Search results

Previous research suggests that negotiation style and conflict management strategies are influenced heavily by cultural factors. In the case of the Chinese, findings have largely produced stereotypical views about their behavior, but the authors argue that this position is becoming increasingly blurred in the global economy.

Data were collected using participant observation during negotiations of a free-trade agreement between China and Australia followed by in-depth interviews with Chinese delegates.

Consistent with Confucianism and a Taoism-based value system, there was evidence of strong cultural influence on conflict management approaches. Two a priori Chinese strategies were evident – avoidance and accommodating, with five tactics. However, contrary to previous research, the authors found use of two conflict management strategies normally associated with a western approach – competing and compromising, with five associated tactics.

Chinese negotiators are knowledgeable and capable of adopting western negotiation strategies and tactics. The authors advise managers involved in international negotiations with Chinese managers to be cautious when relying on historical stereotypical assessments and to think differently about the emerging Chinese negotiator.

Few published negotiation studies involve real negotiations based on actual observations, particularly in an international setting. Contrary to many published studies, we demonstrate that conflict management approaches used by Chinese negotiators have evolved into a blend of traditional Chinese and western styles.

Drawing on the job demands-resources (JD-R) model, this study aims to examine which job demands individuals with diagnosed mental illness perceive to be most challenging as they navigate the workplace, why this is the case and which resources individuals tend to mobilize to meet these demands.

The authors draw on 257 qualitative surveys filled out by individuals with mental illness in various parts of the world.

The findings show that job demands that are common in today's workplace such as a high workload and a stressful environment are considered challenging by individuals with mental illness. Further, the authors show that this is the result of the ideal worker norm consisting of the need to be a steady performer that is confident, resilient and social with which the performer cannot comply on the one hand and the particularities of this population, such as performers' self-perceived low self-esteem, sensitivity to stress, fluctuating symptoms and difficulties with the social aspects of organizational life on the other hand.

The study points to the unique challenges of individuals with mental illness in the workplace and highlights the role human resource management (HRM) can play in providing support to allow this population to meet the demands of one's job more easily and thrive at work.

Marketing and Strategy.

BA level.

The case deals with IKEA’s unique service experience, and the company’s plans to expand into India. The question that is dealt with primarily is, “Can IKEA successfully introduce and adapt its service experience to the Indian market”. IKEA’s service experience is critically explored, as well as the concept of “service” in India.

After studying the case, it is expected that students will have a better understanding of what is a “service experience”, as well as how it can give a company a competitive advantage. It is also expected that students will have a better understanding of the retail market and consumer behavior in India.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 8: Marketing.

The purpose of this paper is to investigate how small manufacturing firms develop and manage relationships with global suppliers and distributors. In so doing the authors aim to contribute to knowledge about SMEs and supply chain management (SCM).

The authors conducted 12 in-depth case studies of SME final assemblers of machinery in the French farm equipment sector.

The most effective form of global supply chain governance used by successful SMEs is informal networks involving managers in similar complementary firms, which serve to concatenate links with foreign suppliers and distributors.

The principal limitation of this research is that it is specific to one sector and therefore questions of transferability are raised.

The important implication for managers in manufacturing SMEs is that links with other complementary local firms in the same sector need to be developed, leveraged and valued.

The originality of this case research is that the authors draw on inter-organisational boundaries, power asymmetries and network governance to develop a conceptual framework for the study of SMEs and global supply chains. By focusing on the perceptions of boundary-spanning managers, the authors show how, in circumstances of demand uncertainty, soft network governance is an effective strategic choice.

The purpose of this paper is to explore post-Bolian reflexive theatre-based learning (TBL) theory and practice, in conjunction with meta-language and learning from experiences to address the gaps and silos between top-level macro strategy planning and operational micro-management on-going challenges in a contemporary new public management (NPM) major organizational change context.

An investigation was carried out over three months at a major French utility in a praxis-related action research context (PRAR). TBL formats, i.e. “improvisational wrestling” and “improvisational cabaret”, were adapted and put into practice.

A reflective process in which participants developed an enhanced sense of ownership and interest in the targeted organizational structure was developed. It allowed for collectively created contextual in-house knowledge, innovative practices and tools that supported the change initiative.

The main limitation of this research is that it is case-based, restricting the generalizability of its findings. Future research could examine the general validity of improvisational TBL forms and the way they can contribute to the creation of participatory innovation oriented corporate cultures. Also, an interesting research question would be to investigate how organizations, once having undertaken NPM initiatives, can continue nurturing a collaborative practice-based organizational culture over the long-haul, showing a clear need for longitudinal studies.

The present initiative and case study was deemed as successful by all stakeholders, and the programme of engaged change management sustainable and self-reinforcing.

This study extends the knowledge of the role of arts in enhancing organizational reflection. To the best of the knowledge, the TBL formats employed have never been used previously in PRAR. The paper builds links between organizational management, knowledge creation and micro-level organizational innovation. It fills a research gap concerning the content and the practices enabling innovation processes. Last but not the least, this study builds an actionable and replicable (yet not generalizable) framework based on reflexive theatre techniques as a novel learning approach in knowledge production in public sector enterprises undergoing a major organizational change.