bluuebunny/crossref_metadata_2025_split huggingface dataset:
Employees and change initiatives: intrinsic rewards and feeling valued
Authors: Stumpf Stephen A. , Tymon Walter G. , Favorito Nicholas , Smith Richard R. 
Published: March 2013

PurposeThe aim of this paper is to focus on reducing employee dissatisfaction and withdrawal in major, consultant designed, change programs by increasing intrinsic rewards.Design/methodology/approachA survey of 585 employees and 31 team leaders involved in ten change programs across seven companies, 25 business units, and three countries was used to collect employees' sense of intrinsic rewards, innovation, satisfaction with their organization, and intentions to stay at the start of the change effort and one year later.FindingsEmployees reported higher levels of intrinsic rewards (meaningfulness and choice) one year into a change program compared to at the start of the change effort. Intrinsic rewards related positively with satisfaction with the organization and intentions to stay at both time periods, with programs supportive of employee innovation further enhancing employee satisfaction and retention more strongly during the change effort.Research limitations/implicationsWhile the sample was large, and the authors obtained team leader perspectives in support of the findings, the study involved surveying samples of employees on programs where the team leader had sufficient rapport to obtain voluntary employee responses.Practical implicationsConsultants and managers involved in planned change can increase the support for the change through enhancing the intrinsic rewards of employees involved in the change program.Originality/valueBy examining the work motivation of employees undergoing a change program the authors were able to identify ways in which consultants and managers can increase employee satisfaction with their organization and intentions to stay with it.
Non‐family CFOs in family businesses: do they fit?
Authors: Hiebl Martin R.W. 
Published: March 2013

PurposeThis article seeks to explore success factors for integrating non‐family chief financial officers (CFOs) in family firms. The integration of non‐family CFOs is of great importance to family firms, as the CFO position is often the first management position in family firms for which non‐family managers are recruited. Moreover, non‐family CFOs can bring in valuable know‐how to the family firm and reduce the family firm's financial risk.Design/methodology/approachThe findings of this study are based on a qualitative field study in Austrian family firms. The views of non‐family CFOs, family managers, family board members, and non‐family CEOs were obtained through semi‐structured interviews.FindingsFour larger success factors for non‐family CFOs and five for controlling families were derived. The most important factor for non‐family CFOs that emerged from the study was that CFOs should be appreciative of the peculiarities of family firms. For controlling families, the results suggest that it is advisable to provide the non‐family CFO enough space to effectively conduct their job as well as respect the CFO's views.Practical implicationsBoth non‐family CFOs and controlling families may find the results presented in this article useful for creating a successful integration of non‐family CFOs in family firms. The success factors presented should be directly applicable for CFOs and controlling families.Originality/valueThis study is the first to investigate success factors for the integration of non‐family CFOs into family firms. Moreover, the results of this article may also be useful to the under‐researched field of non‐family managers in family firms in general.
Fame and fortune: a conceptual model of CEO brands
Authors: Bendisch Franziska , Larsen Gretchen , Trueman Myfanwy 
Published: March 2013

PurposeThis conceptual paper examines the notion of CEO brands and the problems that arise if they are misaligned with company brands. Previous research examines product, company and people brands and implications for senior executives and organizations, but there is no theoretical framework for CEO brand stewardship. This research aims to fill the gap.Design/methodology/approachThe marketing literature is examined to identify differences between products and people as brands, and the potential for CEO brands to enhance corporate brand equity. Based on an application of existing branding concepts to CEOs, a conceptual model of CEO brands is developed to include an analysis of the relationships between its constituent parts.FindingsCEO brands can be legitimately considered as brands, and existing brand conceptualisations can be applied to CEOs as long as some particularities are accounted for. CEO brands are influenced by their personality and their role as managers, and organisations need to constantly monitor CEO brand reputation as well as communicate its positioning. A successful CEO branding enhances perceived brand value and creates value for organisations.Research limitations/implicationsThis research informs brand managers and strategists about brand equity creation. Monitoring stakeholder perceptions of CEOs can enhance rather than detract from corporate brand value. As it showed that people and CEOs can be legitimately considered as brands, the concept of branding needs to be extended to embrace people and CEO brands.Practical implicationsFor business practice, this research informs about the differences and similarities between traditional product brands and CEO brands. Particularly it informs that organisations should consider that the CEO brand personifies to stakeholders what the organisation stands for, for example, when hiring a new CEO.Originality/valueThis research provides a new conceptual model on the previously under‐researched area of CEO branding. The insights into CEO brands provide the basis for empirical research into relationships between brand identity, reputation, position and equity, with implications for personal fame and company fortune.
Sales manager support: fostering emotional health in salespeople
Authors: Kemp Elyria , Leila Borders Aberdeen , Ricks Joe M. 
Published: March 2013

