bluuebunny/crossref_metadata_2025_split huggingface dataset:
Process‐designed training
Authors: Cherniss Cary , Grimm Laurence G. , Liautaud Jim P. 
Published: May 2010

PurposeThe purpose of this paper is to evaluate the effectiveness of a leadership development program based on International Organization for Standardization (ISO) principles. The program utilized process‐designed training groups to help participants develop emotional and social competence.Design/methodology/approachThe study involved 162 managers from nine different companies in a random assignment control group design. There were nine different groups with nine managers in each group. Each group was required to follow the identical process. Trained moderators led the groups during year 1, but during year 2 a group member served as moderator, with all new moderators committing to following the process. The outcome measure was the Emotional Competence Inventory (ECI), a multi‐rater measure of social and emotional competencies associated with effective leadership. Outcome data were collected before the program started, one year later, and two years later.FindingsResults indicated that after two years the intervention group had improved more than the controls on all ECI variables.Research limitations/implicationsThe paper offers recommendations for future research on the mechanisms underlying the process‐designed group strategy and contextual factors that optimize results.Practical implicationsThe paper describes a leadership development strategy that appears to be more economical and consistent in its delivery than traditional approaches such as workshops or executive coaching.Originality/valueAlthough ISO principles are utilized widely in the business world, this is the first study that has used this approach in the design and delivery of management development. Also, few evaluations of management development efforts utilize a random assignment control group design with pre‐ and post‐measures or examine the impact on emotional and social competence, as demonstrated in the workplace over such a long period of time.
Differentiating leader and leadership development
Authors: Dalakoura Afroditi 
Published: May 2010

PurposeThe purpose of this paper is to revisit the prevalent perceptions of leadership development, consider the constructs that affect leadership development in an organization, and propose a collective framework for leadership development.Design/methodology/approachExisting leadership development literature is appraised. The paper identifies the factors that determine leadership development and focuses on the context in which leadership is developed.FindingsThe paper implies that leadership development involves multiple and coordinated actions.Practical implicationsThe paper provides guidelines for successful leadership development in practice.Originality/valueThe paper takes a holistic approach to leadership development and proposes a set of items for measuring leadership development.
Outcomes of management and leadership development
Authors: McGurk Patrick 
Published: May 2010

PurposeThis paper seeks to conceptualise and assess the outcomes of management and leadership development (MLD) at individual, business and organisational levels.Design/methodology/approachUsing the case study approach, the paper investigates the content and outcomes of three concurrent but different MLD interventions for middle‐managers in an “excellent”‐rated local authority adult social services department.FindingsThe paper demonstrates: how a traditional management development programme led to more effective compliance with prescribed objectives, yet made little contribution to strategic change; how an individualised leadership programme had individual benefits but negligible impact on the business; and how a collective and emergent approach to leadership development made a significant but unintended contribution to strategic change.Research limitations/implicationsThe paper highlights the need for further contextualised research at the organisational level into the outcomes of MLD.Practical implicationsThe paper demonstrates the limitations of “off‐the‐shelf” MLD interventions and the importance of designing and implementing development programmes with sufficient regard to professional and organisational context.Originality/valueThe paper provides an in‐depth and contextualised insight into the conditions for success and failure in management development interventions.
Increasing transformational leadership through enhancing self‐efficacy
Authors: Fitzgerald Susan , Schutte Nicola S. 
Published: May 2010

PurposeThe present study aims to examine whether an intervention designed to increase self‐efficacy for transformational leadership results in more transformational leadership self‐efficacy and a higher level of transformational leadership. In previous research higher levels of emotional intelligence have been found to be associated with more transformational leadership; thus the present study also seeks to examine whether higher emotional intelligence makes individuals more receptive to self‐efficacy‐based leadership training.Design/methodology/approachThe study used an experimental design. Participants were randomly assigned to either a self‐efficacy expressive writing condition or a control writing condition. Participants were 118 managers who completed measures of self‐efficacy, transformational leadership and emotional intelligence at the start of the study and again completed measures of self‐efficacy, and transformational leadership after the intervention.FindingsManagers in the intervention condition showed significantly greater transformational leadership self‐efficacy and higher transformational leadership scores than the control group managers at post‐test. Further, those higher in emotional intelligence were more responsive to the intervention.Practical implicationsThe intervention holds promise as a low cost and easy to implement method of facilitating development of transformational leadership.Originality/valueThe finding that an intervention aimed at increasing self‐efficacy can increase transformational leadership extends previous research on both self‐efficacy and transformational leadership. This result suggests that leadership self‐efficacy may be an important component of transformational leadership. The finding that individuals higher in emotional intelligence benefited most from the intervention extends previous findings regarding the importance of emotional intelligence in organisational settings. Emotional intelligence may facilitate individuals' openness to change.
A new global ethic
Authors: Howard Anthony 
Published: May 2010

