bluuebunny/crossref_metadata_2025_split huggingface dataset:
eLiteracy or information literacy: which concept should we prefer?
Authors: Joint Nicholas 
Published: January 2007

PurposeTo give a comparative analysis of the validity of the concepts of eLiteracy (eL) and Information Literacy (IL).Design/methodology/approachA purely abstract, conceptual discussion.FindingsThat eLiteracy and Information Literacy are different but mutually compatible concepts with validity within specific contexts.Research limitations/implicationsAn entirely abstract discussion of theoretical descriptions.Practical implicationsBy defining concepts clearly, this paper attempts to inform and clarify the framework for practical LIS research.Originality/valueIn contrast to other discussions (which tend to focus either on eLiteracy, or on Information Literacy) this editorial squarely addresses criticism of the eL concept in comparison to IL. It sets out the difference with IL and recognises the strength of both ideas, as long as they are each applied within their appropriate frame of reference.
Using focus groups to assess student needs
Authors: Anna Fagerheim Britt , Weingart Sandra J. 
Published: January 2007

PurposeReports methodology and findings of focus groups conducted at Utah state university to assess students’ needs in the library’s new information commons.Design/methodology/approachA joint committee of computer services personnel and librarians, with assistance from undergraduate library peer mentors, undertook a series of focus groups with participants from the Utah state university student population. The goals were to assess the undiscovered needs of students and students’ preferences in a new library.FindingsAfter the focus group responses were organized into eleven categories, we recorded several key traits and sets of comments from our user population; our users spend a good deal of their study time in the library either working individually or as a group, participants differ in their preferences for seeking help in the library, and participants consider noise levels and adequate space to study important concerns.Practical implicationsBy following a few standard procedures, focus groups can be a useful format for collecting data regarding patrons’ needs and interests in the library. Focus groups can help library staff plan for and design new intellectual and physical spaces in the library.Originality/valueThis paper will be useful to academic librarians planning an Information Commons or other services in the library, or librarians interested in assessing their users’ needs through focus groups.
A selective review of research in content personalization
Authors: Jeevan V.K.J. , Padhi P. 
Published: January 2007

PurposeTo provide a selective bibliography in the emerging area of library content personalization for the benefit of library and information professionals.Design/methodology/approachA range of recently published works (in the period 1993–2004), which aim to provide pragmatic application of content personalization rather than theoretical works, are discussed and sorted into “classified” sections to help library professionals understand more about the various options for formulating content as per the specific needs of their clientele.FindingsThis paper provides information about each category of tool and technique of personalization, indicating what is achieved and how particular developments can help other libraries or professionals. It recognises that personalization of library resources is a viable way of helping users deal with the information explosion, conserving their time for more productive intellectual tasks. It identifies how computer and information technology has enabled document mapping to be more efficient, especially because of the ease with which a document can be indexed and represented with multiple terms, and confirms that this same functionality can be used to represent a user's interests, facilitating the easy linking of relevant sources to prospective users. Personalization of library resources is an effective way for maximizing user benefit.Research limitations/implicationsThis is not an exhaustive list of developments in personalization. Rather it identifies a mix of products and solutions that are of immediate use to librarians.Practical implicationsA very useful source of pragmatic applications of personalization so far, that can guide a practicing professional interested in creating similar solutions for more productive information support in his/her library.Originality/valueThis paper fulfils an identified need for a “review of technology” for LIS practitioners and offers practical help to any professional exploring solutions similar to those outlined in this paper.
Scholarly use of web resources in LIS research: a citation analysis
Authors: Maharana Bulu , Nayak Kalpana , Sahu N.K. 
Published: January 2007

PurposeThe essential purpose of this paper is to measure the amount of web resources used for scholarly contributions in the area of library and information science (LIS) in India. It further aims to make an analysis of the nature and type of web resources and studies the various standards for web citations.Design/methodology/approachIn this study, the result of analysis of 292 web citations spread over 95 scholarly papers published in the proceedings of the National Conference of the Society for Information Science, India (SIS‐2005) has been reported. All the 292 web citations were scanned and data relating to types of web domains, file formats, styles of citations, etc., were collected through a structured check list. The data thus obtained were systematically analyzed, figurative representations were made and appropriate interpretations were drawn.FindingsThe study revealed that 292 (34.88 per cent) out of 837 were web citations, proving a significant correlation between the use of Internet resources and research productivity of LIS professionals in India. The highest number of web citations (35.6 per cent) was from .edu/.ac type domains. Most of the web resources (46.9 per cent) cited in the study were hypertext markup language (HTML) files.Originality/valueThe paper is the result of an original analysis of web citations undertaken in order to study the dependence of LIS professionals in India on web sources for their scholarly contributions. This carries research value for web content providers, authors and researchers in LIS.
Organizational charisma and vision across three countries
Authors: Hwang Alvin , Khatri Naresh , Srinivas E.S. 
Published: January 2007

