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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014704. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb014704. When citing the article, please cite: C. John Langley, Jr., David P. Carlisle, Stephen B. Probst, Donald F. Biggs, Roy E. Cail, (1988), “Microcomputers as a Logistics Information Strategy”, International Journal of Physical Distribution & Materials Management, Vol. 18 Iss: 6, pp. 11 - 17.
C. John Langley, David P. Carlisle, Stephen B. Probst, Donald F. Biggs and Roy E. Cail
Study teams, including industry representatives, themselves experienced in the use of microcomputers in logistics, report on a survey of such use.
This article analyses value preferences and basic cultural behavioural patterns in two fairly diverse countries/societies: Britain and Yugoslavia. It is, from the very outset…
Abstract
This article analyses value preferences and basic cultural behavioural patterns in two fairly diverse countries/societies: Britain and Yugoslavia. It is, from the very outset, assumed that both countries are undergoing a period of significant social changes, both political and social. The UK is introducing the policy of devolution with significant constitutional changes pending, while the Yugoslav society is recovering from the conflict in the area, economic slowdowns and is searching for its new identity. Due to long‐standing British interests in the Balkans, the attractiveness of a virtually unpenetrated Yugoslav market and the vast opportunities for investment pending the solution of political crises in the Balkans, it is expected that British investors, companies and entrepreneurs will be interested in establishing business links in Yugoslavia, and therefore it is more than useful to analyse basic cultural patterns of both societies, expressed through public opinion polls and informal exchange of opinions (used only in anecdotal manner). It is concluded that although both societies are shaped in the dominant European manner, there are also many differences between them, but none of them so significant as to pose an obstacle to a successful business co‐operation.
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Georg Hauer, Nadine Naumann and Patrick Harte
The purpose of this study is to investigate the influence of digital transformation on the intersection of marketing and sales departments.
Abstract
Purpose
The purpose of this study is to investigate the influence of digital transformation on the intersection of marketing and sales departments.
Design/methodology/approach
This area has received little attention in academic literature while considerable amount of research exists surrounding the marketing and sales integration, the influence of the trend of digital transformation on both departments and how it affects their collaboration is not investigated in-depth and is therefore studied by qualitative research via semi-structured interviews in six German organizations.
Findings
By considering the findings the collaboration between the marketing and sales departments in German organizations is perceived as good. However, generation-related conflicts occur due to different demographic structures of employees. The study provides evidence that the digital transformation affects the marketing and sales integration and thus, the overall organizational performance.
Originality/value
Moreover, it is crucial that organizations face the challenges that occur in terms of interdepartmental relationships and be aware of the huge potentials which arise due to digital transformation to improve the marketing and sales collaboration.
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Gloriana St. Clair and Rose Mary Magrill
Anyone who has tried to review studies relating to use of academic libraries may argue that a great deal of research exists on college students and how they use their libraries…
Abstract
Anyone who has tried to review studies relating to use of academic libraries may argue that a great deal of research exists on college students and how they use their libraries. Studies of reading habits and library use among college students have been appearing for more than fifty years, and the diligent student can compile an impressive bibliography of these studies. In spite of all we have learned about student interaction with library resources, there is still much we do not know.
Miha Škerlavaj, Catherine E. Connelly, Matej Cerne and Anders Dysvik
The belief that knowledge actually expands when it is shared has been deeply rooted in the mainstream knowledge management literature. Although many organizations and managers…
Abstract
Purpose
The belief that knowledge actually expands when it is shared has been deeply rooted in the mainstream knowledge management literature. Although many organizations and managers expect employees to share their knowledge with their colleagues, this does not always occur. This study aims to use the conservation of resources theory to explain why employees who experience greater time pressure are more likely to engage in knowledge hiding; it further considers how this behavior may be moderated by these employees’ prosocial motivation and perspective taking.
Design/methodology/approach
The paper uses quantitative multi-study research design as a combination of two-wave field study among 313 employees at an insurance company and a lab experimental study.
Findings
In the field study (Study 1), the authors find that perceived time pressure is positively related to knowledge hiding. Furthermore, this relationship is moderated by prosocial motivation: employees who perceive greater time pressure hide knowledge only when they are low in prosocial motivation. An experiment (Study 2) replicates these findings, and finds that perspective taking mediates the moderating effect of prosocial motivation on the relationship between time pressure and knowledge hiding.
Research limitations/implications
Despite its many contributions, the present research is also not without limitations. Study 1 was a cross-lagged sectional field study with self-reported data (although the two-wave design does help alleviate common-method-bias concerns). Causality concerns were further alleviated by using additional experimental study.
Practical implications
The paper highlights important reasons why people hide knowledge at work (because of experienced time pressure) as well as identifies two interlinked potential remedies (prosocial motivation and perspective taking) to reduce knowledge hiding.
Originality/value
This paper contributes to expanding nomological network of knowledge hiding construct by extending the set of known antecedents and contingencies.
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Leila A. Halawi, Richard V. McCarthy and Jay E. Aronson
Knowledge management (KM) has emerged as a strategy to improve organizational competitiveness. Our purpose is to identify the relationship between KM and the firm's competitive…
Abstract
Purpose
Knowledge management (KM) has emerged as a strategy to improve organizational competitiveness. Our purpose is to identify the relationship between KM and the firm's competitive advantage.
Design/methodology/approach
We review the existing literature on KM and strategy formulation. We utilize the resource‐based view approach as a lens for fitting KM with strategic planning. The concept of strategy and KM integration is introduced.
