Search results

This paper aims to investigate parents' beliefs about the causes of their child's Type 1 diabetes to understand if this affects the way diagnosis is processed and if this impacts on sibling parenting.

Online, semi-structured qualitative interviews with nine parents of children with Type 1 diabetes who have at least one non-diabetic child. The results were analysed using interpretative phenomenological analysis (IPA).

Two interlinked themes were identified: “What ifs”: parents postulated underlying genetic reasons for their child's diabetes and had working theories about the triggers of diabetes that included stress, infection, vaccination or a virus. Developing a personal aetiology of their child's condition allowed some a feeling of control, while others focused on practical ways to manage diabetes. “Having something to blame”: narratives dwelt on the relationship between beliefs about causes and self-blame. Some believed that acting on an identified trigger reduced personal guilt.

Although internet access is widespread in the UK, a limitation of this research is that it excluded those without internet access.

The findings of this research may provide greater depth and a more holistic perspective to the health promoter to better support parents of Type 1 diabetics.

The analysis of illness narratives that this research provides may offer a greater understanding of the social context in which health and illness develop. This research found some examples of parental confidence about the causes and triggers of their child's diabetes being positively associated with a sense of control. This might indicate the value of a more comprehensive larger-scale study to establish whether parents who are supported to develop a personalised conception of the aetiology of their child's diabetes develop a greater sense of coherence and well-being regarding their child's condition.

There is very limited literature focusing on the beliefs of sufferers and their families about Type 1 diabetes causality. Of that which does exist, some research is heterogenous in its sampling of Types 1 and 2 diabetes sufferers. This study offers a rare, focused insight into the beliefs of parents about the background causes and more proximal triggers of their child's Type 1 diabetes.

Religion's influence in consumer research remains under‐researched. This paper aims to explore religiosity's effect on culture and consumption by comparing Indians living in Britain, with Asian Indians and British Whites. The paper is relevant to both academics and practitioners who wish to understand the role of religion's influence regarding culturally determined consumer behaviours.

A questionnaire measuring family, self‐identity, materialism, possessions as status symbols and reference groups was administrated in London and Mumbai. Religiosity was measured by religious institution attendance and the importance of religion in daily life. A total of 415 questionnaires were submitted to factor analysis, identifying six factors. These factors were then submitted to Multinomial Logistical Regression (MLR), with the two religiosity themes used as influencing variables on the factors.

The analysis indicated that Indians living in Britain and British Whites sample groups were culturally less group‐ and consumption‐oriented than Asian Indians. Declining levels of religiosity produced mixed results for Indians living in Britain, when compared to Asian Indians, indicating that: attendance at a religious institution is not akin to viewing religion as an important aspect of daily life, a diversity of religiosity determined consumer behaviours across the Indian sample groups, and religion is an acculturation agent. The research, however, is limited owing to the small sample group and the need to maintain cross‐cultural methodologies.

Marketing practitioners should recognise the importance of religion in culture in Eastern cultures, while in Western cultures they should focus on the centrality and the need to use consumption to maintain the individual's sense of individuality.

The purpose of this article was to investigate the employee perceptions of diversity management and employee performance. To achieve this, employee respondents’ perceptions and perspectives have been tested, and findings are discussed.

To address this study's purpose, survey data were collected from 250 employees of two organizations in the United Arab Emirates (UAE). Data were analyzed by age, gender and nationality for two variables: diversity management and employee performance.

Results showed that respondents perceived an improvement in employee performance when diversity was managed for employees of different age groups, females/males working together and a workplace composed of employees from various nationalities.

The implication of this limited study is that further studies on the perception of diversity management for employee performance in the Middle East region needs to be conducted. The social implication is that organizational leaders can initiate diversity management to improve employee performance. The research is limited by the geographical context and access to the collection of data during the COVID-19 pandemic.

The implication of this limited study is that further studies on the perception of diversity management for employee performance in the Middle East region needs to be conducted. The social implication is that organizational leaders can initiate diversity management to improve employee performance.

The contribution to academic knowledge from this research is two-fold: findings from a novel study conducted in the Middle East evidenced diversity management improved perceptions of employee performance. The value of the study for praxis is to incorporate employees' belief in diversity management for its potential to improve employee performance.

The conceptual foundations of performance measurement and management (PMM) are predominantly rooted in control systems research. However, the appropriateness of this paradigm for volatile and uncertain environments has been questioned. This paper explores whether grounding PMM in social systems theory and viewing uncertainty from an organisational behaviour perspective provides new insights into the PMM theory–practice gap.