PurposeThis paper set out to explore the potential for business leaders to do good in a way that is fully integrated with their organisational objectives and their personal purpose. In light of major issues confronting society, including environmental fragility, financial vulnerability and the reduced influence of traditional institutions, the paper proposes the need for a new global ethic, and suggests that leaders of global enterprises have a particular opportunity to make a profound difference in fostering such an ethic. It aims to explain what such an ethic could look like, and the organisational and personal competencies required for ethical leadership.Design/methodology/approachThe paper takes the human person as a starting‐point for addressing major challenges, rather than the challenge itself, builds on research by contemporary commentators on social trends, and draws on examples of business leaders who demonstrate the required competencies for a new global ethic.FindingsThe paper identifies the three key elements that are crucial for effective leadership: to master the art of being human, and to master the art of running a successful enterprise, while becoming a servant to society by fostering a new global ethic within their sphere of influence.Originality/valueThe paper identifies the emerging stakeholder concern for profit‐driven firms to become purpose‐driven, and shows how leaders who align personal purpose with organisational mission and societal need can have a positive impact on the world and foster a new global ethic
An IS for archaeological finds management as a platform for knowledge management
Authors: Braccini Alessio Maria , Federici Tommaso 
Published: May 2010

PurposeThe aim of this study is to describe the context, the activity, and the outcome of a project, which led to the creation of ArcheoTRAC, the first information system (IS) designed to run all the daily activities in archaeological finds management, to share information among the different professionals and to support in this way knowledge creation.Design/methodology/approachThe study focuses on the ArcheoTRAC system and on the project that contributed to its development. Since the authors of this paper have been involved in the project (one of them since its very beginning), an action research paradigm has been used to derive scientific knowledge out of the experience. Both organizational and technological aspects are investigated under the respective theoretical knowledge management perspectives.FindingsThere were two effective choices in order to foster knowledge sharing in a context of a scarcity of interactions among professionals involved. Grouping representatives of possible users in the project contributed to create a mutual understanding of their interdependent and complementary needs and activities. Moreover, some system features of the ArcheoTRAC system (views, fields and thesauri customization, non‐prescriptive workflows) were effective in letting each user adapt him/herself to the new system.Practical implicationsThe study sheds light on the characteristics of a system designed in order to maximize the information exploitation and sharing and, at the same time, to minimize the introduction impact, in a context denoted by manual processes, lack of habit of cooperation, and poor IT literacy.Originality/valueThe study deals with an innovative IS that supports all activities performed by every professional involved in archaeological finds management. The study describes the architecture of this IS that has been designed to minimize impacts on professionals' behaviour and maximize knowledge sharing.
The roles and values of personal knowledge management: an exploratory study
Authors: Cheong Ricky K.F. , Tsui Eric 
Published: May 2010

PurposeThis paper aims to describe the roles and values of personal knowledge management (PKM). It seeks to investigate the roles of PKM in the KM process cycle and assess the values for improving the competences of both individuals and organizations.Design/methodology/approachA research model was developed based on a critical review of KM and the PKM literature, followed by a survey of the KM participants in KM associations/interest groups/societies. The results and conclusions were made based on the quantitative analysis approach.FindingsThe results indicate that PKM is playing important roles in the KM process and both individuals and organizations are benefitting by PKM in improving their competences. The roles of PKM are positively correlated to the values of PKM for individuals and organizations. It is also found that the values of PKM for individuals are correlated to the values of PKM for the organization.Research limitations/implicationsThis study is intended as a starting point for exploring the roles and values of PKM. It aims to provide a generalized model of PKM, with further research required for specific contexts.Originality/valueThe conceptual model of PKM 2.0 was developed based on the research findings which provide a better understanding in the area of PKM. This model also sets the foundation for future research and draws the attention of both academics and business executives in this under‐explored area. Up to now, there is no PKM framework or model that leverages on the Web 2.0 concepts. This paper provides the first examination of such aspects.
Corporate brand evolution: corporate brand images evolving in consumers' everyday life
Authors: Rindell Anne , Strandvik Tore 
Published: May 2010

