The opportunity for mutual benefit across Europe to develop low‐cost MCM technologies arose from recognition of the scientific skills and design and prototyping…
The opportunity for mutual benefit across Europe to develop low‐cost MCM technologies arose from recognition of the scientific skills and design and prototyping capabilities in organic and inorganic circuits in countries of Central Europe. As a result, the leading research institutions and small/medium‐size enterprises of Hungary, Romania and Slovenia together with relevant institutions of the UK and Belgium proposed and received approval for a European Union INCO‐Copernicus project “Cheap multichip models” to establish fast prototyping low cost multichip module (MCM) technology facilities. The project commenced in May 1997.
– The purpose of this paper is to bridge the theory of organisational identity and the practice of HR management.
The purpose of this paper is to bridge the theory of organisational identity and the practice of HR management.
This conceptual paper starts from the fundamental questions about employees ' defining-self in workplaces. Specifically, this paper examines the organisational identity by adopting a process model of sensemaking which assumes a dynamic cycle between the sensebreaking and sensegiving activities. Based on this, this paper develops and provides a practical framework for HR practitioners and a theoretical implication for academic researchers.
The author introduces the concept of identity gaps, a relatively under researched area in the social identity literature and HR management. Then, three types of identity gaps are identified: individual-individual gaps, organisational-organisational gaps, and individual-organisational gaps. Based on this categorization, this paper shows the matching HR practices for each type one by one.
Today ' s practices of HR seem to underestimate the importance of employees ' activities of defining self-identities even though academic research on employees ' identity is flourishing. By providing clear and structured framework for managing employee ' s identity, this paper can bridge the theory of identity and the practice in HR management.
The institution of food and cookery exhibitions and the dissemination of practical knowledge with respect to cookery by means of lectures and demonstrations are excellent things in their way. But while it is important that better and more scientific attention should be generally given to the preparation of food for the table, it must be admitted to be at least equally important to insure that the food before it comes into the hands of the expert cook shall be free from adulteration, and as far as possible from impurity,—that it should be, in fact, of the quality expected. Protection up to a certain point and in certain directions is afforded to the consumer by penal enactments, and hitherto the general public have been disposed to believe that those enactments are in their nature and in their application such as to guarantee a fairly general supply of articles of tolerable quality. The adulteration laws, however, while absolutely necessary for the purpose of holding many forms of fraud in check, and particularly for keeping them within certain bounds, cannot afford any guarantees of superior, or even of good, quality. Except in rare instances, even those who control the supply of articles of food to large public and private establishments fail to take steps to assure themselves that the nature and quality of the goods supplied to them are what they are represented to be. The sophisticator and adulterator are always with us. The temptations to undersell and to misrepresent seem to be so strong that firms and individuals from whom far better things might reasonably be expected fall away from the right path with deplorable facility, and seek to save themselves, should they by chance be brought to book, by forms of quibbling and wriggling which are in themselves sufficient to show the moral rottenness which can be brought about by an insatiable lust for gain. There is, unfortunately, cheating to be met with at every turn, and it behoves at least those who control the purchase and the cooking of food on the large scale to do what they can to insure the supply to them of articles which have not been tampered with, and which are in all respects of proper quality, both by insisting on being furnished with sufficiently authoritative guarantees by the vendors, and by themselves causing the application of reasonably frequent scientific checks upon the quality of the goods.
Presents a case description of a non‐profit educational agency whoseorganizational culture is based on the feminist values of caring, voiceand self‐reflection. Grounded…
Presents a case description of a non‐profit educational agency whose organizational culture is based on the feminist values of caring, voice and self‐reflection. Grounded theory analysis of intensive interviews, focus groups, observations and organizational documents reveals how these values are embodied in the organization′s management practices and change processes. The case strongly suggests that a commitment to feminist values can prove highly generative of a wide range of desirable organizational competences.
