bluuebunny/crossref_metadata_2025_split huggingface dataset:
Food production and the growth of manufacturing: the case of Tanzania
Authors: Grabowski Richard 
Published: September 2016

Purpose
The purpose of this paper is to analyze the impact that slow growth in staple food productivity can have on the process of structural change and, more importantly, on the development of labor intensive industry.

Design/methodology/approach
A theory of a semi-open economy is developed to analyze the role of staple food productivity on structural change. A case study is used to illustrate the workings of the model.

Findings
Slow growth in food staple productivity will mean that even when labor is physically abundant, it will not be economically cheap. Thus it will be extremely difficult to promote the expansion of labor intensive manufacturing. The key to rapid structural change is rapid growth in food staple productivity.

Practical implications
Investment in raising agricultural productivity is critical in the development of labor intensive manufacturing.

Social implications
Rapid growth can occur without leading to structural change. The bulk of the population remains locked in the rural sector.

Originality/value
The food sector is shown to be largely non-tradable. As a result solving the food problem domestically is crucial for structural change and economic development. Labor intensive manufacturing needs relatively cheap labor. For labor to be cheap, agricultural productivity (food staples) must rise rapidly.
Knowledge transfer in knowledge-intensive organizations: the crucial role of improvisation in transferring and protecting knowledge
Authors: Krylova Ksenia O. , Vera Dusya , Crossan Mary 
Published: September 2016

Purpose
This paper aims to answer the question: how do knowledge workers’ improvisation processes promote both knowledge transfer and protection in knowledge-intensive organizations (KIOs)? A model is proposed identifying how effective improvisation can strengthen the effect of four specific knowledge transfer mechanisms – an experimental culture, minimal structures, the practice of storytelling and shared mental models – on knowledge transfer inside the organization and knowledge protection outside of it.

Design/methodology/approach
The paper builds on a knowledge translation perspective to position improvisation as intrinsically intertwined with knowledge transfer and knowledge protection.

Findings
Improvisation is proposed as the moderating factor enhancing the positive impact of an experimental culture, minimal structures, storytelling practice and shared mental models on knowledge transfer and knowledge protection.

Practical implications
The paper argues against a “plug-and-play” approach to knowledge transfer that seeks to replicate knowledge without considering how people relate to the routines and the context and highlights to leaders of KIOs the importance of developing awareness, understanding and motivation to improvise to internalize new knowledge being transferred and to create imitation barriers.

Originality/value
The paper proposes that KIOs’ success in transferring and protecting knowledge emerges not directly from formal knowledge transfer mechanisms but from knowledge workers’ improvisation processes.
How transactive memory systems relate to organizational innovation: the mediating role of developmental leadership
Authors: Kwon Kibum , Cho Daeyeon 
Published: September 2016

PurposeThe purpose of this paper is to explore the relationship between transactive memory systems and organizational innovation. Several recent studies have discussed the positive relationship between these two entities. Yet, very few studies have demonstrated how transactive memory systems are related to leadership and innovation. This study investigates this tripartite relationship, finding that developmental leadership exerts a mediating effect on the relationship between transactive memory systems and organizational innovation.Design/methodology/approachIn examining this relationship, 224 participants from an electronics company in South Korea were surveyed. Structural equation modeling was used to enable the identification of simultaneous interactive relationships among the three research variables.FindingsContrary to previous research results, transactive memory systems were found not to be significantly related to organizational innovation. Results also indicated that transactive memory systems comprise a statistically significant variable that influences developmental leadership. Subsequently, developmental leadership can be considered to be a valid construct in predicting organizational innovation; it can also be seen to fully mediate the relationship between transactive memory systems and organizational innovation.Originality/valueThese results have theoretical and managerial implications. As transactive memory systems do not always precede organizational innovation, knowledge of “who knows what” is not enough to ensure innovative performances. To accelerate organizational innovation, intentional managerial interventions such as developmental leadership are accordingly necessary.
Understanding knowledge creation in the context of knowledge-intensive business processes
Authors: Little Todd A. , Deokar Amit V. 
Published: September 2016

