bluuebunny/crossref_metadata_2025_split huggingface dataset:
Case study of an artists' retreat in Ireland: an exploration of its business model
Authors: McCarthy Breda 
Published: August 2008

PurposeThe purpose of this paper is to explore the business model adopted by an artists' retreat.Design/methodology/approachThe paper comprises qualitative, case‐based exploratory research.FindingsThe paper argues that there are some aspects of arts tourism that ally themselves naturally with social enterprise. The case study outlines challenges facing artistic ventures such as the importance of maintaining artistic integrity and managing the tension between creativity and financial return, between the local and the international. The paper argues that partnership between the tourism industry, state agencies, social entrepreneurs and the arts community, has the potential to influence socio‐economic outcomes. The case study suggests that arts tourism has the potential to achieve social change in a peripheral region but obstacles remain. Policy makers require more systematic research, statistics or figures to detail the exact impact of socially‐inspired arts tourism.Research limitations/implicationsThe number of interviews conducted was limited and so no, generalisations could be made.Practical implicationsThe general conclusion for managers of artistic ventures is that is that there seems to be a need to demonstrate the “multiplier effect” of arts tourism.Originality/valueTo date there has been little analysis of arts tourism from a social entrepreneurship perspective.
Social enterprise and social entrepreneurship: where have we reached?
Authors: Thompson John L. 
Published: August 2008

PurposeThe purpose of this paper is to discuss social enterprises, social entrepreneurship and social entrepreneurs. The paper draws on published work to flag key issues and discussion points that affect the clarity of the understanding. It aims to provide some greater insight and help both scholars and practitioners in their respective quests for understanding and improvement. The paper could further help people clarify what needs to be covered on courses and degrees in this subject area.Design/methodology/approachThe paper draws on the work of others and to this adds personal conclusions from both direct experience and observation. It attempts to deal with complex issues and tensions in a straightforward style and thus draw attention to key debates.FindingsThe central argument is that if we see social enterprises, social entrepreneurship and social entrepreneurs bound together, operating with a common purpose and approach and pursuing the same ends, then we misunderstand this critically important sector. They are clearly linked but there are important distinctions.Research limitations/implicationsThis is a conceptual discussion paper. It is not directly a research paper and it is not written to either present the findings of a specific project or to inform a future research agenda. It could well‐trigger ideas for researchers, however.Originality/valueThe core material for this paper is not original but the presentation, synthesis and arguments offer a distinctive treatment. They should help clarify some of the debates and issues that hamper our ability to clearly understand the world of social enterprises.
Leadership in the NHS
Authors: Towill Denis R. 
Published: August 2008

PurposeThe purpose of this paper is to examine Gerry Robinson's television series and what lessons the Department of Health might learn from it.Design/methodology/approachThe paper reviews the recent TV series and draws conclusions from it.FindingsIt is apparent that more might well be achieved by NHS managers leading change via active involvement at the “coal face”. Such a transition would improve morale and would be a move towards establishing an innovative learning culture within NHS organisations. A companion article provides the same service on improving hospital through‐put.Originality/valueSome useful lessons for the Department of Health are presented.
Leadership and implementation of evidence‐based practices
Authors: Holmberg Robert , Fridell Mats , Arnesson Patrick , Bäckvall Mia 
Published: August 2008

PurposeThis paper seeks to investigate the role of leadership styles in the implementation of evidence‐based treatment methods (EBP) for drug abuse and criminal behaviour.Design/methodology/approachThe paper employs a triangulation approach through mail questionnaires to 112 treatment personnel (49 per cent response rate), interviews with 65 employees and managers, observations and feedback workshops.FindingsResponses from treatment personnel involved in the implementation of EBP indicated that their views on their immediate superior's leadership behaviour was significantly related to the perceptions of organisational innovative climate, job satisfaction and work output. Problems with workload, lack of collegial and managerial support and a low priority given to the programmes and treatment integrity were the most common barriers to implementation of the programmes. Effective managers were providing space, time and opportunity for the staff to perform their treatment‐related tasks and to be creative during the implementation process. This functional space had to be continually protected, both vertically from demands from higher levels of the organisation and horizontally from non‐helpful colleagues.Research limitations/implicationsThe correlational design used in this study does not permit conclusions about causality.Practical implicationsImplementation of evidence‐based treatment programmes in clinical settings should pay attention to the impact of leadership styles on the experiences of treatment staff (climate, job‐satisfaction, burnout) and programme outcome. These variables should also be considered in the evaluation of treatment effects. The process of implementation can be seen as a route for learning and innovation, and managers should pay attention to the facilitation of these processes.Originality/valueThe role of leadership in implementation concerns not only production and structure but also learning, creativity and persistency during the process. The triangulation approach in this study also sheds light on the limitations of questionnaires in capturing the dynamics of leadership in human service organisations.
Am I doing it right? Facilitating action learning for service improvement
Authors: Pedler Mike , Abbott Christine 
Published: August 2008

