bluuebunny/crossref_metadata_2025_split huggingface dataset:
One box to search them all
Authors: Gibson Ian , Goddard Lisa , Gordon Shannon 
Published: March 2009

PurposeThe purpose of this paper is to present how, in May 2008, the Ad Hoc Committee on Federated Search was formed to prepare a preliminary report on federated searching for a special meeting of Librarians Academic Council at Memorial University Libraries. The primary purpose is to discuss current implementation of federated searching at this institution, explore what other institutions have done, examine federated search technologies, and offer recommendations for the future of this resource.Design/methodology/approachInformation was drawn from a recent usability study, an informal survey was created, and a literature/technology review was conducted.FindingsThese four recommendations were proposed and unanimously accepted: actively develop the current federated search implementation by developing a web presence supporting “federated search in context”, re‐evaluating the need for consortial purchase of a federated search tool, continuing to assess the current federated search marketplace with an eye to choosing a next‐generation federated search tool that includes effective de‐duping, sorting, relevancy, clustering and faceting, and that the selection, testing, and implementation of such a tool should involve broad participation from the Memorial University Libraries system.Originality/valueProvided is an inside look at one institution's experience with implementing a federated search tool. The paper should be of interest to anyone working in academic libraries, particularly the areas of administration, public services, and systems.
A mobile video service trial: TOEST
Authors: Kim Sungwon 
Published: March 2009

PurposeThe purpose of this paper is to introduce Commercial Mobile Video Service Trial (TOEST) of Korea Telecom (KT), relaying experience related to the implementation of mobile video service for portable devices to libraries and information management organizations that are interested in this service.Design/methodology/approachResearch data used were collected from internal materials such as unpublished project reports, RFI, RFP, etc. written throughout the process of implementing projects. The information also draws on the author's experience and involvement in TOEST trial between 2005 and 2007.FindingsFrom the technical perspective, it was confirmed that technical advancements and environments that enable the implementation of mobile video service for portable devices have been fully established. The technical areas that need to be further improved are the advancements of battery capacity, low‐power consumption technology, and functional improvement of the I/O slot in portable devices.Research limitations/implicationsTOEST provides only download type service for portable devices such as PDAs and PMPs. Streaming type service for mobile phones has been performed only for the purpose of internal tests.Practical implicationsFor information management organizations and libraries, mobile video service for portable devices is cutting‐edge technical service that can provide new customer value to users. Also, it is possible to apply profit models from the commercial point of view.Originality/valueThe paper introduces various technical and environmental elements as specifically as possible, including practical things that we have experienced during the course of implementing mobile video service systems for portable devices. Experience in TOEST development would be helpful to information management organizations and libraries planning to provide mobile video service for portable devices.
Item‐level usage statistics
Authors: Merk Christine , Scholze Frank , Windisch Nils 
Published: March 2009

PurposeThe purpose of this paper is to present how the JISC Usage Statistics Review Project aims to formulate a fundamental scheme for recording usage data and to propose a standard for its aggregation to provide meaningful and comparable item‐level usage statistics for electronic documents such as, for example, research papers and scientific resources.Design/methodology/approachA core element of the project has been a stakeholder workshop. This workshop was held in Berlin, 7/8 July 2008. Representatives of key stakeholder groups (repositories, libraries, COUNTER, IRStats, JISC, LogEc, MESUR, OA‐Statistics and other Open Access projects) were invited. During the workshop a fundamental scheme for the recording and the exchange of log files was discussed as well as the normalization of data collected.FindingsThe following mandatory elements describing usage events were agreed during the stakeholder workshop: Who – identification of user/session, What – item identification and type of request performed (e.g. full‐text, front‐page, including failed/partially fulfilled requests), When – date and time, usage event ID. The following elements were regarded as optional: From where – referrer/the referring entity and identity of the service. Usage events should be exchanged in the form of OpenURL Context Objects using OAI. Automated access (e.g. robots) should be tagged. The definition of automated access has to be straightforward with an option of gradual refinement. Users have to be identified unambiguously, but without recording personal data to avoid conflicts with privacy laws. Policies on statistics should be formulated for the repository community as well as the publishing community. Information about statistics policies should be available on services like OpenDOAR and RoMEO.Originality/valueThe paper is based on the detailed project report to the JISC, available at http://ie‐repository.jisc.ac.uk/250/
The role of organizational competencies in the market‐orientation‐performance relationship
Authors: Subramanian Ram , Kumar Kamalesh , Strandholm Karen 
Published: March 2009