PurposeThe aim of this paper is to discuss how corporate brand images evolve in consumers' everyday life and its implications for the company's branding strategies.Design/methodology/approachA conceptual discussion and a framework are presented that maps four alternative views on corporate brand images and market dynamics in relation to corporate branding.FindingsCorporate brand evolution is suggested as a way of including consumers' everyday brand image constructions and re‐constructions in a company's branding strategy. Corporate brand evolution is based on two new concepts: image heritage and image‐in‐use. A model for understanding evolving strategic corporate branding is proposed.Research limitations/implicationsThe proposed view on evolving corporate brands is deliberately developed for understanding open source brand dynamics in ever‐changing markets. This paper is limited to make a conceptual contribution. Therefore, research implications are to develop empirically the understanding of image‐in‐use and image heritage in various business contexts.Practical implicationsAn understanding on how brands evolve over time has two major practical implications for companies. First, companies need to develop new approaches and methods to understanding how brands evolve over time. For example, by investigating the consumer' image heritage of the company. This may enhance considerably possibilities for open branding strategies that meet consumer reality to be developed.Originality/valueThe two new concepts, image heritage and image‐in‐use, and the novel approach of evolving corporate brand images are important as they are based on a new consumer understanding, recognizing that consumers' corporate image constructions are dynamic ever‐changing processes and not static end‐states.
The influence of knowledge sharing on innovation
Authors: Kamaşak Rıfat , Bulutlar Füsun 
Published: May 2010

PurposeThe purpose of this paper is to explore the effects of knowledge sharing on innovation. Two forms of knowledge sharing are examined, knowledge donating and knowledge collecting. In particular, the effects of knowledge donating and collecting on ambidexterity in organizations are also studied, with ambidexterity defined as the simultaneous achievement of exploratory and exploitative innovation.Design/methodology/approachPrimary data are collected via a questionnaire designed to measure the relationship between knowledge sharing and innovation. Data which were collected from 246 middle and top‐level managers in Turkey was explored by multiple regression analysis.FindingsThe results showed that knowledge collecting had a significant effect on all types of innovation and ambidexterity, whereas knowledge donating, involving donating inside and outside the group, did not have any effect on exploratory innovation. It was also observed that in‐group knowledge donating affected both exploitative innovation and ambidexterity.Research limitations/implicationsThis paper is limited to Turkish managers. Hence, impact of culture should be considered in future studies. It is advised that future research should be designed for different countries in order to conduct a comparative study.Practical implicationsThese results provide some information that is useful to decision makers and managers who are in charge of directing innovation strategies in organizations. The study also emphasizes the importance of effective knowledge management that can improve innovativeness in the organizations.Originality/valueStudies comprising the relationship between knowledge sharing and innovation types are not abundant in the academic literature. So, the paper provides practical information to a relatively unexplored area.
Linking corporate strategy and supply chain management
Authors: Hofmann Erik 
Published: May 2010

PurposeThe purpose of this paper is to research the nature of supply chain strategy (SCS). It represents one stage of an on‐going research initiative aimed at providing a framework for systematic understanding of the linkages between corporate strategy (CS) making and supply chain management (SCM).Design/methodology/approachThe paper explored the theory and literature related to strategic management and SCM. Four generic levels of strategy were linked to SCM, and synthesized into an explanatory SCS‐framework. Propositions for future research were presented based on the framework.FindingsThe paper shows that most of the literature on SCS relates to the functional level. Largely undiscovered are the links between corporate and business unit strategies with supply chain strategies and capabilities, especially on the network level (NL).Practical implicationsA fit between CS and SCM positively impacts the performance of a firm. The framework developed can be used by managers to assist in thinking through possibilities to link supply chain capabilities with the CS making processes.Originality/valueBy distinguishing between functional, business, corporate, and NLs, the paper provides a framework for future research to enhance knowledge related to supply chain strategies and capabilities.
The misalignment cycle: is the management of your supply chain aligned?
Authors: Lundin Johan F. , Norrman Andreas 
Published: May 2010

