the relationship factors, including equity, shared responsibility and relationship dependence leverage the value co-creation. The…

Abstract

Purpose

This study aims to investigate how the relationship factors, including equity, shared responsibility and relationship dependence leverage the value co-creation. The research studies the value co-creation process in a business-to-business (B2B) context between suppliers and customers and provides empirical evidence of the underlying effects.

Design/methodology/approach

Using social exchange theory, the research uses a mixed-method of in-depth interviews and questionnaire surveys. The sample of the survey has 123 business customers.

Findings

The findings suggest that equity not only positively affects but also mediates the effect of shared responsibility on value co-creation. The mediation effect is further moderated by the relationship dependence that buyers have on the seller.

Research limitations/implications

The cross-sectional survey used cannot establish causality relationships. Although the goal was not to establish causality, it could limit the rigor of the study. The longitudinal design could be used in the future to better address this deficiency. While the paper is the initial step to analyze the factors influencing value co-creation empirically, more studies could examine other commonly discussed constructs.

Originality/value

This empirical study enriches the value co-creation literature by examining the antecedents’ detailed mechanism that facilitates value co-creation in a B2B context.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 30 June 2021

Hongbo Liu, Suying Gao, Hui Xing, Long Xu, Yajie Wang and Qi Yu

The purpose of this study is to investigate the mechanism of shared leadership on team members’ innovative behavior.

Abstract

Purpose

The purpose of this study is to investigate the mechanism of shared leadership on team members’ innovative behavior.

Design/methodology/approach

Paired questionnaires were collected from 89 scientific research teams in the Beijing-Tianjin-Hebei region of China at two-time points with a time lag of 4 months. Then multilevel structural equation model method was applied to analyze the multiple mediating effects.

Findings

This study finds that: the form of shared leadership in scientific research teams of universities; shared leadership has a positive impact on team members’ innovative behavior; there are multiple mediations in the relationship including synchronization and sequence of creative self-efficacy and achievement motivation.

Originality/value

According to the “stimulus-organism-response” model, this paper has constructed a multi-level theoretical model that shared leadership influences individual innovation behavior and reveals the “black box” from the perspective of psychological mechanism. It not only verifies that “can-do” shapes “willing to do” but also makes up for the gap of an empirical test of the effectiveness of shared leadership in scientific research teams of universities. Besides, the formal scale of shared leadership in the Chinese situation is revised, which can provide a reference for future empirical research on shared leadership. The research conclusions provide new ideas for improving the management of scientific research teams in universities.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 11 June 2021

Qinxuan Gu, Dongqing Hu and Paul Hempel

Drawing on social information processing theory, the purpose of this paper is to explore the relationship between team reward interdependence and team performance…

Abstract

Purpose

Drawing on social information processing theory, the purpose of this paper is to explore the relationship between team reward interdependence and team performance, treating shared leadership as mediator and team average job-based psychological ownership as moderator.

Design/methodology/approach

Data were collected from a field sample of 72 knowledge-based work teams comprised of 466 team members and their team leaders. Data were analysed using hierarchical regression analysis and moderated path analysis.

Findings

Team reward interdependence was positively related to team performance through shared leadership. Team average job-based psychological ownership moderated both the relationship between team reward interdependence and shared leadership, and the indirect relationship between team reward interdependence and team performance.

Research limitations/implications

The shared leadership literature is extended by exploring the antecedents of shared leadership from the perspective of team reward interdependence, and by examining the moderating role of team average job-based psychological ownership.

Practical implications

Organizations and managers should pay attention to team pay system design and be aware of the importance of employees' psychological ownership towards their jobs in promoting shared leadership in teams.

Originality/value

This study sheds light on the antecedents of shared leadership from the perspective of team incentives and examines antecedent boundary conditions through the moderating role of job-based psychological ownership.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 5 July 2021

Noor Ul Hadi and Anum Chaudhary

To react quickly and to be flexible to respond to environmental uncertainty, working in teams is preferable. However, leadership must be decentralised for effective team…

Abstract

Purpose

To react quickly and to be flexible to respond to environmental uncertainty, working in teams is preferable. However, leadership must be decentralised for effective team performance. This paper aims to examine the impact of shared leadership on team performance through team reflexivity with task complexity.

Design/methodology/approach

To test the hypothesised relationships, a quantitative research design with purposive sampling technique was used. Data were gathered from employees working in teams. A total of 351 valid responses were analysed via SPSS PROCESS macro.

