bluuebunny/crossref_metadata_2025_split huggingface dataset:
Employee alienation: relationships with careerism and career satisfaction
Authors: Chiaburu Dan S. , Diaz Ismael , De Vos Ans 
Published: January 2013

PurposeThe purpose of this paper is to investigate the extent to which employees' perceptions of alienation (personal and social) are related to positive (career satisfaction) and negative (careerist orientation) career‐related outcomes and to examine the mediating role of career satisfaction.Design/methodology/approachThe paper used a cross‐sectional design, with questionnaires administered to 165 employees working in organizations in the USA to test the relationship between alienation and careerism through career satisfaction.FindingsAlienation was found to be a positive predictor of employee careerism, and a negative predictor of their career satisfaction. The data were consistent with a model positioning career satisfaction as a mediator of the alienation to careerism relationship.Research limitations/implicationsFuture research should examine the relationship between alienation and career outcomes in other organizations and job families, to enhance generalizability. Data should be also collected longitudinally, to extend the current cross‐sectional design.Practical implicationsUnderstanding the empirical link between alienation and career outcomes can provide useful information to reduce negative career outcomes.Originality/valueThe findings point toward a positive relationship between employee alienation and their careerism. In doing so, the paper adds to a body of work where careerism was connected with structural rather than individual predictors.
Person‐environment misfit: the neglected role of social context
Authors: Cooper‐Thomas Helena D. , Wright Sarah 
Published: January 2013

PurposeIn recent years, the literature on person‐environment fit as a sought‐after outcome has burgeoned whereas misfit has been relatively neglected. Specifically, little research has investigated how people develop and maintain perceptions of not fitting in. The aim of this paper is to review past research on misfit, and present new data examining the role of coworker social relations in surfacing or diminishing perceptions of misfit.Design/methodology/approachWritten data were collected from 167 participants and analyzed using thematic coding. Themes emerging from the data were compared against the model of person‐environment misfit.FindingsFrom the authors' analysis of previous misfit research they identify four dimensions of misfit: sociodemographic, individual differences, structural, and social. The authors' data support and extend these dimensions. Further, the findings suggest that the social context is related to perceptions of misfit.Practical implicationsManagers can play a key role in misfit perceptions, both through action and inaction. Managers should note the importance of social relations in perceptions of misfit, and aim to provide supportive and well‐structured work contexts.Originality/valueThis paper makes four key contributions to the person‐environment fit literature. One is the categorization of dimensions of misfit, developed from past research. The second is the provision of three conceptual models summarizing different approaches to misfit in relation to fit. Third, the paper provides a novel perspective on misfit by focusing on social norms as the background against which misfit is experienced. Fourth, this research supports and extends on the four component model of misfit developed in the authors' initial review.
If you build it, they will come
Authors: Chan Diana L.H. , Wong Gabrielle K.W. 
Published: January 2013

PurposeUsing the HKUST Learning Commons as a case study, this paper seeks to reveal a number of insights on how to effectively engage different user groups within the university.Design/methodology/approachThe case study focuses on the user‐group engagement process, highlighting the promotion plan and factors that enhance the user‐group engagement.FindingsTwo positive outcomes of the engagement were identified: the diversity of learning activities in the Learning Commons, and the elevated image of the library and librarians.Practical implicationsThe experience at HKUST reported in this paper highlights the need for libraries moving to the new “commons” service model to actively promote the facilities by engaging different user groups. The process itself is a necessary component to the success of the new service and facilities.Originality/valueThe case study uses the user engagement framework to steer the promotion effort. The outcomes of the process have long‐term implications for the image and identity of libraries, and subsequently enhance the library's potential in fund raising and resource allocation.
Rock around the (tenure) clock: research strategies for new academic librarians
Authors: Wilkinson Zara 
Published: January 2013

PurposeAn increasing amount of tenure‐track academic librarians in the USA are expected to conduct original research and publish their results in peer‐reviewed journals. However, librarians who are new not only to librarianship as a profession but also to academia may find it difficult to become acquainted with research while also mastering the day‐to‐day aspects of their job. The purpose of this paper is to examine why early career academic librarians struggle with research and to present some strategies these librarians can use to get started.Design/methodology/approachThe paper takes the form of a literature review.FindingsLibrarians often do not research because of factors such as the lack of time and the lack of research skills. Many strategies, such as time management and collaboration, can help them overcome these barriers.Originality/valueResearch is an important topic for academic librarians who hold tenure‐track positions. However, they may be unfamiliar with the sort of research that will be required of them.
A framework for public information services in the twenty‐first century
Authors: van de Pas John 
Published: January 2013