PurposeThis paper aims to examine the extent leadership charisma and vision could be discriminated by followers and how they influenced follower commitment and reported performance across three countries.Design/methodology/approachAn instrument to identify leadership charisma and vision was developed in Singapore and validated in New Zealand and India before tests on how these leadership qualities influenced followers through Lisrel path models.FindingsResults from the Singapore sample showed that charisma and vision were made up of two charismatic factors (social sensitivity and personality traits – persuasive) and two visionary factors (expert and analytical and visionary and futuristic). Tests across three countries showed that the two visionary factors influenced reported performance and the two charismatic factors influenced subordinate commitment. Only social sensitivity predicted both performance and commitment of subordinates.Research limitations/implicationsFuture studies should include a larger sample of respondents. Cross‐cultural differences in vision and charismatic qualities would have to be explicitly tested with cross‐cultural variables in future studies. The performance output measure should also include objective measures of follower performance, such as revenue or cost in future studies.Practical implicationsEffective leaders should strive to have both charismatic and visionary qualities. Special attention should be paid to “socially sensitive” since it influenced both commitment and reported performance.Originality/valueThis instrument was developed and tested across three countries and therefore has some cross‐cultural validity. The clear discrimination between charisma and vision is also an important development that showed the role both played in leadership influence.
Optimising the effects of leadership development programmes
Authors: Burke Veronica , Collins David 
Published: January 2007

PurposeThis paper aims to discuss a framework for analysing the learning and transfer of conflict handling skills via leadership development programmes. The framework links the role of knowledge in skill acquisition to the process of learning transfer to suggest how different methodologies may influence learning outcomes.Design/methodology/approachIn order to explore the veracity of the framework, content analysis was conducted on 22 UK leadership development programmes. In addition, semi‐structured interviews were conducted with 18 managers acting in leadership roles and ten leadership development providers.FindingsResults confirmed the model to be tenable insofar as providers reportedly utilised both design paths represented in the framework and as managers used the approaches in handling business conflicts.Research limitations/implicationsThe framework remains to be tested longitudinally with a large sample of managers and providers. Given the lack of empirical work to support an expressed link between design and outcome to maximise effect, a mixed methodology examining both approach and rationale would be essential.Practical implicationsIt is suggested that clients question the training provider about the philosophy underlying skills learning and transfer. Due consideration should also be given to the circumstances under which learning transfer may be optimised.Originality/valueIt is proposed that the framework may offer clients an evaluation tool in respect of particular methodologies or course designs and that this may help to maximise the chances of focused learning and subsequent skills transfer.
A practical focus on leadership in management − for research, education and management development
Authors: Rausch Erwin 
Published: January 2007

PurposeTo provide an explanation of an approach to education and development for leadership in organizations, as distinct from education about leadership.Design/methodology/approachThe paper refers to leadership in private as well as public organizations and organizational units, to all types of managers including those of non‐supervisory functions affecting stakeholders, and even to personal affairs. It suggests a decision‐assisting model based on the issues that should be considered in decisions pertaining to matters involving leadership roles. It is based on three foundations: comparison of decision‐making practices involving leadership aspects of management with decision making in other professional fields; analysis of the actual and potential impact of leadership and motivation theories on leadership decisions; and responsibilities involved in effectively applying leadership to management activities in all fields.FindingsThe paper reports on the informal research process that resulted in the development of the model.Research implicationsExtensive possible research is outlined that could gradually overcome the enormous obstacles to empirical validation of the model.Practical implicationThe model is relatively simple, consisting of eight groups of considerations, in the form of questions that help to ensure that leadership decisions consider all relevant issues. The approach outlined here is highly practical and can easily be applied.Originality/valueThe model is unique and highly practical for all individuals who are in management and for those who are called on to assume leadership roles on teams, in their profession, in their family roles, and in other situations.
Leading and managing: it takes two to tango
Authors: Kent Thomas W. 
Published: January 2007