PurposeThe purpose of this paper is to examine the specific ways in which market orientation of an organization contributes to the creation of organizational competencies that lead to superior performance.Design/methodology/approachSurvey data from 159 acute care hospitals were statistically analyzed to test the research hypotheses.FindingsMarket orientation makes a significant contribution to the creation of a number of organizational competencies which, in turn, lead to superior performance in the areas of cost containment, growth in revenue, success in retaining patients, and success of new services.Originality/valueGiven the changing competitive landscape in the health care industry, managers of these organizations are increasingly being forced to recognize organizational competencies so that they can leverage them for market success. A set of competencies leads to the organization becoming market orientated. Market orientation, in turn, leads to organizational success in a variety of areas.
Dilution of brand extensions: a study
Authors: Lahiri Isita , Gupta Amitava 
Published: March 2009

PurposeThe purpose of this paper is to examine situations in which brand extensions are likely to dilute beliefs associated with family brands.Design/methodology/approachHypotheses are developed and tested in a consumer survey that included experimental and control groups.FindingsThe findings show the congruity of the extension with the family brand is an important factor, the absence of which increases the chances of dilution of the family brand. Perceived success/failure of the extension is a more important factor that also enhances or dilutes the image of the family brand.Research limitations/implicationsBrand names can be hurt by brand extensions, which contain attributes incompatible with or negating favorable family brand beliefs.Practical implicationsIf managers feel the dilution is occurring because of an extension, they can increase perceptions that the extension is atypical of the family brand.Originality/valueThis paper identifies certain key attributes of extensions that, if ignored, may dilute the image of the family brand.
Leadership and work motivation from the cross cultural perspective
Authors: Ahmad Khaliq 
Published: March 2009

PurposeThe purpose of this paper is to compare and contrast conventional management thought, its main features of leadership, and work motivation with those from an Islamic perspective. The paper fills in the literature gap that exists, despite the growing importance of a need for knowledge on management from an Islamic perspective.Design/methodology/approachThis paper is conceptual in nature. Therefore, the method adopted is descriptive and approached using revealed knowledge sources, as well as knowledge from conventional management literature from the cultural school of management thought.FindingsLeadership and motivational concepts in Islamic management are more comprehensive than the conventional theories. Islamic motivation frameworks also provide fundamentals for developing a strong Islamic leadership. Implications of these Islamic management concepts are not only confined to this materialistic world but also have connotation for subscribers of the belief of attaining eternal success in the hereafter.Originality/valueThe paper gives a better understanding and guidelines for managers of multinational corporations, especially those working in Muslim countries, in order to achieve their corporate objectives successfully.
Leadership – the five big ideas
Authors: Allio Robert J. 
Published: March 2009

PurposeThere are five ideas at the center of the endlessly debated and recycled findings and insights on leaders and leadership that produce a stream of leadership books. The paper aims to help practitioners separate the hype from the proven.Design/methodology/approachThe paper assesses the five big leadership ideas, proposes four research challenges and offers five prescriptions for leadership improvement.FindingsThe five big ideas are as follows. Character – competent (get the right job done) and ethical (act with integrity) are at the essence of character. No best way to lead – no single model fits all situations. Today, the favored model for leadership is the self‐effacing, humanistic individual; co‐creation of unique customer value is today's mantra for enlightened leaders. Leaders must collaborate – good leaders design and manage a collaborative process of decision making and conflict resolution to which all the stakeholders subscribe. In the absence of such a process, implementation of strategy falters or fails. Adaptability is key to longevity – helping organizations adapt to change is perhaps the single most important leadership competency. Leaders are self‐made – although leadership theory and principles can be taught, effective leadership behavior must be learned.Practical implicationsManagers can use the paper's insights to discount the hype used to promote many leadership books and training.Originality/valueThe paper offers a broad, long‐term perspective on leadership theory and practice.
Using a value creation compass to discover “Blue Oceans”
Authors: Sheehan Norman T. , Vaidyanathan Ganesh 
Published: March 2009

