bluuebunny/crossref_metadata_2025_split huggingface dataset:
Devolution of HRM and organizational performance: evidence from India
Authors: Tabassum Azmi Feza 
Published: September 2010

PurposeDevolution of human resource management to the line managers is an area that has received ample research attention, yet it remains a relatively unexplored area in the Indian context. Some researchers have examined the nature of devolution in India, but there is still a dearth of studies that establish the devolution‐organizational performance link. Thus, this paper study is carried out to explore the above link in the Indian context.Design/methodology/approachThe paper is based on primary data obtained through a structured research instrument from senior human resource executives of top ranking companies in India. Scale unidimensionality, reliability, and validity were assessed.FindingsThe structural equation modeling capabilities of LISREL 8.50 are employed to assess the relationship between devolution and organizational performance. It is found that the structural model fits the data well. The model shows that devolution has a significant direct and positive impact on organizational performance.Research limitations/implicationsThe research instrument developed for the above study has been tested in the Indian context only. It needs to be tested and cross‐validated on other samples indifferent settings, cultures, and countries to further test its unidimensionality, reliability, and validity.Practical implicationsThe paper has implications for both academicians and practitioners because it explores a largely untouched upon area in the Indian context.Originality/valueThe paper is unique in the sense that it develops a reliable and valid instrument for measuring devolution and then explores the devolution‐performance link.
Can strategic human resource management enable gross national happiness?
Authors: Blackman Deborah , O'Flynn Janine , Mishra D.P. 
Published: September 2010

PurposeThis is a theoretical paper, which aims to consider the role of strategic human resource management (SHRM) in the development of “gross national happiness” (GNH) in Bhutan.Design/methodology/approachThe paper initially examines the question of what is strategic capacity building and its importance for developing nations. It then considers the story of Bhutan where the idea of GNH forms the development philosophy and approach to attaining the long‐term visions and goals for the country. Different models and structures for SHRM in Bhutan are discussed in order to determine whether it can be applied to a nation effectively and, if so, whether it will enable the attainment of GNH and the performance desired by the government.FindingsA link between SHRM and the achievement of Bhutan's 2020 vision is identified as, if Bhutan is to achieve its national capacity, it must identify the capabilities that it needs and then the strategies to support such developments. All four of Ulrich's HRM types will be required and this will need careful management, as there is a tendency to move towards one or other within an organization. Bhutan is going through a period of extensive change and the values will be changing. What is recognized here is that not only must the SHRM develop appropriate people management strategies, it must also acknowledge its crucial role in the recognition and maintenance of appropriate value sets.Research limitations/implicationsThe proposed framework is currently limited to a theoretical application for Bhutan because, it is argued, that an appropriate model of SHRM will support the desired attainments, but that to do so the specific values of Bhutan will need to be identified and integrated into policy development.Practical implicationsThe role of SHRM in supporting or driving change is considered and a potential framework for SHRM in Bhutan is proposed. There is potential to apply these ideas more widely.Originality/valueThis paper identifies a role for SHRM in the attainment of GNH for Bhutan, which is important in helping Bhutan to achieve its national capability.
Towards a two‐factor theory of interpersonal trust: a focus on trust in leadership
Authors: Zeffane Rachid 
Published: September 2010

PurposeThe paper attempts to develop an approach to “trust” in leadership based on Herzberg's two‐factor theory.Design/methodology/approachThe paper focuses on thoughts and current knowledge on leadership in organizations.FindingsChallenging the orthodox view of leadership and charisma, the paper argues that leaders' “traits” (or values) matter significantly and do have a significant effect on “trustworthiness.” Their presence would then lead followers to evaluate “behaviors.” Their absence would trigger initial “mistrust.” This reinforces the significance of expected types of certain behaviors as determinants of trust in leadership. The paper culminates with a general hypothetical model justified through anecdotal considerations.Originality/valueThe paper lays the foundations for future empirical research aimed at testing the model.
Understanding the factors driving m‐learning adoption: a literature review
Authors: Liu Yong , Han Shengnan , Li Hongxiu 
Published: September 2010