PurposeThe purpose of this paper is to enquire into the role and skills of the action learning facilitator in the context of service improvement work in the UK's National Health Service (NHS). An earlier companion paper examined the concept of service improvement and the possible contribution of action learning as a means of bringing about both personal and organisational development.Design/methodology/approachThe paper takes the form of a case study. The research reports on the facilitation of action learning sets which formed part of a leadership development programme in the NHS. Data were collected via telephone interviews, focus groups, action learning sets and a World Café event.FindingsThe action learning facilitator's role is encircled by questions of method, approaches, skills and competencies, and crucially by complex contextual factors. Three role models are offered for the action learning facilitator – i.e. initiator, coach, and leader – and the paper concludes that any person fulfilling this role should develop the habits of reflection, critique and learning as part of developing their practice. Supervision and developmental support are also useful for people who are always asking themselves – “Am I doing it right?”Research limitations/implicationsThis case study on which these findings are based was developed at a time of great turmoil in the NHS. The dramatic specifics of the case serve to illustrate the critical variability and uniqueness of context. However, we believe that this does not greatly affect the efficacy of general conclusions drawn about action learning facilitation.Practical implicationsThe practice of action learning is developing rapidly in many different organisational and community settings, and there is a growing demand for its skilful facilitation.Originality/valueCurrently there is little literature on what constitutes appropriate development for action learning facilitators. The paper gives some clear choices and guidelines for the development of this role.
The impact of a leadership development course for junior academic medical faculty
Authors: Duda Rosemary B. 
Published: August 2008

PurposeThe purpose of this study is to assess the impact of a new leadership development course for academic medical faculty.Design/methodology/approachIn October 2006, a survey was electronically sent to the 55 faculty attending the Leadership Course for Junior Faculty.FindingsA total of 29 women and 26 men attended a course; 85.5 percent responded to the survey. The course was reported to be beneficial personally and professionally to 88.0 percent and 84.0 percent of women, motivated 47.8 percent of women to seek a leadership position, and helped to secure a leadership position for 30.4 percent. This was comparable with the survey responses of men. Women were significantly more likely than men to seek academic career advancement (83.3 percent versus 55.0 percent, p=0.04) as a result of attending the course. However, women were significantly less likely to have secured a new leadership position since attending the course in comparison with men (4.2 percent versus 18.2 percent, p=0.04). This course also motivated 24.0 percent of women compared with 9.1 percent of men to take additional leadership courses (p‐value not significant). All of the women and 25/26 of the men faculty (46/47, 97.9 percent) reported that they would recommend the leadership course to junior faculty.Practical implicationsFormal training in leadership skills early in an academic career is professionally and personally beneficial to faculty. In particular, leadership courses can successfully motivate and encourage junior women faculty to seek leadership roles in academic medicine by providing them with the knowledge of opportunities in leadership and the skills required for such positions.Originality/valueThe paper presents a subjective assessment of a new leadership course.
Managing technological transition from old to new technology: case of Fanuc's successful transition
Authors: Shibata Tomoatsu , Kodama Mitsuru 
Published: August 2008

PurposeThe purpose of this paper is to provide new practical viewpoints and a framework regarding the management of technology transition from old to new technology through an in‐depth case study of Fanuc.Design/methodology/approachDue to the exploratory nature of this research and our interest in identifying key factors that affect the progress of technological transition, the authors selected the grounded theory style of data interpretation.FindingsThis case study identifies three key factors common to Fanuc's two major technological transitions and provides a new framework for the successful transition.Originality/valueThis paper provides new practical viewpoints regarding the management of technology transition from old to new technology.
Managing intellectual capital in small ITC companies
Authors: Cabello Carmen , Kekäle Tauno 
Published: August 2008