A framework, rooted in social systems theory and practice theory, is created that describes how organisational behaviour shapes the social processes associated with organisational change. Semi-structured interviews of 35 people from 16 organisations coupled with thematic analysis are employed to identify the organisational behavioural characteristics that influence how PMM is executed in practice. PMM is then reconceptualised from the perspective of this social systems-based framework.

This investigation proposes (1) performance management is concerned with elements of PMM-related practices open to flexible interpretation by human agents that change the effectiveness of organisational practices, whereas performance measurement is concerned with elements of PMM-related practices not open to interpretation but deliberately reproduced to provide a consistent comparison with the past; (2) the purpose of PMM should be to achieve organisational effectiveness (OE) and (3) the mechanisms underlying performance management and performance measurement are social intervention and embeddedness, respectively.

This first social systems perspective of PMM advances the development of PMM's theoretical foundations by providing a behaviour-based interpretation of, and framework for, PMM-mediated organisational change. This competing approach has strong links to practice.

Current research remains unclear on what factors contribute to cross‐functional team (CFT) success. Thus, the primary purpose of this investigation is to examine internal factors of the team (namely internal team environment, shared leadership, and cohesion) and the influence of each factor on CFT effectiveness.

Structural equation modeling is used to empirically examine the data collected from an undergraduate student sample. Teams worked competitively on a complex task requiring functional area expertise.

Results from the study indicate internal team environment influences effectiveness through shared leadership and cohesion as found in other forms of teams. However, unique to CFTs, internal team environment is not directly related to effectiveness, and shared leadership does not directly influence cohesion. The findings suggest that in CFTs, internal team environment indirectly influences effectiveness.

The findings of this study can be used to expand current models of CFT effectiveness. Additionally, by examining the internal dynamics of the team (e.g. internal team environment) researchers will be better able to account for the previous vast differences found in CFT outcomes.

Managers interested in influencing team effectiveness are encouraged to focus on the internal dynamics of CFTs. To indirectly influence team effectiveness managers should insure teams establish a clear purpose and that members support one another and feel comfortable making contributions to the team.

This investigation offers understanding of how CFTs can be structured to influence effectiveness and provides insight into previously inconsistent findings. Both researchers and managers will benefit from an enhanced understanding of how internal factors uniquely influence CFT effectiveness.

Synthesizing from the institutional theory and social network theory, this study investigates factors influencing green innovation performance in new ventures.

The findings show that the dimensions of internal social network; heterogeneous network and tie strength have significant positive effects on proactive environmental strategy based on a sample of 300 new ventures in China.

The results further support the mediating role of proactive environmental strategy on internal organizational networks and green innovation performance of new ventures. The study further investigated the moderating role of the regulatory quality as a dimension of institutional environment in China. The results show that the regulatory quality positively moderates the relationship between proactive environmental strategy and green innovation performance. Policy and managerial implications are further discussed.

Over the past 20 years, green innovation has increasingly attracted the attention of policymakers and scholars. However, most studies have focused on mature ventures, and little attention has been given to how newly established ventures attain green innovation performance.

Scenarios are cognitive aids for thinking about the future in a sustained and disciplined manner. Because scenarios must be facilitated, scenarios must be considered in the context of their practice. In the strategic management literature, there has been a considerable conversation on the practical difference between “hot” and “cold” cognition. Thinking in this conventional literature demonstrates how the facilitators of scenario planning workshops establish and channel the productive cognition of their clients away from hot cognition and toward cold cognition. But how? As a thought experiment, we examine whether the sociological concept of “emotional labor” helps explain the cognition management of clients by facilitators during scenario planning. We end by considering how a deeper practical understanding of emotional labor might help facilitators identify mechanisms and adapt their tools to better manage the cognitive-affective dimensions of scenario planning in practice.

This article sets out to investigate the relationship between performance management systems (PMSs) and knowledge in public universities. In particular, this paper intends to verify how different choices related to PMS affect the nature of knowledge, in terms of the well‐known tacit vs explicit dichotomy.

The empirical focus is on the recent PMS changes that have been developing in the “modernisation agenda” of the Italian public sector. In particular, 15 case studies of PMS design in Italian universities are presented. The interpretation of the results is based on the Simon's theoretical framework related to the four levers of control.

Results show how PMSs (in the different forms presented in the universities’ evaluation plans) could represent an important social tool to facilitate the management of organizational knowledge, combining explicit and tacit forms of knowledge.

This paper tackles a topic neglected in the knowledge management literature, aiming to open up a discussion on the possible interconnections between PMSs and knowledge in the public arena.