PurposeThis paper aims to investigate knowledge creation in the context of knowledge-intensive business processes (KIBPs) and seeks to identify the challenges and opportunities associated with this phenomenon.Design/methodology/approachThis study used a grounded theory approach to develop a framework based on 30 interviews across three different types of organizations.FindingsThe findings argue knowledge creation in the context of KIBP is negatively influenced by the lack of support for process-competency requirements within knowledge-intensive (KI) processes. These process-competency requirements center on the ability to effectively engage with the process, develop reasoning skills to handle KIBP and gain a higher-level perspective of the KIBP within the organization.Practical implicationsFor practitioners, the opportunity exists to explore their organizational influences on the process-competencies to reduce the negative impact of any gaps identified within their KIBPs.Originality/valueAlthough previous studies explore knowledge creation in a broad sense, this paper examines the phenomenon specifically within the context of KIBPs and analyze the potential for organizations to enhance their knowledge creation initiatives in this context.
Understanding researchers’ strategic behaviour in knowledge production: a case of social science and nanotechnology researchers
Authors: Zalewska-Kurek Kasia 
Published: September 2016

Purpose
This paper seeks to understand the strategic behaviour of researchers when producing knowledge in two scientific fields – nanotechnology and social sciences.

Design/methodology/approach
The author conducted semi-structured interviews with 43 researchers to analyse the needs for strategic interdependence (resource-sharing) and for organisational autonomy (decision-making) in knowledge production. When aligned, these two concepts form three modes of behaviour: mode1, mode2 and mode3.

Findings
The empirical study results show that, besides well-studied differences in various publications, there are large behaviour differences between social science and nanotechnology researchers. While nanotechnology researchers’ behaviours are mostly in mode3 (sharing resources; highly autonomous), social science researchers’ behaviours tend to be in mode1 (highly autonomous; no need to share resources).

Practical implications
This study delivers an understanding of the differences in the strategic behaviours of researchers in different scientific fields. The author proposes managerial interventions for research managers – university and research group leaders.

Originality/value
While most studies that compare scientific fields look at knowledge production outcomes, the author analyses conditions that differentiate these outcomes. To this end, the author compares individual researchers’ behaviours in different fields by analysing the need for collaboration and the need for autonomy.
Shifting the paradigm: reevaluating resistance to organizational change
Authors: Mathews Brandon , Linski Christopher M. 
Published: September 2016

Purpose
The purpose of this paper is to challenge the existing paradigm of resistance to organizational change by offering a novel, interdisciplinary perspective. More specifically, this paper seeks to detach from traditional formulations of resistance to change and introduce a new paradigm, reevaluating resistance through the Good Lives Model (GLM) and the concept of Primary Human Goods (PHG).

Design/methodology/approach
This conceptual paper uses contemporary literature on resistance to organizational change to make the case that the existing paradigm is one of negativity and deficiency. The authors define resistance, as currently formulated, subsequently offering a new perspective through the GLM. The etiological underpinnings of the model are provided and the concept of PHG is defined to illustrate relevance in reevaluating resistance to change.

Findings
The paper illustrates that resistance behaviors are not individual problems of employees, which must be overcome for successful change. Rather, resistance behaviors are the manifestation of disruptions to the achievement of PHG. Moreover, the paper demonstrates the pursuit of PHG is an innately positive, human activity that change strategies should take into account. The Dialogic Organization Development approach is also integrated as a means to uncover priority goods and disruptions that may impact them.

Originality/value
The paper provides a novel reevaluation of resistance to change through the interdisciplinary application of the GLM and PHG. Further, the paper uses the model to integrate several fundamental theories of human motivation into one cohesive, consistent framework.
Employees’ emotions in change: advancing the sensemaking approach
Authors: Helpap Sevda , Bekmeier-Feuerhahn Sigrid 
Published: September 2016

PurposeOrganizational changes are emotionally charged processes, and scholarly research has increasingly emphasized the impact of employee emotions on successful change management. This impact has rarely been considered in light of approaches focussing on employee sensemaking. To address this critical gap, the purpose of this paper is to combine the model of enacted sensemaking with insights from the Affect Infusion Model.Design/methodology/approachTo test the model, the authors surveyed 261 employees with a vignette study and performed structural equation modeling on the results.FindingsThe findings reveal that emotions significantly affect employees’ level of psychological resources, particularly change commitment, efficacy, and expectations. Furthermore, change commitment and efficacy are significant predictors of resistance intention, which confirms (to an extent) the validity of enacted sensemaking, and these factors mediate the relationship between employees’ emotions and their resistance intentions.Research limitations/implicationsThis study focussed on the early stages of a change initiative. Therefore, the authors only considered employee assessment at one point in time.Practical implicationsThis model has managerial utility for explaining how employees’ resistance intention regarding change is influenced by employees’ emotions and their psychological resources.Originality/valueThe results broaden the horizons because they suggest a model of “emotionally primed” enacted sensemaking for employees during organizational change by offering a new theoretical framework (enacted sensemaking and substantive processing) and a new methodological approach (quantitative vignette study).
Identity formation and strategy development in overlapping institutional fields
Authors: Hassink Jan , Grin John , Hulsink Willem 
Published: September 2016