PurposeThe purpose of this paper is to highlight the relevance of intellectual capital for IT companies in general and, specifically, to analyze the importance of adequately managing intellectual capital in small IT companies.Design/methodology/approachTwo small successful IT companies (one in Spain, another in Finland) are studied, in order to reach a better understanding of how intellectual capital is managed in small companies.FindingsThe companies analyzed show the dynamic relationships among the three sides of intellectual capital, and the challenges that managers have to face both to take the advantage of all these connections and mitigate its possible negative effects.Practical implicationsAll three areas of intellectual capital (human, social and organizational) require special attention, especially in small knowledge‐intensive companies. Furthermore, the structural embeddedness of social capital seems to develop by following an emergent pattern, especially in small companies where organizational borders do not hinder it. The relational embeddedness of social capital – especially maximizing the spread of knowledge in a company and minimizing the risk of key competence walking out through the door – requires a conscious action from the management and use of work‐rotation techniques.Originality/valueThe paper demonstrates that small companies, even without the organizational resources of the large companies, can however be successful in managing the intellectual capital if their managers are aware of its potential, and understand the idea of the intellectual capital. The paper can help the managers of these kind of companies to know this potential as well as the way to manage it.
Enhancing development and planning efforts: benefits of leveraging technology
Authors: Schraeder Mike , Matuszek Tish , Morrison Rodger , Self Dennis R. 
Published: August 2008

PurposeThe purpose of this article is to provide insight into how organizations and managers can use technology, including the internet, to enhance development and planning efforts.Design/methodology/approachSuggestions for leveraging technology are outlined using the traditional components of the planning process as a template. Specific recommendations are offered for integrating technology into each of the stages of the planning process (i.e. formulation, implementation and evaluation).FindingsA majority of business and technology executives agree that extensive use of information technology can enhance strategic planning, however, only about one‐third of surveyed CEOs actually champion the use of technology in strategic planning, with only 19 percent considering their organization's strategic planning process highly effective (PR Newswire). Yet, by leveraging technology more effectively during planning and development initiatives, companies are likely to improve their overall competitive position, enhance buy‐in, and reduce conflict.Practical implicationsWhile not scientific, guidance provided in this article should improve managers' and leaders' planning efforts.Originality/valueThe use of technology in development efforts and throughout the planning process should improve the efficacy of the concomitant plans developed by organizations.
Management 2.0: managing the growing intangible side of your business
Authors: Adams Mary 
Published: August 2008

PurposeThe future success of organizations increasingly depends on what they know rather than what they do. Knowledge is embedded in a number of distinct types of intangibles in an organization. Management of intangibles requires different tools and approaches than those commonly used to manage industrial‐era tangibles‐based businesses. The purpose of this article is to propose a simple framework for management of knowledge intangibles.Design/methodology/approachThe author examines and synthesizes a number of new and/or prominent theories of management (such as intellectual capital, business performance management, innovation and network analysis) through the lens of her 25 years of practical experience as a financier and strategy consultant helping companies create intangibles management capabilities.FindingsThe result is a set of ten concepts that together provide a primer on the management of intangibles. Each concept is presented together with its tangible counterpart to help the reader envision its role in the organization. The concepts are: knowledge is the new oil; intangibles are the new raw material; intellectual capital is the new factory; i‐capex is the new capital expenditure; assessment is the new ROI; performance measurement is the new scorecard; innovation is the new strategy; orchestration is the new command and control; maps are the new organization chart; and reputation is the new bottom line.Practical implicationsThe article includes exercises to enable the reader to apply each of the ten concepts in his or her own organization.Originality/valueThe article helps executives increase their understanding of diverse trends by filtering them through the lens of intangibles management. Understanding of these concepts is increased through comparison with the common building blocks of tangibles management. The article introduces two original concepts: intellectual capital seen as the “new factory” and spending on intangibles seen as “intellectual capital expenditures.”
What do strategists mean when they talk about risk?
Authors: Wickham Philip A. 
Published: August 2008

