Decent work: stakeholder priorities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ruth Tarrant
Keyword(s):  
Policy Development ◽  
Large Scale ◽  
Development Programs ◽  
Decent Work ◽  
Work Skills ◽  
Content Type ◽  
Group Data ◽  
Focus Group Data ◽  
Original Approach ◽  
Practical Implications

Purpose The purpose of this paper is to consider the usefulness of “decent work” as a construct, whether a collaborative approach helps to highlight problem areas and what lessons can be identified and generalized in respect to impact in context. Design/methodology/approach Data is gathered from stakeholders employed by organizations in Scotland using mixed methodology including survey data, focus group data and a large scale poll for low-paid employees and interviews for employers and advocates of work quality. Findings The results suggest that “decent work” priorities identified by low-paid employees are primarily “hard” variables, employers’ primarily identify “soft” variables and advocates identify a mix of hard and soft variables. Practical implications Therefore to engage all stakeholders a set of “soft” and “hard” priorities should be recognized and implemented in policy development and professional development programs focusing on “decent work” skills and knowledge introduced to support employers who are currently not perceived as providing “decent work”. Originality/value This paper has an original approach in that it identifies what matters and who can make a difference in a collaborative research study in a national context.

scholarly journals A meaning-based framework for customer loyalty

2020 ◽  
Vol 48 (8) ◽  
pp. 825-843 ◽  
Author(s):  
Elina Närvänen ◽  
Hannu Kuusela ◽  
Heli Paavola ◽  
Noora Sirola
Keyword(s):  
Customer Loyalty ◽  
Meaning Making ◽  
Two Dimensions ◽  
Alternative View ◽  
Content Type ◽  
Group Data ◽  
Focus Group Data ◽  
Retail Setting ◽  
Depth Interviews ◽  
Practical Implications

PurposeThis paper's purpose is to develop a meaning-based framework for customer loyalty by examining how consumers make sense of customer loyalty through meanings and metaphors.Design/methodology/approachA qualitative study based on in-depth interviews and focus group data in the retail context was conducted with Finnish customers. The data were analysed with qualitative data analysis techniques such as the constant comparative technique.FindingsThe empirical findings comprise eight loyalty meanings characterised by two dimensions. The first dimension is reflexive vs. routinised, and the second dimension is private vs. social. The loyalty types are dimensionalised through four metaphors: loyalty as freedom of choice; as being conventional and binding; and as belongingness.Practical implicationsThe findings improve the way customer loyalty currently is understood in the retail setting. The paper proposes that customer insight that utilises thick data can be used to grasp loyalty meanings. These data are rich in context and detail, and they take into account customers' everyday lives. Utilising thick data in the form of storytelling fuels customers' meaning-making related to customer loyalty, potentially enriching their relationship with the retailer.Originality/valueCustomer loyalty has been driven largely by a transactional and company-centric perspective. This article presents an alternative view of customer loyalty that accounts for the variety of meanings that customers may assign to their loyalty-related thoughts and behaviours.

Burnout in clinicians working with offenders with personality disorder

2017 ◽  
Vol 19 (2) ◽  
pp. 139-150 ◽  
Author(s):  
Robert J. Chandler ◽  
Andrew Newman ◽  
Catherine Butler
Keyword(s):  
Mental Health ◽  
Personality Disorder ◽  
Mental Health Clinicians ◽  
Content Type ◽  
Group Data ◽  
Focus Group Data ◽  
Current Sample ◽  
The Individual ◽  
Practical Implications ◽  
Organisational Level