PurposeThe aim of this paper is to define a framework for public information services in the twenty‐first century, as a means to address some arguments that are put forward in the debate on the obsoleteness of public information services in the age of the internet.Design/methodology/approachThe paper discusses theoretical concepts on the function of information in modern democracy, followed by analysis of two foremost models of seeking knowledge, “the wisdom of crowds” and “expertise”, the different kinds of questions both forms apply to, the kind of knowledge the different models result in, and the application of the findings from that analysis in the information services environment.FindingsThe function of information in a modern democracy still applies today. Information is a means to allow citizens to make informed decisions in the democratic process. The debate on the proper way to provide functional information services in modern democracy is roughly divided between two “schools of thought”. One of them puts the model of “the wisdom of crowds” forward, and sees information technology as the final answer to all questions. The other relies on expertise, which is paramount in classic information services. The conclusion of this paper is that, where not all (research) questions yield to knowledge derived from the wisdom of crowds, there is a true need for information services that specialize in providing information produced by experts. As no other party provides that, public information services should commit themselves to playing a central role in society in providing expert information.Originality/valueThe main value of the paper is comprehensive analysis of the widespread claim that free information on the internet is the end to all means, providing all knowledge at the fingertips. It provides arguments to put forward in debates on the value of public information services.
From iPads to fishing rods: checking out library materials
Authors: Massis Bruce E. 
Published: January 2013

PurposeThe purpose of this column is to review an assortment of the latest non‐traditional materials lent by libraries.Design/methodology/approachThe paper surveys a selection of items, both technological and traditional, used by libraries in an effort to expand their horizons with a keen eye towards responding to the needs and expectations of their borrowers.FindingsThe paper finds that libraries are eager to enhance an ever‐expanding universe of items to support the borrowing of non‐traditional materials. Once entered into the circulation system, the sky's the limit. The only limitation is the library's budget and creativity in selecting which items to purchase and circulate.Originality/valueThe paper provides useful information on the latest non‐traditional materials lent by libraries.
The evolution of a therapeutic community for offenders with intellectual disability and personality disorder: part one – clinical characteristics
Authors: Taylor Jon , Morrissey Catrin , Trout Sarah , Bennett Charlene 
Published: January 2013

PurposeThe purpose of this paper is to describe the profile of community members admitted to the first high secure Therapeutic Community (TC) for males with learning disability and personality disorder.Design/methodology/approachThis paper presents descriptive data.FindingsThe characteristics of the men admitted to a TC in the National High Secure Learning Disability Service are likely to present considerable challenges to the development and delivery of the service.Originality/valueThere is very little literature describing interventions for offenders with learning disability and personality disorder. This paper is one of a series that will describe the effectiveness of a TC for men with such difficulties.
Creating a learning climate: a South African study
Authors: Mohamed Hoosen Carrim Nasima , Schutte Basson Johan 
Published: January 2013

PurposeThe purpose of this study is to ascertain whether there were differences in how one public and two private South African organizations created a learning climate.Design/methodology/approachThis article is based on a survey and comparative analysis of specific departments in a chemical and gas company, an insurance company, and a semi‐private state‐owned organization (SPSOO) to establish dimensions that foster the creation of a learning climate.FindingsThe findings indicated that management support, autonomy and responsibility, time, the opportunity to develop, and guidelines to access information were pivotal in the creation of a learning climate and varied across organizations.Research limitations/implicationsThe results indicated that variations across departments within each of these three organizations relating to employees' perceptions of a learning climate were not considered.Practical implicationsThe study revealed that a learning climate can be created in different types of organizations through organizational, group and individual drivers. It further revealed that the strategy in creating a climate of learning should be aligned with the organization's structure, culture and goals.Originality/valueThis article makes a contribution to the literature on talent development in organizations as it indicates that different strategies can be utilized in successfully creating a learning climate in different types of organizations.
The impact of affective and cognitive trust on knowledge sharing and organizational learning
Authors: Swift Peter E. , Hwang Alvin 
Published: January 2013