PurposeThe purpose of this paper is to introduce strategic managers to a multi‐perspective approach to thinking about risk.Design/methodology/approachThis paper takes the form of a review.FindingsAn eight‐fold way of thinking about risk is suggested: as a formal idea in finance and economics; as fear of loss, often non‐monetary and qualitative; as something that influences strategic choice; as something that influences strategic behaviour; as a factor in position and status; as something the brain is adapted to deal with – quickly and efficiently; as something that effects the way strategic managers deal with information and impacts on their cognitive processing; and as something that, like resources, is shared between the organisation and its stakeholders.Practical implicationsThe article suggests a practical checklist for strategists to think about the risk(s) of different strategic options and how it impacts on strategy evaluation and implementation.Originality/valueThe paper identifies the significant lacuna with regard to risk in modern strategic management.
Strategically thinking about the subject of strategy
Authors: Singer John G. 
Published: August 2008

PurposeThe purpose of this paper is to provide a conceptual framework to understand the subject of strategy.Design/methodology/approachThe article weaves together the author's thinking, research and experience in strategy consulting.FindingsStrategy is the relationship between means and objectives. It operates at a system level.Practical implicationsBad strategy is expensive. A better understanding of the difference between strategy and tactics will clarify objectives, shape innovation, allocate resources and enable competitive advantage.Originality/valueThe paper deals with widespread error and confusion about the nature and function of strategy, with significant implications for decision‐making.
Building strategic partnerships for managing innovation outsourcing
Authors: Baloh Peter , Jha Sanjeev , Awazu Yukika 
Published: August 2008

PurposeThe purpose of this paper is to uncover the mechanisms of organizations managing innovation outsourcing to business partners. In a business environment characterized by the development of deep, niche expertise in a particular domain, business partnerships can provide a source of innovative rejuvenation by outsourcing the innovation to business partners who have complementary skills and expertise. This paper addresses a critical challenge which the organizations are currently facing: how do you manage outsourcing of innovation to business partners effectively while maintaining your strategic competitiveness?Design/methodology/approachExploratory multiple case studies of over 30 innovative European and US companies were done. It involved 50 semi‐structured interviews with senior executives from research and development, product management, information technology, and marketing.FindingsThe paper identifies three complementary models of managing outsourcing of innovation to business partner: acquisition, strategic alliances, and open source (OS). Based on these, a three‐dimensional “Co‐Innovation Space” is proposed that can help in analysis and planning of current and future innovation projects.Research limitations/implicationsAlthough the research is carefully designed, it is an exploratory study and has the limitation of generalizability of the findings. Nevertheless, findings from multiple case studies from diverse organizations shed a light to current innovation and strategic alliance literature.Practical implicationsPartnerships can open the door to multiple knowledge sources. Accessing and integrating information from these sources can greatly enhance knowledge base of organizations and can help fuel sustainable innovation. The models proposed in this study provide a lens to examine existing innovation project portfolios and/or to plan for future innovation programmes.Originality/valueThis study is probably among few to study such a large, diversified, and geographically scattered group of organizations. Although exploratory and preliminary, this makes the findings of the study insightful.
Modeling the 24‐h software development process
Authors: Sooraj P. , Mohapatra Pratap K.J. 
Published: August 2008

PurposeThe purpose of this paper is to present a model of the 24‐h software development process to help software project managers assess the profitability of a 24‐h development configuration and to select the optimal partnering sites. The model also helps the customer‐support divisions of software firms to decide which customer requests need to be performed using the 24‐h development mode.Design/methodology/approachThis paper presents a graphical representation of the 24‐h software development process. Highlighting the importance of interaction times between two sites and the role of product‐, process‐, and site‐related factors that influence its value, the paper adopts the method of pair‐wise comparison of factors as done in the case of analytical hierarchy process and proposes a multiplicative model for its estimation. The software development time and cost are thereafter estimated by using site‐specific values of work hours, compensation package, and productivity. The approach is used to determine the economic viability of 24‐h development and make optimum site selection for a number of decision‐making situations.FindingsThe results obtained from applying the models to hypothetical, but realistic problems, with different values for site‐ and personnel‐specific factors to prove the ability of the model to be used in real‐life situations.Research limitations/implicationsThe proposed model does not consider effects of factors like multiple interactions, reworks, and errors in communication.Originality/valueA circular representation of the 24‐h software development process, the multiplicative model for estimating the length of interaction time, and the time and cost of development in such a process are the main contributions of the paper.