PurposeResearchers Kim and Mauborgne argue that firms seeking to grow in mature markets need to create new buyer value, thereby entering Blue Ocean markets, where they don't have rivals. In contrast, firms fighting rivals in bloody, Red Oceans will struggle to remain profitable. To facilitate the search for Blue Oceans the paper aims to offer managers a new tool to uncover new points of buyer differentiation.Design/methodology/approachThis paper draws from the strategy, marketing and economics literatures to illustrate how firms can enhance performance by creating Blue Oceans.FindingsThis paper suggests that one way to generate Blue Ocean strategies is to use the fundamental building blocks of value creation. Based on extensive work with value creation logics, it proposes that there are three types of value firms can offer customers: lower prices using an industrial efficiency logic; increase user connectivity with a network services logic; or enhance the offering's fit with the user needs using a knowledge intensive logic. By combining parts of two or more of the value creation logics, managers may construct innovative bundles of attributes.Practical implicationsBlue Ocean strategies are most appropriate for companies in the mature/decline phase of the product life cycle that are suffering from declining revenues and decreasing customer loyalty. Organizations facing these pressures typically attempt to increase the bottom line by increasing marketing and branding efforts while cutting costs and trying to dodge price wars. These value renovations usually meet with little success as competitors are attempting the same moves in what is largely a zero sum game. Instead of focusing on besting rivals, Kim and Mauborgne argue firms should aim for value innovation by redefining their offerings to compete in niches where there is no competition. Applying value creation logics helps managers redefine their offerings.Originality/valueThis is the first paper to outline how combining value creation logics leads to discovering Blue Oceans.
How to distinguish smart big moves from stupid ones
Authors: Strebel Paul , Ohlsson Anne‐Valérie 
Published: March 2009

PurposeWhen top executives undertake big moves – dramatic shifts in strategic direction – their decisions can make or break a company. This paper aims to offer a methodology for cutting the risks of making a catastrophic misstep.Design/methodology/approachTo avoid a corporate disaster and increase the chances of a smart and ultimately successful big move the paper raises six critical questions that must be answered honestly and unequivocally by managers.FindingsThe research indicates that there are five classic types of big move, each corresponding to a different position on the corporate performance curve: finding a new game; going for growth; getting into shape; relaunching growth; and restoring profitability.Practical implicationsThe paper outlines the ego traps of each big move and how to avoid them.Originality/valueBy defining the critical six questions and revealing the ego traps and how to avoid them the paper provides a valuable learning guide and checklist for top management.
Exploring and learning from the future: five steps for avoiding strategic surprises
Authors: Randall Doug 
Published: March 2009

PurposeThis paper aims to argue that the reason most organizations get blindsided by market transformations is that they undertake strategic planning processes – like scenario development –without seeing them as a unique opportunity for learning about and exploring multiple futures.Design/methodology/approachThe paper demonstrates the Monitor360 approach to learning from scenario development.FindingsThe paper reveals that exploring multiple possible ways the future could unfold gives decision‐makers the ability to look in the right place for game‐changing events, to rehearse the appropriate responses and to systematically track indicators of change.Practical implicationsThe process offers five discrete steps to make scenario planning more effective. The paper explains why each step should be undertaken with a distinct mindset.Originality/valueWhen planners follow the process described in the paper, which systematically cuts through the barriers to effective group learning and decision making, and combine it with principles that give discipline and robustness to the entire endeavor, the future, and the company's place in it, comes into a much sharper focus.
Leading the transformation to co‐creation of value
Authors: Ramaswamy Venkat 
Published: March 2009

PurposeLeading businesses are learning how to use the engagement experiences of individuals and communities as the new basis of their value creation for customers. This paper aims to look at this issue.Design/methodology/approachTo initiate and implement this co‐creation model, especially in established organizations, the paper proposes adopting a new mindset.FindingsThe paper finds that once leaders recognize the “interactions among individuals everywhere in the system” as the new locus of value creation, it stands to reason that organizations must be designed to function around them.Practical implicationsIn the co‐creation paradigm, value is a function of experiences other than the product itself, such as web platforms and environments for consumer interactions with the product and with a community of other users. Intuit's www.intuitlabs.com is another good illustration; there, Intuit's internal engineers get a fast, direct connection to customers, and the community of customers connects to the “makers” of Intuits offerings.Originality/valueBecoming a co‐creative organization is impossible without the active involvement of managers at all levels and every employee who interacts with customers – from the call center operator to the service mechanic, from the sales representative to the logistics manager, from the software engineer to the product developer.
Stop improvising change management!
Authors: Henrik Jørgensen Hans , Owen Lawrence , Neus Andreas 
Published: March 2009