PurposeThe purpose of this paper is to examine the role of sales manager support in promoting the subjective well‐being of salespeople as well as the function of the sales manager in cultivating positive, motivating and productive environments.Design/methodology/approachAn exploratory assessment of the relationship between sales manager support and emotional health in salespeople was conducted by interviewing sales professionals from diverse industries. The insight offered from these individuals, in conjunction with prior literature, provided the basis for the development of a conceptual model that elucidates the impact of sales manager support on the emotional well‐being of salespeople and subsequently salesperson effectiveness. The model was tested using 154 salespeople. Structural equation modeling was used to analyze the data.FindingsResults indicate that sales manager support is negatively related to emotional exhaustion and rumination, but positively associated with fostering positive working environments and future expectations. Salesperson motivation is positively related to positive working environments and customer‐oriented selling and negatively related to emotional exhaustion.Research limitations/implicationsThe study is cross‐sectional in nature and no causal relationships could be established. Future studies might include field experiments that assess the effect of sales manager support on salesperson's well‐being and behavior.Practical implicationsThe study demonstrates the important role sales managers have in promoting the subjective well‐being of salespeople.Originality/valueThis research addresses how sales manager coaching specifically impacts elements of a salesperson's emotional health.
Empowering senior citizens via third places: research driven model development of seniors ' empowerment and social engagement in social places
Authors: Meshram Kanika , O'Cass Aron 
Published: March 2013

Purpose– This paper aims to report on a qualitative study that explores senior citizen consumers ' empowerment through social engagement in third places and their subsequent loyalty to third places.Design/methodology/approach– Data were collected via a qualitative research design from four seniors ' clubs in Australia using focus groups (12), and participant observation. The data were analyzed using QSR NVivo software using an interpretive approach.Findings– Ten themes based on 34 codes were identified in the study, which were grouped to develop a conceptual model of the antecedents and consequences of seniors ' empowerment in third places for further testing. The themes under consumer empowerment were important in assisting to understand the significance of place and social engagement within the place to empower seniors with a positive self-image, better access to information and exercise of choices for smarter purchase decisions. The themes under social capital contributed to a better understanding of the ramification of social capital to marketing knowledge. This was particularly so for marketing constructs embedded in community or aggregate level issues such as value co-creation, relationship marketing, customer involvement and related outcomes. Finally the study reports three types of loyalty: cognitive, ultimate and communal loyalty, that underpinned the behavioral, attitudinal and cognitive dimension of loyalty. The findings suggested that consequent to seniors ' social capital and feeling of empowerment in third places they display loyalty to the third place.Research limitations/implications– The present study has three theoretical implications; first, it extends knowledge into the notion of third place which underlies the broader domain of servicescape. It also extends understanding of the significance of third places in practicing consumer centric marketing through consumer empowerment. The study also contributes to understanding how third places enhance seniors ' social capital through social engagement.Practical implications– The managerial implications suggested by the findings provide a number of aspects that managers may consider in relation to service places in three key broad categories of customer-firm interest: improve customer patronage through community engagement, improve local business practices via customer-owner friendship, and redesigning spatial settings to deliver meaningful customer experiences.Originality/value– This paper uses the concepts of social engagement within customer community in third places for the development of social capital and empowerment. It provides a customer centric focus to servicescape and incorporates recent works on third places, empowerment, social capital and loyalty.
How restaurant variety indirectly impacts gaming for different casino worth segments
Authors: Tanford Sarah , Suh Eunju 
Published: March 2013