PurposeThe purpose of this paper is to propose a framework for describing and analyzing misalignments in supply chain management related to changes in supply chain structures, processes and management components.Design/methodology/approachBased on the systems approach, a single‐case study including several embedded cases from the same supply chain was deployed. This was done according to the abductive research approach, which is favourable when extending existing and developing new theory. Data were collected through observations, interviews and workshops, and later analyzed through pattern matching. The case studied was the Swedish cash supply chain, which was appropriate since it has gone through several changes in its supply chain structure and management.FindingsA framework to describe and analyze misalignments in the supply chain was developed. The framework consists of three steps: first, identify changes in the supply chain, second, Identify Misalignments, and third, identify symptoms. For each step, a specific and more detailed framework was developed in order to facilitate the identification processes.Originality/valueUsing the framework described in this paper a researcher or practitioner acquires a structured approach to mapping the management of a supply chain so that its current misalignments can be identified.
ERP system strategies in parent‐subsidiary supply chains
Authors: Haug Anders , Pedersen Anne , Stentoft Arlbjørn Jan 
Published: May 2010

PurposeMany companies are part of parent‐subsidiary supply chains, i.e. organisations where a parent company receives products from its subsidiary or the other way around. Having this close relationship in a supply chain network opens the possibilities for different setups of enterprise resource planning (ERP) systems across such companies. This paper clarifies the different ERP system strategies for companies in parent‐subsidiary supply chains and the consequences of choosing the different strategies.Design/methodology/approachIn order to position the contributions of the paper, literature on the use of ERP systems in supply chain management (SCM) is investigated. Next, four archetypical ERP system setups across parent‐subsidiary supply chains are defined. The consequences of the four defined setups are deduced. Three case studies are presented to justify the relevance of the defined four ERP system strategies and to further investigate the consequences of choosing these (one case study represents two strategies).FindingsThe paper shows that there are significant impacts of choosing one of the four ERP system setups across parent‐subsidiary supply chains, e.g. quality of communication, degree of local management, synergy effects, etc. Furthermore, the paper shows that extant literature dealing with ERP systems and SCM fails to consider this aspect, which may at worst lead to incorrect generalisations.Research limitations/implicationsThe paper clarifies the importance of considering different ERP system setups in parent‐subsidiary relationships. Future research in ERP systems and SCM needs to focus more on this aspect.Practical implicationsThe paper provides an improved basis for companies in parent‐subsidiary supply chains that are to implement ERP systems or are to rethink their current ERP strategy.Originality/valueThe definition of ERP system setups across parent‐subsidiary supply chains and the clarification of the consequences of these strategies represent new and useful contributions to the SCM and the ERP literature.
Implementation of SCM in inter‐organizational relationships: a symbolic perspective
Authors: Zachariassen Frederik , van Liempd Dennis 
Published: May 2010

PurposeThe purpose of this paper is to investigate supply chain management (SCM) as a management implement from a symbolic perspective on a dyadic level. So far, no research has investigated SCM from such a perspective, although SCM researchers implicitly have noted that it would be useful to have such a study in order to broaden the understanding of the SCM concept, as such a study allows for the use of alternative sociological theories.Design/methodology/approachA single case study was chosen in order to investigate a focal firm's use of SCM. A total of 27 hours of interviews and 15 hours of observations were carried out at the focal firm and with a number of the firm's suppliers in order to investigate the subject.FindingsThe paper found that the SCM concept impacts the relationship between buyer and supplier in different ways depending on two dimensions: SCM as tool vs symbol and arm's length relationships vs strategic partnerships. Contrary to the mainstream idea of SCM as a tool for increased effectiveness of supply chains and increased collaboration with key suppliers, this paper found that SCM from a symbolic perspective at the focal firm came to function as either a justification or as a post‐rationalization for actions taken by the focal firm depending on whether the relationship can be considered a strategic partnerships or an arm's length relationship, respectively.Research limitations/implicationsThe paper was conducted from a dyadic, buyer‐supplier perspective. Being a limitation of the study, future research should investigate the proposed claims set forward in this paper on different levels (focal, chain, and network) in order to either strengthen or weaken the credibility of this present paper.Originality/valueThis is the first paper to investigate the management implement of SCM from a symbolic perspective.