PurposeCare farming is an underexplored example of agricultural diversification. In their process of diversification, care farmers are newcomers to the healthcare sector, facing high entry barriers and lacking the skills required to build a solid and legitimate presence in this new domain. Changes in the care regime have provided opportunities for new players, like regional organizations of care farmers, to gain access to care budgets. The purpose of this paper is to describe and analyze how strategies designed to establish regional organizations of care farms with similar access to institutional resources unfold and are translated into entrepreneurial behavior, organizational identity and legitimacy, and help provide access to care budgets.Design/methodology/approachUsing entrepreneurship, identity formation and legitimacy building as guiding concepts, the authors interviewed stakeholders and analyzed activities and documents to gain a broad perspective with regard to the organizations, skills and activities.FindingsThe authors identified two types of regional care farm organizations: a cooperative and a corporate type. While the corporate type clearly exhibited entrepreneurial behavior, leading to a trustful and appealing organizational identity, substantial fund-raising and an early manifestation of institutional and innovative legitimacy in the care sector, the cooperative type initially lacked entrepreneurial agency, which in turn led to a lack of legitimacy and a slow development toward a more professional market-oriented organization. Manifesting entrepreneurial behavior and strategically aligning the healthcare and agricultural sectors, and building up both institutional and innovative legitimacy in the care sector proved to be crucial to the successful development of regional organizations of care farms. This study contributes to existing literature by exploring relationships between entrepreneurial and institutional strategies, legitimacy, organizational identity and logics.Originality/valueThis study contributes to the literature by exploring how in times with changes in institutional logics, strategies to establish new organizations unfold. The authors have shown how differences in strategy to establish new organizations with similar access to institutional resources unfold and are translated into diverging organizational identities and degrees of legitimacy. Entrepreneurial behavior is the key to create a trustful and appealing identity and innovative and institutional legitimacy which is important for providing access to an institutionalized sector.
Using strategic communities to foster inter-organizational collaboration
Authors: Audet Madeleine , Roy Mario 
Published: September 2016

PurposeThe purpose of this paper is: to report on an experiment in building up inter-organizational collaboration between healthcare organizations; and to identify how structure and some of the components of the strategic community (SC) approach to organizational change can have a long-term impact on inter-organizational collaboration.Design/methodology/approachThis paper resulted from participative action-research held from 2007 to 2013. A systematic collection of data (field notes, 746 hours of observations, proceedings, 186 interviews, journals, focus groups, discussion forums) was conducted in the various cycles of the action-research.FindingsAdapted to the healthcare sector, the SC has taken the form of a temporary inter-organizational collaboration structure composed of health professionals, first-level managers, general practitioners, specialized doctors, and non-profit organization representatives. The SC approach appeared to be an efficient strategy for taking action.Practical implicationsThe SC approach appeared to be appropriate for cases where the inter-organizational collaboration had clearly declined, where several other attempts had failed, and where the care trajectory involved vulnerable clients who had to travel between different service points for the required care.Originality/valueThis study illustrates how SC helps to significantly improve inter-organizational collaboration in the healthcare sector. It likewise acknowledges the relevance of Thomson and Perry’s (2006) work in analyzing and emphasizing the dimensions required to ensure successful inter-organizational collaboration.
Identification of growth factors for small firms: evidence from hotel companies on an island
Authors: Yazici Senem , Köseoglu Mehmet Ali , Okumus Fevzi 
Published: September 2016

