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Article

Can Liu

The shared development concept is crucial for the construction of a socialist political economy with Chinese characteristics. The paper aims to discuss this issue.

Abstract

Purpose

The shared development concept is crucial for the construction of a socialist political economy with Chinese characteristics. The paper aims to discuss this issue.

Design/methodology/approach

This is because shared development constitutes the logic thread of the socialist political economy with Chinese characteristics and the core for the formation and development of its whole system.

Findings

China’s modernization is well underway and is following a unique path with its own characteristics, whereby shared development is undoubtedly one of its core values.

Originality/value

In the new era, the development path under the concept of shared development of socialism with Chinese characteristics must adhere to the all-round development of human beings, promote social equity and justice via development, and embrace inclusive growth, specifically, pro-poor growth.

Details

China Political Economy, vol. 2 no. 1
Type: Research Article
ISSN: 2516-1652

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Article

Gerrit van Dalfsen, Jo Van Hoecke, Hans Westerbeek and Veerle De Bosscher

The purpose of this paper is to investigate coaches' views on developing leadership and shared leadership capacity in particular in competitive youth football.

Abstract

Purpose

The purpose of this paper is to investigate coaches' views on developing leadership and shared leadership capacity in particular in competitive youth football.

Design/methodology/approach

This qualitative examination focusses on the leadership philosophy of ten male coaches at the sub-elite competitive level in youth football in The Netherlands and applies the theory of shared leadership to examine coaches' views on developing leadership capacity.

Findings

Only few coaches have a clear philosophy on the development of leadership in general and/or shared leadership in particular. Most coaches do not have a distinct view on how to involve players in the team processes. Shared leadership development in youth teams occurs occasionally but can be implemented more intentionally.

Research limitations/implications

Although this study lacks generalizability, coaches' views are required in understanding how shared leadership is to be developed in youth sport.

Practical implications

For implementing shared leadership in football purposefully, a clear view on the development of youth is required, whereas coaches need to be taught, how to involve the individual players in team processes such as decision-making. In addition, leadership development in sport may have the potential of transfer of skills to other domains.

Social implications

Learning shared leadership at a young age by athletes can have a positive influence on relationships in teams on micro-level and might have an impact on meso-level within a football club because of its social constructionist approach.

Originality/value

This study is one of the first to apply shared leadership at the micro-level of competitive youth football making use of football coaches' view.

Details

Sport, Business and Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2042-678X

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Article

Paul Hong, William J. Doll, Abraham Y. Nahm and Xiao Li

Although product development is recognized as knowledge‐intensive work, we have limited understanding of its impact on product development performance. The mechanisms by…

Abstract

Although product development is recognized as knowledge‐intensive work, we have limited understanding of its impact on product development performance. The mechanisms by which knowledge sharing contributes to strategic imperatives such as time to market and value to customers are also not well understood. Despite increased interest in knowledge sharing in cross‐functional teams, there have been few large‐scale empirical studies of its efficacy. This paper develops a model that explains how shared knowledge, defined in three types – shared knowledge of customers, suppliers, and internal capabilities – enhances process performance, as well as downstream strategic imperatives of time to market and value to customers. The model is tested using 205 responses on product development projects by US automotive engineers. The results show that shared knowledge of customers, suppliers, and internal capabilities positively affect product development performance, as well as indirectly affect downstream strategic imperatives via enhanced process performance.

Details

European Journal of Innovation Management, vol. 7 no. 2
Type: Research Article
ISSN: 1460-1060

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Book part

John Robinson

This is a case study on the opportunities provided by Open Source library systems and the experience of delivering these systems through a shared service.

Abstract

Purpose

This is a case study on the opportunities provided by Open Source library systems and the experience of delivering these systems through a shared service.

Methodology/approach

This chapter derives from desk research, interviews, and direct involvement in the project. The format is a case study, setting out a detailed timeline of events with information that can be applied in other settings.

Findings

This chapter presents reflections on the value and limitations of collaboration amongst libraries and librarians on an innovative approach to library systems and technologies. It also presents reflections on lessons learned from the processes and detailed discussion of the success factors for shared services and the reasons why such initiatives may not result in the outcomes predicted at the start.

Practical implications

Libraries and IT services considering Open Source and shared service approaches to provision will find material in this study useful when planning their projects.

Social implications

The nature of collaboration and collaborative working is studied and observations made about the way that outcomes cannot always be predicted or controlled. In a genuine collaboration, the outcome is determined by the interactions between the partners and is unique to the specifics of that collaboration.

Originality/value

The case study derives from interviews, written material and direct observation not generally in the public domain, providing a strong insider’s view of the activity.

Details

Innovation in Libraries and Information Services
Type: Book
ISBN: 978-1-78560-730-1

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Article

Leopoldo J. Gutiérrez Gutiérrez, F.J. Lloréns‐Montes and Óscar F. Bustinza Sánchez

The purpose of this paper is to extend understanding of the success of the six sigma quality management initiative by investigating the effects of six sigma teamwork and…

Abstract

Purpose

The purpose of this paper is to extend understanding of the success of the six sigma quality management initiative by investigating the effects of six sigma teamwork and statistical process control (SPC) on organizational‐shared vision.

Design/methodology/approach

The information used comes from a larger study, the data for which were collected from a random sample of 237 European firms. Of these 237 organizations, 58 have implemented six sigma. Structural equation modelling (SEM) was used to test the hypotheses.

Findings

The main findings show that six sigma teamwork and SPC positively affect the development of organizational‐shared vision. A positive but not significant influence is also observed between shared vision and organizational performance.