Purpose The purpose of this paper is to examine the levels of clinician burnout in a community forensic personality disorder (PD) service, and explores how burnout may arise and be minimised within a service of this nature. Design/methodology/approach A mixed methods approach was utilised, assessing levels of burnout and making comparisons with a comparable previous study. Focus group data regarding burnout and suggestions for reducing the risk of burnout were analysed using thematic analysis. Findings Levels of burnout were generally found to be higher in the current sample when compared with the generic PD services. Qualitative data suggest that working in a forensic PD setting may pose a range of additional and complex challenges; these are explored in detail. Minimising burnout might be achieved by developing resilience, utilising humour, team coherence and ensuring that breaks are taken, and developing one’s own strategies for “releasing pressure”. Practical implications The risk for burnout in clinicians working with offenders with PD may be higher than other groups of mental health clinicians. Despite this, attempts to minimise burnout can be made through a range of practical strategies at the individual, team and organisational level. Originality/value This is the first project to assess levels of burnout specifically in a team of clinicians working with offenders with PD, and offers an exploration of how burnout may manifest and how it can be managed in this unique area of mental health.

Mindfulness training: its scope and outcomes in the workplace

2021 ◽  
Vol 29 (2) ◽  
pp. 20-22
Keyword(s):  
Literature Review ◽  
Empirical Studies ◽  
Mindfulness Training ◽  
Mindfulness Practice ◽  
Development Programs ◽  
Improve Performance ◽  
Content Type ◽  
Four Levels ◽  
Original Approach ◽  
Practical Implications

Purpose The purpose of this study is to carry out a literature review in order to examine the scope of mindfulness as an intervention in the workplace and identify the outcomes of mindfulness training at individual, job, team/group and organizational levels. Design/methodology/approach A literature review of twenty eight empirical studies is carried out using Torraco %25282005%2529 and Briner and Denyer%25u2019s %25282012%2529 four steps method. Findings The results find 51 significant outcomes of mindfulness training categorized at four levels individual (23), job (17), team/group (7) and organizational (4). Practical implications Therefore leaders and managers should consider incorporating mindfulness practice as part of their professional development programs to improve performance levels within the organization. Originality/value This paper has an original approach by providing a summary of the scope and outcomes of mindfulness training at a range of levels within the organization.

Learning in The World Café: an empirical evaluation

2020 ◽  
Vol 32 (4) ◽  
pp. 303-316 ◽  
Author(s):  
Donald Ropes ◽  
Han van Kleef ◽  
Giovanni Douven
Keyword(s):  
Large Scale ◽  
Empirical Evaluation ◽  
Development Programs ◽  
Basic Principles ◽  
Content Type ◽  
World Cafe ◽  
The World ◽  
Collaborative Learning Environment ◽  
Commercial Organizations ◽  
Practical Implications

Purpose This study aims to evaluate The World Café (TWC) method as a social collaborative learning environment. TWC is a widely used large-scale intervention for such things as organizational change and development or community development programs. Design/methodology/approach Three World Cafés were organized as part of a university research project on promoting sustainability-oriented innovation in the logistics sector. A total of 18 participants representing public and commercial organizations were interviewed on their experiences. Findings Learning processes are linked to social and cognitive aspects that TWC intervention effectively structures. Practical implications If a World Café is implemented according to the basic principles, it can be an effective environment for organizing non-formal learning in organizations. Originality/value Although the gray literature on World Cafés is full of anecdotal evidence about its effectiveness, there is a dearth of empirical research underpinning the claims.

Developing ASEAN India partnership for fostering technology development

2015 ◽  
Vol 7 (2) ◽  
pp. 205-218
Author(s):  
Sunil Sahadev ◽  
Pongsak Hoontrakul
Keyword(s):  
Technological Innovation ◽  
Policy Development ◽  
Technology Development ◽  
Trade Flow ◽  
Secondary Data ◽  
Trade Agreement ◽  
Content Type ◽  
Conceptual Paper ◽  
Broad Policy ◽  
Practical Implications

Purpose – This conceptual paper aims to discuss issues relevant to fostering cooperation between India and countries in the ASEAN region in the area of technological innovation. Design/methodology/approach – This is a conceptual paper, based on insights from the existing body of literature and secondary data. Findings – The study looks at the competitiveness of different countries in the ASEAN region and considers their technological competitiveness vis-à-vis India. Broad policy issues related to fostering technological innovation as well as the main advantages of such collaboration are discussed. Research limitations/implications – This is a conceptual paper mainly intended for discussion. Practical implications – The paper provides guidelines for fostering technological innovation and could, therefore, help policy development. Originality/value – Although the Indo-ASEAN free-trade agreement is helping trade flow between the countries in the region, the potential for technological collaborations still lies unutilised. This paper looks at the possibilities for such collaborations and is one of the few papers that consider this line of thinking.