PurposeBy surveying current literature, the purposes of this paper are twofold: to identify current situation of mobile learning (m‐learning) adoption and specify the challenges and to identify the factors driving m‐learning adoption.Design/methodology/approachThe paper reviews literature related to: m‐learning applications and challenging issues and adoption researches on m‐learning and related topics. A reflection on the unique nature of m‐learning adoption building upon the literature reviewed contributes to a new conceptual model.FindingsEven if m‐learning is fast evolving, the review of literature reveals a challenge as to how to promote m‐learning adoption. In this light, the paper extends the scope of literature reviewed to the theories and factors relating to different roles m‐learning users have into consideration, namely, technology user, consumer and learner, in an attempt to offer a more complete understanding of m‐learning adoption. Insights are drawn from the proposed model.Practical implicationsA number of m‐learning projects have been initiated worldwide while guidelines drawing from m‐learning adoption research are in short supply. A research in this regard will contribute to a better understanding of developing acceptable m‐learning service.Originality/valueBased on a literature review, the paper not only specifies the current situation of m‐learning adoption, but also develops factors influencing m‐learning adoption to enrich our understanding of m‐learning adoption – which help to facilitate and promote future empirical research.
Expert concept mapping study on mobile learning
Authors: Börner Dirk , Glahn Christian , Stoyanov Slavi , Kalz Marco , Specht Marcus 
Published: September 2010

PurposeThe present paper introduces concept mapping as a structured participative conceptualization approach to identify clusters of ideas and opinions generated by experts within the domain of mobile learning. Utilizing this approach, the paper aims to contribute to a definition of key domain characteristics by identifying the main educational concepts related to mobile learning.Design/methodology/approachA short literature review points out the attempts to find a clear definition for mobile learning as well as the different perspectives taken. Based on this an explorative case study was conducted, focusing on the educational problems that underpin the expectations on mobile learning. Using the concept mapping approach the study identified these educational problems and the related domain concepts. The respective results were then analyzed and discussed.FindingsThe chosen approach produced several means to interpret the experts' ideas and opinions, such as a cluster map illustrating and structuring substantial accordances. These means help to gain new insights on the emphasis and relation of the core educational concepts of mobile learning. The core educational concepts of mobile learning identified are: “access to learning”, “contextual learning”, “orchestrating learning across contexts”, “personalization”, and “collaboration”.Originality/valueThe paper is original as it uses a unique conceptualization approach to work out the educational problems that can be addressed by mobile learning and thus contributes to a domain definition based on identified issues, featured concepts, and derived challenges. In contrast to existing approaches for defining mobile learning, the present approach relies completely on the expertise of domain experts.
Plasticity
Authors: Greener Susan L. 
Published: September 2010

Purpose“I can't do online learning”. This is a surprisingly common response from professional postgraduate students who have a narrow view of what online learning might comprise. Images of screen‐gazing at mega‐bytes of text or childish multi‐choice quizzes on CD‐ROMs have encouraged strange reactionary responses from many otherwise engaged learners. This paper aims to address these issues.Design/methodology/approachThis paper reports a qualitative study which, among other things, aimed to explore the views of higher education (HE) teachers experienced in the use of virtual learning environments (VLEs) about the variation and value of specific learning styles and approaches in relation to effective learning in those online environments. University teachers speak readily about learning style preferences, cognitive strategies and andragogical principles (based on Knowles) of self‐directed or self‐managed learning, but often in terms which suggest that VLEs favour certain individual styles.FindingsThe findings from a detailed grounded analysis of interview data from ten enthusiasts for online learning suggest a potential plasticity of online learning environments which can accommodate any style or strategy. There was a sense in the transcripts of a different kind of learning space, which could mould itself to these differences in a way which could not be achieved in a traditional classroom. Some authors, including Palloff and Pratt, identify the importance of differing learning styles and approaches to learning in HE and tackle the issue of how to accommodate such differences online.Research limitations/implicationsThis research suggested that the plasticity of the online learning environment compensated for such variety of style, without the need for engineering learning activities online to cater for specific styles. Online, the time flexibility and potential for learner control can support multiple styles and strategies, provided the teacher has designed the environment to allow this, and of course that the relevant technologies are available to the teacher.Practical implicationsSo, rather than the environment dictating design, within the limits of available technologies, the teacher's approach to design may dictate the degree to which the plastic potential of the online environment is available to the learner.Originality/valueThe concept of plasticity is borrowed from other scientific disciplines. Applying this to the virtual learning space opens up the pedagogical perspective.
Mobile phone appropriation of students and staff at an institution of higher learning
Authors: Shahriza Abdul Karim Nor , Oyefolahan Oyebisi Ishaq , Mahmud Murni 
Published: September 2010