The whaanau/support selection interview is a distinctively New Zealand example of bringing cultural diversity into organizations by changing human resource management…
The whaanau/support selection interview is a distinctively New Zealand example of bringing cultural diversity into organizations by changing human resource management (HRM) practices. Aims to advocate the possibilities of the whaanau/support process, to discuss its problems, and to suggest future research directions. Draws on the perspectives of HRM practitioners to present three case studies which analyse the use of the whaanau/support process in terms of specific organizational objectives.
Changes in the traditional values, institutional context, and choice of change programs are currently shaping the postmodern science and practice of organization…
Changes in the traditional values, institutional context, and choice of change programs are currently shaping the postmodern science and practice of organization development (OD). These changes manifest themselves in powerful new value orientations, intervention frameworks, and practices that challenge OD's long-held beliefs in ethical and justice-based treatment. In this effort, traditional and new paradigm ethical dilemmas are explored, as well as their relationship to four postmodern practices and five emergent intervention techniques. Components of distributive, procedural, and interactional justice are explained relative to change management programs generally, and to emergent techniques specifically. Published case illustrations are used to depict new paradigm ethical dilemmas and opportunities to create a “just change.”
As a fascinating concept, the term of organizational memory attracted many researchers from a variety of disciplines. In particular, the content of organizational memory, which involves declarative and procedural memory, found broad research interest in the management literature. Nevertheless, there is sparse research in the management literature on the emotional content aspect of organizational memory. Emotional memory is a less obvious aspect of the organizational memory and should be conceptualized, defined and investigated to enhance the literature on the organizational memory. The purpose of this study is to: define and establish the characteristics of organizational emotional memory; discuss the process of emotional memory in organizations such as how emotional memory can be developed and retrieved, and where it can be stored in organizations; and develop arguments regarding the roles of emotional memory in organizations to enhance the current theory on organizational memory.
This study reviews a variety of literature on the organizational memory and emotions.
This study demonstrated that emotional memory of organizations influences their routines, beliefs and procedures, and management should consider the past emotional experience of organizations to be more innovative.
By introducing the emotional memory process in organizations, this study helps managers to control, regulate or manipulate the recollections of past emotional events to perform effectively.
This study offers a contribution to the management literature by identifying the emotional memory concept and its processes, and presenting a model of interrelationships among emotional memory, declarative and procedural memory. In particular, this study adds new insight to the literature on the emotional life of organizations and offers literature a tool for both understanding and theorizing about emotion in organizations by making emotional memory concept explicit in a multidisciplinary understanding of organizational phenomena, and by providing a framework to clarify how we might conceptualize emotional memory.
Interest in spirituality in business has been growing recently. This paper tries to explain such growth of interest through the application of Maslow’s hierarchy of needs…
Interest in spirituality in business has been growing recently. This paper tries to explain such growth of interest through the application of Maslow’s hierarchy of needs to the social level. As the industrial revolution evolved, economic prosperity and stability spread to a majority of people in developed countries. These societies as a whole were then able to shift from concerns primarily about survival and security to concerns of higher order needs, such as social, esteem, and self‐actualization needs. As people throughout a society are increasingly able to trust that their lower needs will be met, they increasingly and naturally begin to explore their higher order needs. This can explain many recent phenomena in business, such as workers seeking more than money from work, increasing empowerment and participation, and the many recent books, conferences, and practices about spirituality, sustainability, and other such issues as they relate to business.
Osaka, with roots historically as deep as the Japanese state itself, reached what Hall refers to as a “golden age” first (Hall, 1998), only to be surpassed in the later…
Osaka, with roots historically as deep as the Japanese state itself, reached what Hall refers to as a “golden age” first (Hall, 1998), only to be surpassed in the later 19th and 20th centuries by Tokyo, a backwater fishing village until the 17th century. Differences between Tokyo and Osaka begin with the function of each city, the physical structures, economic bases, and political practices of which all interacted to create the urban fabric into which the Korean migrants moved.