How “The Three Rules” guide strategy and investment decisions at Deloitte Consulting LLP

2015 ◽  
Vol 43 (3) ◽  
pp. 7-14 ◽  
Author(s):  
Jim Moffatt
Keyword(s):  
Design Methodology ◽  
Large Scale ◽  
Investment Decisions ◽  
Decision Makers ◽  
Research Project ◽  
Content Type ◽  
First Case ◽  
Practical Implications ◽  
Thought Leadership

Purpose – This case example looks at how Deloitte Consulting applies the Three Rules synthesized by Michael Raynor and Mumtaz Ahmed based on their large-scale research project that identified patterns in the way exceptional companies think. Design/methodology/approach – The Three Rules concept is a key piece of Deloitte Consulting’s thought leadership program. So how are the three rules helping the organization perform? Now that research has shown how exceptional companies think, CEO Jim Moffatt could address the question, “Does Deloitte think like an exceptional company?” Findings – Deloitte has had success with an approach that promotes a bias towards non-price value over price and revenue over costs. Practical implications – It’s critical that all decision makers in an organization understand how decisions that are consistent with the three rules have contributed to past success as well as how they can apply the rules to difficult challenges they face today. Originality/value – This is the first case study written from a CEO’s perspective that looks at how the Three Rules approach of Michael Raynor and Mumtaz Ahmed can foster a firm’s growth and exceptional performance.

Succeeding in an increasingly Agile world

2018 ◽  
Vol 46 (3) ◽  
pp. 3-9 ◽  
Author(s):  
Steve Denning
Keyword(s):  
Customer Value ◽  
Large Scale ◽  
Management Practices ◽  
Human Beings ◽  
Value Innovation ◽  
Content Type ◽  
Corporate Leaders ◽  
Immense Potential ◽  
Practical Implications ◽  
Management Thinking

Purpose As Agile management thinking spreads to every part and every kind of organization, including their competitors, corporate leaders need to take steps to ensure they get and keep a good seat at the Agile table. Design/methodology/approach The author’s first hand research finds that firms are learning the hard way that software process and value innovation requires a different way of running the organization to be successful. The whole firm has to become nimble, adaptable and able to adjust on the fly to meet the shifting whims of a marketplace driven by dynamic changes in customer value. Findings The Agile way of working is provoking a revolution in business that affects almost everyone. Agile organizations are connecting everyone and everything, everywhere, all the time. They are capable of delivering instant, intimate, frictionless value on a large scale. Practical implications Examples of the new way of running organizations are everywhere apparent. It’s not just the five biggest firms by market capitalization: Amazon, Apple, Facebook, Google and Microsoft. It’s also firms like Airbnb, Etsy, Lyft, Menlo Innovations, Netflix, Saab, Samsung, Spotify, Tesla, Uber and Warby Parker. Social implications A new kind of management was needed to enable this new kind of worker -- a fundamentally different way of running organizations. Agile is economically more productive and a better fit with the new marketplace. And it had immense potential benefit for the human spirit. It could create workplaces that enabled human beings to contribute their full talents on something worthwhile and meaningful – creating value for other human beings. Originality/value Continuing the management practices and structures of the lumbering industrial giants of the 20th Century is no longer a viable option for today’s firms. To survive, let alone thrive, leaders today must recognize that Agile is not something happening in software alone.