PurposeTo create a starting point for defining the processes of leading and managing in a way that enables both the separation and distinction of the concepts for study as well as the integration of the concepts for practical application.Design/methodology/approachThe paper draws on research that describes specific behaviors involved in leading and in managing; and it proposed a model that might be used to think about the integration of the two processes – leading and managing. The paper further describes the specific competencies involved in both leading and in managing.FindingsThe paper suggests that the current literature is particularly confusing as a result of the lack of agreement and specificity regarding the nature of the processes of leading and managing. The literature suffers from a proliferation of “spin off” forms of leadership – such as strategic leadership, entrepreneurial leadership, etc. – as well as from using the two terms as replacements for each other.Originality/valueThis discussion should further the research on the study of leadership competencies and leadership behaviors. It should also prove useful to those wishing to develop leadership development programs, leadership selection criteria, and more.
Leadership in project management: from firefighter to firelighter
Authors: Barber Elizabeth , Warn James 
Published: January 2007

PurposeTo demonstrate two distinct leadership requirements for project managers and establish a theoretical basis for distinguishing between these two types of leadership.Design/methodology/approachA framework linking transactional and transformational leadership qualities with project management attributes is developed.FindingsExplains how reactive decisions relating to monitoring of schedules and budgeting data of projects has received the greatest attention in the literature but this is only one aspect of project control. Project leadership that is proactive in controlling projects is more effective.Research limitations/implicationsThe implications of our findings are substantive. Project managers who focus on proactive leadership behaviour will be more successful in completing projects on time, on budget and to the specified standard as well as achieving the strategic purpose of the project.Practical implicationsProject managers need to pay more attention to the progress of their projects and forestall any problems rather than just being reactive problem solvers.Originality/valueThe paper provides a framework for establishing the linkage between proactive decisions that impact on the direction that the project is progressing and reactive decisions that solve the existing problems of project management. It is a different focus to the traditional project management leadership knowledge base.
Organizational justice and decision making
Authors: Eberlin Richard , Tatum B. Charles 
Published: January 2007

PurposeThe purpose of this paper is to examine organizational justice, decision making, and the unintended consequences of cognitive biases and errors. Managers, and other leaders, are often subject to simple, but serious, biases and errors when making important organizational decisions. Sometimes these errors and biases produce decisions that result in adverse outcomes. Moreover, these same errors and biases may be used to justify or excuse the unintended results.Design/methodology/approachThe paper reviews the literature on organizational justice, decision‐making styles and biases, and cognitive errors. From this review, the authors draw conclusions about potential adverse outcomes when leaders or managers engage in biased decision‐making or commit cognitive errors.FindingsWhen leaders or managers inadvertently make biased decisions or cognitive errors that lead to adverse results, their followers may perceive these acts as unfair and unjust even when no injustice was intended. Leaders must acknowledge, and be accountable for, their actions and decisions if they want to avoid undesirable side effects such as lower morale, increased turnover, reduced performance, or litigation.Originality/valueThe lack of consideration of the implications of organizational justice (especially the social forms of justice) during the decision‐making process may create perceptions of unfairness and injustice among followers (e.g. employees, subordinates). Any rip in the fabric of social justice, whether intentional or not, can create problems in an organization. Many of these problems can be avoided if leaders or managers accept responsibility for their decisions and not try to deflect criticism or rationalize their actions.
Learning orientation and leadership quality
Authors: Paparoidamis Nicholas G. 
Published: January 2007

PurposeAlthough sales managers influence to a great extent their salespeople's outcomes, research examining the impact of leadership effectiveness and learning orientation in the sales department is limited. As such, an investigation of the impact of sales managers' learning values and leadership – on the grounds of goal‐setting and leader‐member exchange (LMX) theories – on salespeople's goal orientation and performance is warranted. This paper aims to investigate these issues.Design/methodology/approachTo explore these issues, the author presents the extant literature on learning orientation, goal orientation and leadership quality, in an effort to provide the basis for the development of theoretical propositions. A strategic learning pathway is proposed for further research indicating that sales managers' learning orientation and leadership affect salespeople's goal orientation and performance.Practical implicationsEach of the underlying propositions is explored and managerial and research implications are identified. The proposed model indicates that it is vital for sales managers to pursue strategic learning and create favourable learning conditions and processes that facilitate organisational learning and change.Originality/valueThe research framework provides a new perspective to sales managers for strategic implementation of learning practices in the sales environment.
Ritualism, symbolism and magic in consultancy practice
Authors: Gbadamosi Gbolahan 
Published: January 2007