PurposeThis paper seeks to add to the research on the role of cognitive and affective trust in promoting knowledge sharing between executives and consequently establishing an organizational learning environment.Design/methodology/approachThis paper examines the influence of one conceptualization of trust, one that has two sub‐constructs – affective (emotional) trust and cognitive (rational) trust – on knowledge sharing among 157 marketing and sales executives.FindingsThe results indicate that affective trust is more important than cognitive trust in sharing interpersonal knowledge, but cognitive trust is more important in creating an organizational learning environment.Research limitations/implicationsThe scope of this study was limited to the marketing and sales functions in business to consumer companies. Knowledge sharing is an acute issue in this industry and the results may not be completely applicable to less competitive industries or business functions. Therefore, researchers are encouraged to test the proposed propositions further in other industries and business functions.Practical implicationsThe results indicate that organizations should focus on organizational processes which promote both affective and cognitive trust. Such processes include job rotation to improve cognitive understanding and employee screening for affective trust traits.Originality/valueTo date, much of the planned organizational learning efforts have been focused on outside interventions (i.e. training seminars, meetings, etc.) that have value but are limited in their ability to generate sustained levels of trust. To increase knowledge sharing and consequent organizational learning benefits, results of this study indicate that organizations should encourage cognitive and affective trust building endeavours.
The link between organizational learning culture and customer satisfaction
Authors: Pantouvakis Angelos , Bouranta Nancy 
Published: January 2013

PurposeThe aim of this paper is to develop a theoretical framework and conduct an empirical study across different service sectors to investigate the inter‐relationships between organizational learning culture, employee job satisfaction and their impact on customer satisfaction. It also aims to examine an individual‐level variable (educational level) to see if it exerts possible moderating effects on the aforementioned relationships.Design/methodology/approachA structured questionnaire was used to collect data from employees in three companies that belong to different service sectors (port, supermarket and automobile repair service). A sample of 437 usable questionnaires from first line employees was collected. Regression analysis, including a moderated mediation analysis, was used to examine the relationships.FindingsThe results confirmed the mediating role of employee job satisfaction on the relationship between organizational learning culture and customer satisfaction. In addition, this study empirically supported the premise that the indirect effect of organizational learning culture on customer satisfaction via employee job satisfaction will be stronger when employee education is at a high level than when employee education is at a lower level.Originality/valueThis study highlights that when the employees are supported by their organization's culture, not only are they provided with new knowledge and skills, but they are also more likely to be satisfied by their jobs. This spurs them to offer high‐quality services that will satisfy their customers' needs.
Relationships between organizational trust, knowledge transfer, knowledge creation, and firm's innovativeness
Authors: Sankowska Anna 
Published: January 2013

PurposeThis study seeks to provide empirical evidence of relationships between organizational trust, knowledge transfer, creation and innovativeness at the firm level. It aims to hypothesize a mediational model implying that organizational trust is related to knowledge transfer, which will, in turn, enhance knowledge creation, thereby facilitating higher innovativeness.Design/methodology/approachData were collected using a telephone survey from a cross‐section of industries. A total of 202 surveys were carried out among Polish companies listed on the Warsaw Stock Exchange. Hypotheses were tested using mediation analysis with multiple regression and structural equation modeling.FindingsThis paper presents the role of trust as a mechanism facilitating transfer and creation of knowledge within the company, so it can be more innovative. Results indicate that: knowledge creation partially mediates the relationship between trust and innovativeness; and knowledge transfer partially mediates the relationship between trust and knowledge creation.Research limitations/implicationsCross‐sectional data were collected in Poland. It would be highly valuable to consider replicating this study in different settings using longitudinal designs.Practical implicationsThe findings accentuate to managers that both knowledge transfer and creation require organizational trust, which taken together result in innovations.Originality/valueThis paper is the first attempt to find empirical support for the role of organizational trust in knowledge creation. Further, analyzing how organizational trust, knowledge transfer, knowledge creation, and innovativeness are related to each other is also an important contribution.
Enabling access to information by people with learning disabilities
Authors: Oldreive Warren , Waight Mary 
Published: January 2013