PurposeA major IBM consulting survey finds that most CEOs consider themselves and their organizations to be executing change poorly. In contrast, there are a few out‐performers (top 20 percent) who are the change masters. The paper seeks to analyze why most companies are managing change poorly while those few are doing it well.Design/methodology/approachThe IBM Global Making Change Work Study explored differences in how change was implemented by over 1,500 practitioners worldwide. IBM conducted surveys and face‐to‐face interviews with project leaders, sponsors, project managers and change managers from many of the world's leading organizations.FindingsThe study finds that change management is at a turning point: from an art to a professional discussion; from improvisation to a richer, more systematic approach, based on clear empirical perspectives on what works and what does not.Practical implicationsAlthough many practical insights – about closing the “change gap” – were identified, the real message is that companies can no longer justify or afford an improvised approach to change management.Originality/valueThe Making Change Work study shows that executing change well remains the exception, though it is certainly an achievable goal. The research with practitioners revealed practical insights about closing the change gap – including the insight that “soft,” people‐related factors typically present greater challenges than hard, technology‐related factors that are generally easier to identify and measure.
Lessons for strategists in Graham & Dodd's Security Analysis, 6th edition
Authors: Calandro Joseph 
Published: March 2009

PurposeThis paper aims to consider how top corporate executives in a variety of industries can find important lessons in the recently published sixth edition of Benjamin Graham and David Dodd's Security Analysis (New York: McGraw‐Hill, 2008).Design/methodology/approachThis paper includes an interview with the lead editor of the book, value investor Seth Klarman. He explains key strategic lessons that non‐financial executives can learn from the value investing concepts and methodology.FindingsThe insights contained within Security Analysis can and should be leveraged by business leaders and strategists to create value for their firms.Practical implicationsGraham and Dodd‐based valuation and investment is a viable method with which to assess corporate strategic initiatives (such as mergers and acquisitions, share buy‐backs, etc.).Originality/valueThis paper, the first in a business strategy journal, explains how business leaders can become adept at using modern applications of Graham and Dodd‐based valuation insights and technology to inform their strategic decision‐making.
The revised decision‐square model (RDSM)
Authors: Shetach Ana 
Published: March 2009

PurposeThe purpose of this article is to provide team managers with a practical set of guidelines for coping with a few common obstacles to successful management of managerial processes.Design/methodology/approachThe article regards the issue of decision‐implementation, taking place at all levels of managerial and organizational activities. It focuses on some of the main reasons for mishaps, faults and failures. It goes on to present the revised decision‐square model (RDSM) – a tool that can provide managers with the necessary control, to lead more team processes and projects towards successful terminations. The tool is based on Adizes' “decision‐square” model.FindingsThe article provides evidence in the form of quotes from testimonies of managers, who have adopted this strategy for their every‐day use with their teams.Practical implicationsThe article offers a practical and detailed set of guidelines, to lead managers towards a relatively high level of control in the management of effective and efficient team decision making and implementation processes, ensuring their route to successful achievements.Originality/valueLimited attention has been given in the literature to the studying of practical and applicable managerial techniques to successful decision‐implementation in teams. This article focuses on this neglected domain, coming up with an integrative tool for this purpose.
Reciprocated relational preferences and intra‐team conflict
Authors: Curşeu Petru L. , Kenis Patrick , Raab Jörg 
Published: March 2009

PurposeThe purpose of this article is to explore the effects of the interaction between team diversity and reciprocated relational preferences on task and relationship conflict in teams.Design/methodological approachThe paper reports the results of an empirical study conducted on 66 teams, of which 32 were randomly created, while 34 teams were formed through a pair matching strategy (team dating).FindingsThe results show that mutual positive preferences attenuated the positive impact of team diversity on relationship conflict within teams.Research limitations/implicationsThe results support the theoretical distinction between task and relationship conflict and show that close interpersonal relations within teams have a differential impact on the two types of conflict.Practical implicationsThe results reported in the study support the use of the team dating strategy for team design in different organizational settings.Originality/valueThe paper introduces a new method for team formation based on reciprocated relational preferences.
The impact of physical environment on employee commitment in call centres
Authors: McGuire David , McLaren Lauren 
Published: March 2009

PurposeThe purpose of the paper is to examine the effect of the physical environment on employee commitment. It explores how favourable working conditions can affect an employee's sense of well‐being which in turn can generate higher levels of employee commitment.Design/methodology/approachA questionnaire instrument based upon previously validated measures was completed by 65 front line call centre employees. The Baron and Kenny four‐step procedure for testing mediation effects was adopted.FindingsThe statistical analysis confirms that employee well‐being mediates the relationship between physical environment and employee commitment.Originality/valueThe call centre industry needs to make employees more autonomous by reducing the level of scripting, encouraging greater involvement and participation in work systems and setting targets and the organization of regular team events.