Findings

The findings signify that shared leadership positively impacts team reflexivity, which, in turn, has a significant impact on team performance. Results also revealed that team reflexivity strongly affects team performance in the presence of shared leadership and complex tasks.

Originality/value

Research related to effective team performance is scarce. Similarly, a review of a recently published article revealed that team reflexivity could work as a mediating mechanism in the relationship between shared leadership and effective team performance. Moreover, the concept of task complexity in the existing literature is scattered and needs to be integrated.

Details

Team Performance Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1352-7592

Keywords

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Article
Publication date: 9 March 2021

Nandan Prabhu, Badrinarayan Srirangam Ramaprasad, Krishna Prasad and Roopa Modem

This study explores the mediating influences of team reflexivity and workplace spirituality in the shared transformational leadership-team performance relationship.

Abstract

Purpose

This study explores the mediating influences of team reflexivity and workplace spirituality in the shared transformational leadership-team performance relationship.

Design/methodology/approach

Adopting the cross-sectional research design, this study collected data from 130 ongoing teams working in India's information technology (IT) sector. The study collected data on shared transformational leadership by adopting the referent-shift consensus method while collecting data on team performance from managers. Thus, the study explored the relationships among the constructs of this research by using multi-source data.

Findings

This study has shown that shared transformational leadership induces workplace spirituality and team reflexivity among team members. This research's results show that workplace spirituality mediates the shared transformational leadership-team performance and shared transformational leadership-team reflexivity relationships. This research has also demonstrated that team reflexivity mediates the shared transformational leadership-team performance relationship.

Practical implications

Necessity to facilitate relational job design changes, knowledge sharing, intellectual stimulation is the primary managerial implication of this study. This study also articulates the need to pay attention to create organizational conditions for the emergence of workplace spirituality.

Originality/value

This is the first study that has positioned shared transformational leadership and workplace spirituality as the antecedents of team reflexivity. This research has shown the value and limitation of team reflexivity in ongoing teams.

Details

South Asian Journal of Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-628X

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Article
Publication date: 5 March 2021

Jiyeong Han, Jeewhan Yoon, Woojae Choi and Gyehoon Hong

This study aims to investigate the relationship between shared leadership and team performance at the team level. Drawing on conservation of resources (COR) theory, the…

Abstract

Purpose

This study aims to investigate the relationship between shared leadership and team performance at the team level. Drawing on conservation of resources (COR) theory, the authors examine whether shared leadership is associated with team performance through team positive psychological capital (PsyCap). This study further examines whether task-oriented and relationship-oriented shared leadership affect team performance differently.

Design/methodology/approach

Multi-source survey data were obtained from 92 team leaders and 319 employees. An aggregation approach was used to analyze the data at the team level.

Findings

A high level of shared leadership positively influences team performance through the mediation of team PsyCap. Moreover, relationship-oriented shared leadership is positively associated with team performance through team PsyCap, while task-oriented shared leadership is negatively associated with team performance without the mediating effect of team PsyCap.

Practical implications

By focusing on the negative effects of task-oriented shared leadership and the positive effects of relationship-oriented shared leadership and team PsyCap on team performance, this study suggests new ways to manage team performance effectively and extends shared leadership literature.

Originality/value

This study applied COR theory to analyze the effect of shared leadership mediated by team PsyCap on team performance. It contributes to shared leadership literature by shedding light on the negative effects of task-oriented shared leadership and on the positive aspects of relationship-oriented shared leadership.

Details

Leadership & Organization Development Journal, vol. 42 no. 4
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 3 July 2007

Siu Loon Hoe

The organizational behavior and management literature has devoted a lot attention to processes and technology in organizational learning. There has been little work to…

Abstract

Purpose

The organizational behavior and management literature has devoted a lot attention to processes and technology in organizational learning. There has been little work to examine the effect of shared vision on organizational learning. The purpose of this paper is to highlight the importance of shared vision as a development tool to build an organizational learning capability.

Design/methodology/approach

The existing shared vision and organizational learning literature was reviewed, and the salient points on how shared vision promotes organizational learning discussed.

Practical implications

The paper offers a view on how leaders can use shared vision to develop organizational learning capability. Practicing managers would then be able to help promote organizational learning with the shared vision as a guide on what to learn from the internal and external environment.

Originality/value

This paper contributes to the existing organizational learning and leadership literature by introducing the idea of shared vision promoting organizational learning.

Details

Development and Learning in Organizations: An International Journal, vol. 21 no. 4
Type: Research Article
ISSN: 1477-7282

Keywords

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