PurposeCasinos offer a variety of dining experiences to appeal to the tastes of different customers. The aim of this paper is to investigate the indirect impact of dining by restaurant type on gaming by worth segment.Design/methodology/approachData from two hotel‐casinos were analyzed using time series regression analysis. Variables representing restaurant covers at steakhouse, buffet and casual dining venues were used to predict slot coin‐in for five customer worth segments.FindingsSteakhouse dining was a significant predictor of slot coin‐in for high worth players, buffet and casual dining were related to low‐worth gaming volume, whereas medium‐worth players were impacted by a range of dining options.Research limitations/implicationsRegression analysis does not imply causality, and the results may not hold for other casino properties or sample time periods.Practical implicationsThe findings have implications for the optimal restaurant mix at casinos and the types of offers that are given to different customer worth segments. This study also helps casino operators evaluate the profitability of each type of restaurant they operate.Originality/valueThe research fills a gap in the casino literature by segmenting customers using the same metric as casino operators, namely gaming worth. It provides new insight into indirect dining‐gaming relationships by investigating different restaurant types.
Commentary on “Using the Mental Capacity Act in complex cases”
Authors: Dunn Michael 
Published: March 2013

PurposeThe purpose of this paper is to comment on Brown and Marchant's analysis of the complexity that can arise when applying the Mental Capacity Act 2005 (MCA) to the care and support provided to people with learning disabilities.Design/methodology/approachA theoretical approach to explore the implications of Brown and Marchant's paper for the relationship between the law and practice in this area.FindingsThe complexity accounted for by Brown and Marchant lies in the tension between the procedural requirements of the MCA and the practical realities of the support provided to individuals with complex and long‐term needs. This tension cannot be addressed simply by focusing on improving training or better implementing the law in practice.Originality/valueIt is important to further examine and explore the relationship between new legal principles to govern decision making and the complex ways in which people with learning disabilities and other individuals need to be supported in practical situations.
Screening for thyroid insufficiency in adults with Down syndrome
Authors: Glover Gyles , Chauhan Umesh , Emerson Eric 
Published: March 2013

PurposeThe purpose of this paper is to introduce and present the first findings of a new English performance indicator in the primary healthcare of adults with Down syndrome. This is a performance target, with associated bonus payment, requiring General Practitioners (GPs) to undertake annually a screening blood test for thyroid hormone deficiency.Design/methodology/approachAnalysis and review of data collected from all GP practices and published by the National Health Service (NHS) Information Centre.FindingsIn total, 82 per cent of those identified as in the target group were screened and 10 per cent were identified as not wanting to be screened or screening inappropriate. The target group numbered just over 60 per cent of the number estimated from epidemiological and other studies. The numbers of cases involved is small (0, 1 or 2 cases in 75 per cent of GP practices), and whilst variation in coverage at local level appears important, numbers are too small for the variations seen in the first year's data to be statistically significant. The scope of the data precludes useful strategic analysis of the value of the intervention.Research limitations/implicationsData from several years need to be taken together. The NHS Information Centre should slightly increase the scope of the data to allow analysis of whether the programme is having useful public health benefits.Originality/valueThe paper examines a new data source and makes points applicable to a wider range of similar datasets in the same programme.
Effect of using a personal development plan on learning and development
Authors: Beausaert Simon , Segers Mien , Fouarge Didier , Gijselaers Wim 
Published: March 2013

PurposeThis study aims to examine the effects of using a personal development plan (PDP) on the undertaking of learning activities and the employee's job competencies.Design/methodology/approachData from Dutch pharmacy assistants was collected (n=2,271). Analyses of variance (ANOVAs) as well as regression analyses were conducted on this dataset.FindingsThe results indicate that PDP users undertook more learning activities in the past than non‐users, but using a PDP does not stimulate users to plan more learning activities in the future. Furthermore, PDP users do not score themselves significantly higher on job competencies than non‐PDP users.Research limitations/implicationsFuture research should investigate the effectiveness of PDPs for the undertaking of learning activities and job competencies in a broader sample, involving multiple‐raters and focusing more closely on one essential feature of the PDP practice: the feedback given by a supervisor and/or colleague or coach when discussing the PDP.Practical implicationsThe results stress the value of a PDP as a feedback tool. The tool could add significant value to the learning and development process of the pharmacy assistant, however, if it would be used as a feed‐forward instrument as well. In other words, the tool should more often be used to get an overview of desired future plans, plan future careers, and the undertaking of learning activities in order to reach these future goals.Originality/valueIn order to promote employees' learning and development, more and more companies are starting to implement PDPs. Empirical studies researching the effectiveness of PDPs in the workplace are scarce, however.
Examining the learning intentions of low‐qualified employees: a mixed method study
Authors: Kyndt Eva , Govaerts Natalie , Keunen Loes , Dochy Filip 
Published: March 2013