PurposeThe purpose of this paper is to outline a screening protocol that can be used to support the provision of more accessible information.Design/methodology/approachThe paper presents a series of four case studies of adults with learning disabilities examining the processes of making information accessible considering their literacy and language skills.FindingsScreening revealed that four individuals required different mechanisms to maximise their ability to access information provided.Practical implicationsThe need to complete relevant screening, devise personalised materials and evaluate success is pivotal in the development of accessible information.Social implicationsThe provision of appropriate accessible information with evidenced positive outcomes is fundamental to reducing risk and increasing social inclusion.Originality/valueThis paper summarises a new approach to information provision based on screening, decision making and review. It will be of interest to a range of professionals tasked with the responsibility of providing accessible information to individuals with varying and complex needs who may lack functional literacy skills. This may include completion of capacity screening.
Managing stakeholders in team‐based innovation
Authors: Büchel Bettina , Nieminen Levi , Armbruster‐Domeyer Heidi , Denison Daniel 
Published: January 2013

PurposeTeam‐based innovation requires a balance of creative and pragmatic processes both within teams and between teams and their organizational stakeholders. However, prior research has focused primarily on the internal team dynamics that facilitate innovation, paying comparatively little attention to team‐stakeholder dynamics. The purpose of this study is to address this limitation by studying the impact of team‐stakeholder networks and shared cognition on the effectiveness of innovation teams.Design/methodology/approachThis study investigates the knowledge and trust linkages between 51 new product development (NPD) teams and their organizational stakeholders using a mixed methods design that combines network analysis, surveys, and qualitative interviews. Multiple indicators of team effectiveness were collected at various stages of the innovation process.FindingsThe results show that effective NPD teams establishknowledgeties with many non‐redundant organizational stakeholders and foster a high level of agreement among stakeholders about team innovation factors. Conversely, effective NPD teams also establish highly centralizedtrustnetworks that are focused on only a few key stakeholders in the organization.Research limitations/implicationsThis study focuses on NPD teams in chemical and pharmaceutical manufacturing. Future studies should seek to replicate the findings using larger samples of teams involving diverse innovation tasks.Practical implicationsThese results have implications for the most effective way to build and manage innovation teams, considering both pre‐existing stakeholder linkages and networking strategies for the future.Originality/valueThe results suggest that the optimal characteristics of team‐stakeholder knowledge and trust networks differ and highlight the unique importance of shared understanding about risk‐taking and creativity beyond higher overall levels.
The third stage of IC: towards a new IC future and beyond
Authors: Dumay John 
Published: January 2013

PurposeThe purpose of this paper is to reflect on the overall contribution made by the papers presented in this special edition of the Journal of Intellectual Capital.Design/methodology/approachThis article is an editorial based on the author's reflections of the papers presented in this special edition.FindingsIntellectual capital (IC) has a future, based not only on the third stage of IC research, which strengthens IC practices inside organisations, but also on a complementary fourth stage which develops IC eco‐systems.Originality/valuethe papers presented ground the third stage of IC research as a legitimate research undertaking, while at the same time recognising that we need to extend our IC missionary work beyond the boundaries of the organisation, and into the environment where organisations exist.
Intellectual capital research: a critical examination of the third stage
Authors: Dumay John , Garanina Tatiana 
Published: January 2013

PurposeThe purpose of this paper is to examine intellectual capital research (ICR) methods and critically analyse how they have been utilised. The data set for this analysis is based on examining IC papers published in specialist IC and important generalist accounting journals from the years 2000 to 2011.Design/methodology/approachThe basis of the analysis is Alvesson and Deetz's critical management framework of “Insight”, “Critique” and “Transformative redefinition” with the goal of widening the discourse about how to research IC. This paper is motivated by Guthrie et al., who identify a third stage of ICR which is “based on a critical and performative analysis of intellectual capital (IC) practices in action”.FindingsThis paper argues that there is an increasing performative research agenda however many researchers appear caught in an “evaluatory trap” (Olson et al.) whereby the researchers’ approach to ICR remains stuck in an ostensive approach (see Mouritsen) that characterises second stage ICR (see Petty and Guthrie). The paper also identifies how many accounting researchers are impacted by a “dominance structure” and suggests that they need to break free from the dominance of “accounting” practice before they can understand and realise the potential of IC.Research limitations/implicationsThe implication of this paper for ICR and practice is to create a continued discourse about evolving approaches to ICR so we can continue communicating leading edge, third wave ICR, which develops IC theory in practice and effective IC management through praxis.Originality/valueFrom 2004 onwards, Guthrie et al. claim the third stage was gaining impetus and thus this paper is novel because it investigates how ICR has transitioned and how ICR might continue to develop.