Leadership development strategy: the missing links

2018 ◽  
Vol 32 (1) ◽  
pp. 11-14 ◽  
Author(s):  
Shilpa Kabra Maheshwari ◽  
Jaya Yadav
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Scale Up ◽  
Competitive Growth ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
The Individual ◽  
Business Complexity ◽  
Practical Implications

Purpose Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. Design/methodology/approach Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. Findings An integrated six-step approach to leadership development has been proposed for scholars and practitioners. Practical implications From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. Originality/value Current studies in the area of leadership development in the Indian context are scarce.

International relationships and resilience of New Zealand SME exporters during COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Benjamin Fath ◽  
Antje Fiedler ◽  
Noemi Sinkovics ◽  
Rudolf R. Sinkovics ◽  
Bridgette Sullivan-Taylor
Keyword(s):  
New Zealand ◽  
Model Transformation ◽  
Large Scale ◽  
Qualitative Interviews ◽  
Contingency Planning ◽  
Strong Ties ◽  
Content Type ◽  
Relationship Strength ◽  
Managerial Action ◽  
Practical Implications

Purpose This paper aims to empirically investigate how small- and medium-sized enterprise (SMEs) have engaged with international network partners during COVID-19 and how the crisis has changed network relationships and resilience depending on pre-COVID relationship strength and, secondarily, on opportunity outlook in a market. Design/methodology/approach This paper draws on 14 qualitative interviews with managers of New Zealand SMEs from diverse industries and four with industry experts. Rather than generalization, the aim of this exploratory paper is to identify contingency factors, which, under duress, strengthen or break business relationships. Findings Four main patterns emerge from the data, with respect to how SMEs engaged with network partners depending on the nature of their prepandemic relationships and the extent to which their markets had been affected by the pandemic. During crisis, weak ties either break or remain weak, forcing firms to create new, potentially opportunistic, relationships. Strong ties increase resilience, even under a negative outlook, as network partners support each other, including through the development of new ties. Strong ties can also accelerate business model transformation. Research limitations/implications Future large-scale research is needed to test the generalizability of the authors’ findings. Practical implications The findings of this paper indicate lessons for business continuation management and future preparedness for major disruptions. Specific insights may help stimulate managerial action to accelerate contingency planning and policy to support SMEs. Originality/value This paper is an early study on how weak and strong ties influence SME resilience during crisis.

Social media efficacy and workplace relationships

2020 ◽  
Vol 25 (3) ◽  
pp. 463-476
Author(s):  
Jason Snyder ◽  
Mark D. Cistulli
Keyword(s):  
Professional Development ◽  
Social Media ◽  
Policy Development ◽  
Online Survey ◽  
Future Research ◽  
Development Programs ◽  
Content Type ◽  
Professional Development Programs ◽  
Communication Privacy ◽  
Supervisor Trust

PurposeWith the increase of social media usage in the workplace as a background, this paper specifically addresses social media efficacy's and social media privacy's impact on supervisor and subordinate trust, affective organizational commitment (AOC) and organizational citizenship behavior (OCB) through the theoretical lens of communication privacy management (CPM) theory.Design/methodology/approachAn online survey of 337 full- and part-time workers was conducted.FindingsPath models showed that social media efficacy positively influenced social media privacy which in turn impacted both supervisor trust and subordinate trust. Supervisor trust was positively related to AOC, while subordinate trust positively influenced OCB. t-tests revealed differences between workers who have social media relationships with supervisors and/or subordinates and those workers without such relationships.Practical implicationsIf workers believe they are adept at using social media, they will also be less concerned about the company's ability to infringe upon privacy through unwanted access to social media content. If social media efficacy drives perceptions of social media privacy and indirectly influences trust and organizational outcomes then it may be worthwhile for organizations to help enhance workers' feelings of social media efficacy through professional development programs.Originality/valueThis study is the first to extend research on workplace communication privacy into the realm of social media. Social media relationships also influence the work environment. These findings can be used as information in future research as well as policy development and professional development programs.

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