PurposeThe paper is an exploratory attempt to examine the practice of management consultancy and the cultural components of rituals, symbolism and magic in Botswana. Management consultants as catalytic agents of change remain relevant in organisational life and this study aims to investigate how they are perceived and how they perform their tasks in the African context.Design/methodology/approachIn‐depth unstructured interviews were conducted with seven top management consultancy firms in Botswana, who agreed to participate in the study, focusing on six key research questions.FindingsFindings revealed that the role of cultural values, while relevant, does not affect actual consultancy practice. It also establishes that consultation process is limited to mainly big organisations and government departments. The activities of consultants may be ritualistic to the extent of repetitiveness; there are also symbolic practices, there is, however, no evidence of superstitious or magical acts.Research limitations/implicationsQualitative data generally struggles with the accusation of researchers bias, while a sample size of seven consultants, certainly limits the generalisability of the findings, how much can we possibly learn from such a small size?Practical implicationsThe need to reposition the consultation process for long‐term survival in the non‐Western context by inculcating indigenous values and mores was discussed as well as other policy implications.Originality/valueThe paper demonstrates the need for a re‐conceptualisation of what should constitute an effective management consultancy practice in non‐Western settings. Since managers are not divorced from their socio‐cultural environment their mental images reflect axioms that are deeply located in the uniqueness of their cultural settings.
Consensus in team decision making involving resource allocation
Authors: Chong Philip S. , Benli Ömer S. 
Published: January 2007

PurposeThe purpose of this paper is to provide a practical method to be used in team decision making when allocating resources.Design/methodology/approachThe paper proposes the following hypothesis: the selected team consensus strategy from among all available strategies must have minimum sum of squares of monetary regrets. A general algebraic representation of the above hypothesis is developed.FindingsThis hypothesis can be interpreted as a Nash equilibrium involving mixed strategies when the entire problem is viewed in game theoretic framework. The paper provides an explanation in quantitative terms of the reasoning process pursued by five business college department chairs faced with three strategies, in an actual consensus decision making to illustrate the above hypothesis. By making observations of the behavior of decision makers in the selection of a budget allocation formula, the paper shows that the hypothesis holds true for the specific reasoning process pursued by the chairs in arriving at the consensus solution. However, the chairs' consensus solution is found to be a local solutionvis‐à‐visthe global optimal solution found by solving the game theoretic model.Research limitations/implicationsThe authors plan to conduct further empirical testing of the hypothesis using allocation strategies found in diverse decision‐making environments involving diverse decision makers such as business executives, government officers, education administrators, and others.Practical implicationsIf this hypothesis can be validated to be true, decision makers should propose for consideration only those rational strategies that have minimal or low variance in monetary regrets since these are the strategies that would most likely be selected in team decision making.Originality/valueTeam decision making involving resource allocation abounds in all organizations, at all levels and in diverse applications. The practical procedure proposed in this paper, based on analytical foundation of game theory, provides decision makers a viable tool for allocating resources that results in consensus of all rational parties involved.
Situational and organizational determinants of turnaround
Authors: Francis John D. , Desai Ashay B. 
Published: January 2007

PurposeTo test the ability of situational variables, manageable pre‐decline resources, and specific firm responses to decline to classify performance outcomes (turnaround vs non‐turnaround) in declining firms.Design/methodology/approachUsing a longitudinal methodology and a multi‐firm sample, the paper studies the relative role of situational factors concerning the environment and a firm's decline, along with various internal resources and strategies that can enable a firm to recover from decline.FindingsThe results indicate that contextual factors such as the urgency and severity of decline, firm productivity and the availability of slack resources, and firm retrenchment can determine the ability of sample firms to turnaround. Overall, factors under the control of managers contribute more to successful turnarounds than situational characteristics.Research limitations/implicationsThis study does not identify the exact cause of firm decline. The authors believe this is beyond the scope of this multi‐firm study.Originality/valueThis study contributes to the existing research by theoretically explicating and empirically testing the influences of multiple situational and organizational factors on turnaround outcomes. While several studies have investigated conceptually unique sets of actions applied by managers attempting to turn around declining firms, this paper integrate these actions as they can often impact each other and the eventual turnaround. The authors believe their research design affords a more holistic view to the turnaround process. In order to direct executives efforts, the findings are summarized into some practical applications.