PurposeThe purpose of this paper is to investigate the adoption and appropriation of mobile phone (MP) technologies by building on the technology appropriation theories. The paper also looks into the choice of MP use through various attractors, the purposes of MP use and the extent of use of various MP applications and features by the targeted users. This paper also explores the influences of age, gender, and occupation type on MP appropriation.Design/methodology/approachThe paper used a survey method in order to achieve the intended objectives. The staff (academic and non‐academic) and students of three academic faculties of a university in Malaysia were used as the study's population. A sample of 201 was selected and used for the purpose of this paper.FindingsThe result of the paper allows us to describe important elements of MP appropriation and explore the influence of individual characteristics such as gender, age and occupation on different patterns of MP use through our conceptualization of appropriation. It is found that all of the individual characteristics investigated were significantly related with the MP appropriation and use.Research limitations/implicationsLimitations in this paper are related to the ability of the result to be generalized to other user groups as well as other user groups at other institution of higher learning. More research needs to be conducted to ensure the robustness of the findings by comparing with other users.Practical implicationsThe results of the paper are expected to assist in understanding the use of MPs across different ages and occupation and serve as a mechanism in guiding the development of MP applications and design by service providers and manufacturers, respectively; as well as in aiding policy formulation on MP use at the work place.Originality/valueThe paper has taken a different approach from the commonly applied IT adoption and acceptance model in understanding MP use. The rationale for the use of appropriation theory from the study can contribute to similar areas with similar types of technology applications.
Teledeliberative democratic discourse: a case study of high school students' use of Web 2.0
Authors: Wylie Scott , Marri Anand R. 
Published: September 2010

PurposeThe paper aims to examine high school students' use of social networking to participate in teledeliberative democratic dialogue and explicates the implications of this dialogue for democratic education that is inclusive of all students.Design/methodology/approachThe case study analyzes the comments of 111 high school students over ten days following what they perceived to be an injustice committed by the administration against one of their fellow classmates.FindingsAnalysis of student commentary led to the development of three categories of teledeliberative citizenship: the demagogue, the proselyte, and the egalitarian. Together, these categories serve as a spectrum of sophistication along which democratic discourse can be classified.Research limitations/implicationsThe primary limitation of this research is a product of the online medium in which it occurs. Though “observing” students' interactions on Web 2.0 application was beneficial for cataloguing conversations, social cues like body language and tone of voice had to be inferred.Practical implicationsWeb 2.0 provides students with an opportunity to build a community of shared belief that crosses gender, racial, religious, and cultural divisions.Originality/valueTeachers could use Web 2.0 as a forum for teledeliberative democratic dialogue in a multicultural democratic educational framework to engage students and encourage a sophisticated, active citizenship.
The Wizard of Oz Effect and a new Emerald City
Authors: Villano Paul 
Published: September 2010

PurposeThe purpose of this paper is to develop three key concepts to the future of knowledge work: knowledge work is a natural, ever‐changing process – not something that can be certified; open education, connection and interaction are the way of the future; and the future of knowledge work hinges on enabling shared practical knowledge globally.Design/methodology/approachThe paper is filled with metaphor mixed with research from recognized knowledge management (KM) experts as well as extensive social media sources such as Wikipedia. The intent is to demonstrate as well as describe the natural process and potential of global connection and interaction.FindingsKnowledge can be found in one's own back yard (or as close as one's pocket) and one's ability to connect to the world. Open education will be increasingly available to support community‐generated certification of knowledge workers.Originality/valueThe paper uses a unique approach to forward a new, inclusive way of looking at knowledge worker certification. It also suggests pragmatic approaches for accomplishing community‐generated certification.
Knowledge work 2020: thinking ahead about knowledge work
Authors: Holtshouse Dan 
Published: September 2010

PurposeThis is the knowledge age and, to put it in Peter Drucker's language, knowledge workers and their knowledge are a vital component of this economy. Yet, so little is really known about these workers. New research is needed to better understand the issues surrounding the recruitment, productivity, deployment, and retention of these workers. This research aims to address this issue.Design/methodology/approachThe research was conducted through a 35‐part questionnaire administered in mid‐2008 to 125 business and government executives/professionals located in North America, Europe, and South America.FindingsThe research delineates two major work groups by age: 25 years old; and 26‐40 years old. The top two preference findings for 25‐year olds include: recruitment – flexi‐work and cultural diversity; retention – education/training and communities and networks; valued skills – team/collaboration and specialized technical; and technologies – collaboration tools and e‐mail, search, portals. The top two preference findings for 26‐40‐year olds include: recruitment – flexi‐work and job security; retention – communities and networks and documentation; valued skills – project management and strategic thinking; and technologies – collaboration tools and e‐mail, search, portals. Finally, measuring performance improvement metrics for these workers were: improved quality of output, task execution speed, and high‐impact innovation (as opposed to cost reduction and work elimination); innovation (25 years); and superior decision‐making/risk assessment capabilities (26‐40 years)Originality/valueThis field research provides a management framework for helping organizational leadership to make strategic decisions on how to build a more competitive and attractive workplace over the next ten years.
Knowledge has legs: personal knowledge strategies shape the future of knowledge work and knowledge management
Authors: McLaughlin Gabriele , Stankosky Michael 
Published: September 2010