PurposeThe purpose of this paper is to mainly investigate what factors drive growth for independent hotel firms on an island.Design/methodology/approachTwo steps were followed. First, to identify hotels demonstrated significant growth; 92 independent hotels in North Cyprus were analyzed via a self-report questionnaire. Second, key growth factors were examined in five hotels showing the growth over years among the independent hotels via in-depth, semi-structured interviews, focus group interviews, and observations.FindingsThe study findings revealed 16 important growth factors for hotels, including active risk taking, education, family history, networks of contacts, other business interests, family investing friends, key employee partners, customer concentration, autonomy, innovativeness, proactiveness, competitive aggressiveness, location, desire to succeed, age of founders, and state support where are strong, weak, and interrelated relationships among these factors. These findings allow factors to be categorized into new groups, namely, strategic and tactical factors. The research findings unveil new factors referred to as “political conflict – pursuing different strategy and opportunities,” importance of second generations affect and entrepreneur’s metacognitive strategies, “informal networking.”Research limitations/implicationsMore research should also be undertaken for entrepreneurs or managers who formulate and implement strategies to enter new markets or to tackle turbulent and/or unstable environments.Practical implicationsThis study reveals that one factor on its own cannot influence the growth of hotels. Rather, successful growth depends on the entrepreneur’s ability to combine all factors in harmony.Originality/valueGiven that there is limited empirical evidence on the growth of independent hotels on islands, this study made an important attempt to contribute to the entrepreneurship literature in the hospitality management and family business fields via micro-level approaches concerning the factors influencing hotels’ growth on an island. This is one of the first studies presenting and discussing empirical findings on growth factors for small hotels on an island, and brings a new perspective by grouping factors as strategic and tactical factors.
Policy implementation in the public sector
Authors: Ladner Jane 
Published: September 2016

PurposeThe purpose of this paper is to compare the plausibility and criticality of two methods of evaluating the implementation of a new government policy within a public service organisation, and to examine the power relations revealed in each evaluation and the social realities of the membership.Design/methodology/approachTwo contrasting approaches to research, based on different theoretical perspectives, were undertaken simultaneously to provide a critical account of an organisation, and its membership, undergoing an externally imposed transformation to improve child protection procedures. The first involved the use of mainly quantitative methods in the form of government sponsored social surveys. Data were triangulated with organisational inspection outcomes. The second method comprised a critical ethnographic evaluation undertaken through discourse analysis in the organisation.FindingsBottom-up agency rather than top-down structural change is the main influence on policy implementation in child protection. Critical discourse analysis provides a more plausible and credible analysis of the dynamics of organisational change and power relations than surveys.Originality/valueThis research poses new questions over the value of quantitative surveys as opposed to ethnographic methodologies in representing organisational practices.
After Herzog: blurring fact and fiction in visual organizational ethnography
Authors: Walz Markus , Hoyer Patrizia , Statler Matt 
Published: September 2016

PurposeThe purpose of this paper is to introduce the unique artistic approach of film-maker Werner Herzog as an inspiration to rethink ethnographic studies in general and the notion of reflexivity in particular.Design/methodology/approachThis paper reviews the particularities of Werner Herzog’s approach to filmmaking, linking them to the methodological tradition of visual ethnography and especially the debate about the role of reflexivity and performativity in research.FindingsHerzog’s conceptualization of meaning as “ecstatic truth” offers an avenue for visual organizational ethnographers to rethink reflexivity and performativity, reframe research findings and reorganize research activities. The combination of multiple media and the strong authorial involvement exhibited in Herzog’s work, can inspire and guide the development of “meaningful” organizational ethnographies.Originality/valueThe paper argues that practicing visual organizational ethnography “after Herzog” offers researchers an avenue to engage creatively with their research in novel and highly reflexive ways. It offers a different way to think through some of the challenges often associated with ethnographic research.
An exploration of the emotional impact of organisational ethnography
Authors: Mazzetti Angela Stephanie 
Published: September 2016

Purpose
The purpose of this paper is to highlight the diverse and strong emotions experienced by the researcher when conducting an ethnographic study in an organisational setting.

Design/methodology/approach
In this paper extracts from research diaries written over a three-year organisational ethnography study period are presented to the reader.

Findings
This paper provides an insight into the range of emotions that are experienced throughout the various stages of the research process from securing access, to conducting fieldwork and writing up research for publication.

Research limitations/implications
Although this paper focusses on organisational ethnography, comparisons are drawn with related disciplines and as such, this paper may also be of interest to those conducting ethnographic studies in other fields.

Practical implications
It is hoped that the sharing of emotional experiences will better prepare new organisational researchers for the emotions they may experience in the field.

Originality/value
There is a recognised need for more sharing of emotional experience in organisational studies. It is hoped that this paper goes some way to highlighting these emotional challenges and providing a catalyst for other researchers to do the same.