Findings
We relate KM strategies to business strategy through a thorough review of the literature.
Research limitations/implications
Future research should investigate the circumstances under which KM can create a sustainable competitive advantage within the framework of the RBV. Another area involves the investigation of the degree of integration between the competitive strategy and KM strategy.
Practical implications
A very useful source of information for practitioners to refine their thinking about KM and the firm strategic resources. It offers the practitioner a framework for understanding strategy concepts while illustrating how we can derive business results from KM.
Originality/value
This paper offers practical help for corporate executives and practitioners embarking in a KM initiative or program.
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Tomas Palaima and Aelita Skaržauskienė
Effective decision making and learning in a world of growing dynamic complexity requires leaders to become systems thinkers – to develop tools to understand the structures of…
Abstract
Purpose
Effective decision making and learning in a world of growing dynamic complexity requires leaders to become systems thinkers – to develop tools to understand the structures of complex systems. The paper aims to clarify the relationship between systems thinking and leadership performance. The relevance of systems thinking as a competence was disclosed in the context of leadership in the complex world.
Design/methodology/approach
The paper followed a quantitative research approach. First, exploratory factor analysis was employed to assess dimensionality of scales. Second, relationships between variables were explored using Spearman's correlation. Third, multiple linear regression was run to test the hypothesized model of relationships. The total sample of 201 consists of subsamples in two industries: retail trade (103 respondents) and manufacturing (98 respondents).
Findings
Based on the analysis and synthesis of the scientific literature, a conceptual model of relationship between intelligence competencies (such as systems thinking) and leadership performance is developed. The theoretical model is supported by empirical evidence from the two industries perspectives: the paper compares the impact of systems thinking on leadership performance in manufacturing and retail trade enterprises. Correlational and regression analyses revealed that systems thinking was associated with higher leadership performance.
Research limitations/implications
Because of the chosen research approach, the research results may lack generalizability. First, the model was tested empirically only in two industries: in retail trade and in manufacturing. Second, the sample of this research was limited only to national level, therefore there is no possibility to compare results across different countries. In order to generalize the research findings, further research should include more companies from different industries.
Practical implications
The paper discloses the benefits of systems thinking in organization and includes implications for the development of systems thinking and other leadership competencies.
Originality/value
This paper establishes a link between systems thinking and leadership performance. Theoretical insights that systems thinking is most important dealing with conceptual strategic problems of an organization were confirmed empirically.
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Meera Komarraju, Stephen J. Dollinger and Jennifer L. Lovell
This study aims to examine the role of horizontal and vertical individualism‐collectivism in explaining conflict management styles. Design/methodology/approach – A total of 640…
Abstract
Purpose
This study aims to examine the role of horizontal and vertical individualism‐collectivism in explaining conflict management styles. Design/methodology/approach – A total of 640 respondents completed the Rahim Organizational Conflict Inventory‐II (ROCI‐II, Form C) designed to assess five conflict management styles and the individualism‐collectivism (I‐C) scale designed to assess the vertical and horizontal aspects of individualism‐collectivism. Findings – Correlation and regression analyses provide support for a conceptual fit between cultural dimensions and conflict management styles. Horizontal and vertical aspects of individualism‐collectivism explained 5‐20 percent of the variance in the various conflict management styles. Specifically, individuals displaying an individualist orientation (horizontal and vertical) tended to give greater importance to satisfying personal needs and preferred a dominating style, rather than an obliging or avoiding style. In contrast, collectivists (horizontal and vertical) seemed more likely to sacrifice personal needs for the sake of the group and preferred an integrating style. Further, horizontal collectivists were more likely to prefer an obliging style and vertical collectivists an avoiding style of conflict management. Research limitations/implications – Generalization is limited to college student samples from the USA. Practical implications – Organizations could provide training programs to sensitize employees to their specific cultural orientations and their preferred conflict management styles. In addition, employees could learn to switch between styles depending on the situation, issue, or relationship within which the conflict is taking place. Originality/value – Highlights the importance of sensitizing employees to their cultural orientation and preferred conflict management style; raises the possibility of training them to develop alternate styles.
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Felicity Joslin, Lea Waters and Paul Dudgeon
This study aims to test the relationship between two measures of sociocultural adjustment (perceived acceptance and work standard) with work attitudes and behavior and with…
Abstract
Purpose
This study aims to test the relationship between two measures of sociocultural adjustment (perceived acceptance and work standard) with work attitudes and behavior and with psychological distress following an internal merger of two previously distinct working groups within the one business.
Design/methodology/approach
A field study, using a cross‐sectional design, was used to assess the reactions of 250 employees (host employees=170; relocated employees=80) who had undergone an internal merger within a communications company.
Findings
Perceived acceptance and work standards following the merger were significantly related to work attitudes and behavior for both the host and the relocated employees. There was no direct relationship between perceived acceptance and work standards with psychological distress. However, work attitudes and behavior were found to mediate the indirect effect of perceived acceptance and work standards on psychological distress.
Research limitations/implications
The findings must be considered within the limitations of the study which include the use of a cross‐sectional design and testing within one business setting.
Practical implications
The research suggests that ensuring that employees from both pre‐merger groups are assisted in feeling accepted in the new culture and that both groups are giving support and resources to maintain work standards are important factors in managing post‐merger integration.
Originality/value
The study is the first to empirically test Berry's concepts of sociocultural adjustment, neutrality and asymmetry within an internal business merger.
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