PurposeThe purpose of this paper is to mobilize organizations to look at knowledge management through the lens of the individuals whose knowledge they covet and to seek to leverage in order to establish a faster, more flexible and mutually supportive conduit to relevant knowledge and more sustainable knowledge contributions.Design/methodology/approachThis is a discussion paper based on the authors' recent dissertation thesis: “A theoretical model of knowledge strategies for professionals in volatile business settings”.FindingsOrganizations can no longer promise lifelong employment even to their best employees. Striving to safeguard employability instead, organizations and individuals can recalibrate the contributive value of their knowledge in a mutually‐ beneficial way even in short‐term, medium‐term or highly volatile employment settings. The resulting bottom‐up approach for managing personal knowledge reduces the friction and mistrust often associated with top‐down knowledge management. It sets the stage for an environment that manages for knowledge, both individually and collectively.Originality/valueSome individuals have learned to navigate the emerging knowledge economy successfully and craft sustainable value propositions for themselves based on what they know. The research identified the concept of knowledge empowerment and six knowledge strategies and their supporting elements as key enablers for this success. One of these strategies – Lifelong Learning – is explored in detail to demonstrate the transformational power of an additional vantage point that considers individuals as stakeholders and not just as contributors in the knowledge quest. This resets the responsibility for knowledge acquisition, creation and leverage and establishes the need for more extensive personal knowledge management as a subset of organizational knowledge management. This aspect of knowledge management has only been marginally explored in the knowledge management literature to date.
The emotionally intelligent leader, the dynamics of knowledge‐based organizations and the role of emotional intelligence in organizational development
Authors: Hess James D. , Bacigalupo Arnold C. 
Published: September 2010

PurposeThe leader of the knowledge‐based organization is faced with the continuing dilemma of delivering the highest quality and most technologically innovative products or services at the lowest possible cost in a rapidly changing environment. This paper aims to start with the identification of the complexities of managing the knowledge‐based organization, using emotional intelligence to balance the interests of the individual and organization, and it may also be redefined as an organizational development process rather than an outcome.Design/methodology/approachIn order to be effective the knowledge‐based leader must possess the characteristics most often associated with the description of emotional intelligence and must also be effective at injecting these same characteristics throughout the organization. Utilizing the premises of Stewart's intellectual economy and adapting the work of Buckingham and Coffman to the knowledge‐based organization, a series of questions is outlined to assist leaders, managers and workers in the improvement of emotional intelligence awareness and the utilization of emotional intelligence as an organizational development process.FindingsKnowledge‐based organizations may benefit from the utilization of behaviors most often attributed to emotional intelligence, and emotional intelligence may be redefined as a process rather than an outcome for organizational development.Originality/valueThe knowledge working environment must utilize innovative processes to maintain the engagement and effectiveness of the workforce. Applying emotional intelligence as an organizational development process rather than an outcome, it becomes a strategy for the development of the individual and the organization concurrently rather than treating them as opposing interests.
Knowledge workers, servant leadership and the search for meaning in knowledge‐driven organizations
Authors: Correia de Sousa Milton , van Dierendonck Dirk 
Published: September 2010

PurposeThe purpose of this paper is to present a meaning‐based framework to understand the motivation of knowledge workers and an effective leadership model that suits that framework.Design/methodology/approachDefinitions of knowledge worker, meaning, complex adaptive systems and leadership are provided. The concept of meaning in work is explored through the constructs of work orientation and identity. Based on that, a global meaning framework for knowledge workers is outlined. Additionally, the servant leadership model is detailed and analyzed in light of the global meaning framework for knowledge workers and the need for complex adaptive behavior in successful knowledge‐based organizations.FindingsThe motivation of knowledge workers can be well understood from a meaning perspective, taking two constructs into account: work orientation and identity. The global meaning framework of knowledge workers is based on three main characteristics: work as a calling, need for a strong membership association with peers, and need for autonomy. Servant leadership is a model that fits well with those characteristics, potentially enabling the creation of a sense of meaning and purpose and consequently inducing the intrinsic motivation of knowledge workers. As a side‐effect, complex adaptive behavior will emerge, leading to both organizational and social performance.Originality/valueThe proposed model combines a meaning perspective with servant leadership theory to provide insight into the motivation of knowledge workers. This is posited in the context of complex adaptive behavior.