PurposeWhile the professional learning of high‐qualified employees has received a lot of attention, research that focuses on low‐qualified employees is limited. The purpose of this study is to investigate the learning intention of low‐qualified employees as a proximal determinant of their actual participation in learning activities.Design/methodology/approachThis study applied a mixed method approach. The quantitative part of the section applied a cross‐sectional survey design. In total 673 low‐qualified participants completed the questionnaire. Regression and ANOVA analyses were calculated to answer the research questions. For the qualitative part of this study, 14 low‐qualified employees were interviewed. These interviews were transcribed and encoded by means of descriptive coding and open coding, and split up into different categories using NVivo 8 software.FindingsThe results show that self‐directedness in career processes and financial satisfaction are positively related to the learning intentions of low‐qualified employees. The qualitative part of the research shows that low‐qualified employees primarily relate learning to formal learning activities, and that learning has a negative connotation for them due to prior negative experiences related to school learning.Research limitations/implicationsThe quantitative part of the research only considers formal learning, whereas the qualitative part of the research also allowed a discussion of informal learning experiences. Because of the negative connotation that low‐qualified employees attach to learning, it seems that semi‐structured interviews did not yield as much information as expected.Originality/valueBesides investigating possible antecedents of low‐qualified employees' learning intentions, this research also explores what learning means for this group of employees, who traditionally have an educational background that is filled with negative experiences.
Change and opportunity: the role of leaders and SMEs in creating new business futures
Authors: Finlay‐Robinson David 
Published: March 2013

PurposeThe purpose of this paper is to highlight the universal benefit of promoting: initiative, competence and commitment, in any organization.Design/methodology/approachThe value of a historic approach is highlighted.FindingsLong international experience has shown the writer that promoting initiative pays – personally, economically and socially.Research limitations/implicationsResearch analyzing case studies in widely different sectors, countries and conditions could be valuable.Practical implicationsEncouraging initiative and entrepreneurship within organizations can improve function and cost‐benefit significantly.Social implicationsThese will be self‐evident from case study research (comment – the Spanish Mondragon Corporation is a good example).Originality/valueThe point is that nothing is new in management as history shows, therefore it is worthwhile to study known successful outcomes.
Developing learning solutions that last
Authors: by Gareth Bell Interview 
Published: March 2013

PurposeThe purpose of this article is to provide an interview with Sue Stoneman, CEO, NKD Learning.Design/methodology/approachThe article interviews Stoneman about NKD Learning's approach, the challenges facing learning and development professionals, new technology, and the future of L&D.FindingsThe interview discusses her thoughts on the industry and gives insight into her backgroundPractical implicationsThe article discusses talent pool issues which may soon arise, and how to overcome them.Originality/valueThe article presents the insight of a leading practitioner in the field of learning and development.
Building regulatory capabilities for pharmaceutical firms' internationalization
Authors: Yadav Sudhir 
Published: March 2013

PurposeThe internationalization of pharmaceutical firms faces major barriers in terms of managing regulatory requirements in various international markets. This paper aims to identify the requirements related to regulations in various markets of the world. It further seeks to identify how the firms develop such capabilities i.e. processes undertaken by the firms to develop regulatory capabilities.Design/methodology/approachThe research is exploratory in nature. Case study method is adopted to study the requirements related to regulations in international markets and processes to build regulatory capabilities.FindingsTo manage regulatory requirements firms need knowledge related to plant approval and product registration. Firms have to submit dossiers to the respective country's regulatory authority to get plant approval and product registration. They can simultaneously apply for both to save time to enter the target market. The requirements for each market are unique in terms of format and contents for dossier preparation. Dossier preparation needs data from various departments which calls for good coordination among various functional areas, i.e. production, QA and QC, R&D, purchasing, etc. If the firm has operations in multiple markets and offers multiple products in a single market the regulatory function is separately organized for less regulated, semi‐regulated and regulated markets.Practical implicationsPharmaceutical firms targeting international markets can get insight into the regulatory requirements and the process to be adopted to build regulatory requirements.Originality/valueThe paper shows that firms use a systematic process to build capabilities for managing regulations. The paper also offers a process model for firms to build regulatory capabilities for internationalization.