Research limitations/implications

Positive effects found in this study should be investigated further employing a larger sample of six sigma firms and including other variables such as organizational learning. Further, the effects of these variables on performance should be measured with real results from firms to test possible direct and indirect influence on performance.

Practical implications

The findings of this study offer a justification of six sigma implementation in firms. This study provides the authors with an in‐depth understanding of some structural elements that characterize the six sigma methodology, enabling the authors to provide an explanation for its success.

Originality/value

There is little empirical research on the positive effects of six sigma implementation and even less that explains the success of six sigma initiatives. This paper contributes to filling this gap. It also contributes to emerging literature on how the development of shared vision affects organizational performance.

Details

International Journal of Operations & Production Management, vol. 29 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

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Book part

Miriam Matteson

This qualitative study investigated how small group communication influences the development of shared mental models in a committee of public librarians addressing a…

Abstract

This qualitative study investigated how small group communication influences the development of shared mental models in a committee of public librarians addressing a problem-solving task. It examines the influence of communication themes, functions, roles, and rules on the group's development of shared mental models about the task and about team interaction. Data were collected over the course of a year from group meetings, email messages, group documents, and participant interviews and then analyzed using existing coding schemes and qualitative coding techniques. The findings indicate that within the group there was a strong superficial convergence around the task mental model and the team interaction mental model but a weaker convergence at a deeper level. Analysis of the group communication data shows that the group focused discussion on understanding the problem and identifying tasks, enacting group roles and rules that facilitated sharing information. The functions of their messages focused on task communication. The findings suggest that, in this group, communication themes most heavily influenced the development of a shared mental model about the task, while communication roles, rules, and functions were more influential toward the development of a shared mental model about team interaction. Implications for practice include adopting intentional tactics for surfacing mental models at various points in the group life and anchoring the emerging model within the collective cognition of the group through devices such as narratives, objects, or documentary materials.

Details

Advances in Library Administration and Organization
Type: Book
ISBN: 978-0-85724-287-7

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Book part

Virginia Munro

A full and adequate Systematic Quantitative Literature Research Analysis of the academic literature and research on creating shared value (CSV) is long overdue. This…

Abstract

A full and adequate Systematic Quantitative Literature Research Analysis of the academic literature and research on creating shared value (CSV) is long overdue. This chapter commences this process by introducing some of the academic literature currently on CSV and examining the strengths and weaknesses of this literature, while identifying gaps for future research. The chapter builds on current academic literature to include writing and research from the business community in an attempt to make this chapter both topical and accessible to anyone interested in CSV, including practitioners interested in implementing these types of projects as direct CSV projects or as part of already existing CSR strategy. It is expected that the inclusion of this type of business literature will add value to academic research going forward. The Appendix brings the chapter together by presenting examples of a variety of CSV case studies to provide ideas for future project implementation and opportunities for future research in both implementation and measurement.

Details

CSR for Purpose, Shared Value and Deep Transformation
Type: Book
ISBN: 978-1-80043-035-8

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Article

Karen Miller, Jan Walmsley and Sadie Williams

There is robust evidence that good teamwork is essential to the delivery of high‐quality healthcare. This paper reports on a leadership intervention to improve…

Abstract

There is robust evidence that good teamwork is essential to the delivery of high‐quality healthcare. This paper reports on a leadership intervention to improve team‐working in multidisciplinary clinical teams and the health outcomes of those populations served by them. The Shared Leadership for Change initiative was funded and managed by The Health Foundation as part of its portfolio of leadership awards. The initiative sought to support the development of ‘shared’ leadership in the teams through the intervention of specially trained and supported leadership development consultants who worked with clinical teams delivering diabetes care working across primary and secondary sectors. The paper explains the rationale underpinning the approach, describes how the intervention was operationalied, and presents findings on its impact to date. The authors conclude by advocating that given the right context this intervention is an effective approach that leads to improved clinical team effectiveness and better multidisciplinary working in modern healthcare. The difficulties of ascribing any improvements in clinical outcomes or the patient experience to the interventions are also explored.

Details

International Journal of Leadership in Public Services, vol. 3 no. 4
Type: Research Article
ISSN: 1747-9886

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Article

Alan T. Burns, William Acar and Pratim Datta

This research seeks to explore the transfer and sharing of knowledge in entrepreneurial product development (EPD).

Abstract

Purpose

This research seeks to explore the transfer and sharing of knowledge in entrepreneurial product development (EPD).

Design/methodology/approach

The effects of organizational complexity and of the temporal locus of learning on knowledge sharing are closely examined through a qualitative case study of four projects in a mid‐size manufacturing firm.

Findings

Distinguishing between the prior and resulting shared knowledge, this paper uses case studies to establish the importance of learning‐before‐doing over learning‐by‐doing under conditions of entrepreneurial resource constraints.

Research limitations/implications

This paper revisits and extends the Hoopes and Postrel knowledge integration framework to include the mediating effects of organizational complexity and timing of learning on EPD performance in technology‐based firms.

Practical implications

In order to better capture the impact of knowledge sharing on EPD, the paper also develops a method for measuring knowledge transfer directly in terms of three knowledge dimensions: depth, scope, and action.

Originality/value

The paper revisits and advances the conversation on knowledge sharing to highlight the importance of learning before doing in (entrepreneurial) firms facing resource constraints, where pure reliance on “on the job learning” may impede efficiencies and delay the absorption of knowledge for effective collaboration, integration and gains.

Details

Journal of Knowledge Management, vol. 15 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Abstract

Details

Local Government Shared Services Centers: Management and Organizations
Type: Book
ISBN: 978-1-83982-258-2

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