scholarly journals Ethics beyond leadership: can ethics survive bad leadership?

2020 ◽  
Vol 11 (3) ◽  
pp. 275-294
Author(s):  
Ana Roque ◽  
José Manuel Moreira ◽  
José Dias Figueiredo ◽  
Rosana Albuquerque ◽  
Helena Gonçalves
Keyword(s):  
Ethical Leadership ◽  
Chief Executive ◽  
Point Of View ◽  
Necessary Condition ◽  
Ethical Culture ◽  
Content Type ◽  
Organisational Ethics ◽  
Succession Process ◽  
Leadership Changes

Purpose The purpose of this paper is to contribute to the relaxion on what can be done to develop ethical cultures that may be less permeable and more resilient to changes in leadership from an ethical point of view. The influence of leaders on organisational ethics is recognised, and there are even those who consider that it is not possible to maintain an ethical culture when leaders are not engaged. But, if this theory is true, all business ethics programmes that can be created, and the cultures that can gradually be developed in organisations, will always have their existence and robustness suspended at each leadership change. How to maintain an ethical culture beyond leadership? Design/methodology/approach As a strategy, we used the case study with a narrative methodology, in which a chief executive officer (CEO) and a chief compliance officer (CCO) narrate in the first person a case of perceived collapse of the ethical culture of a multinational company. Findings The findings point to the difficulty in maintaining ethical leadership. Key aspects to protect an organization from leadership changes are as follows: the management of the succession process, the quality of the training on ethics and the mechanisms developed by the organization to foment speak up and take notice of the situations. Moral blindness and the banality of evil that also can be observed in organizations appear as facilitating elements for collapse. Originality/value Ethical leadership is generally presented as a necessary condition for an ethical culture. However, leaders often have unethical or ethically neutral leadership. This case helps to understand the difficulties experienced by leaders in adopting ethical leadership and proposes a set of instruments and procedures that, when included in an ethical programme, can protect the company's ethical culture against unethical leaders. Some characteristics of our case study make it particularly relevant: action occurs in a multinational, a context where, by size and complexity, achieving uniformity in culture becomes particularly relevant, and actions happen in the context of a CEO succession process, something that may occur in any company and which is often a trigger for ethical misconducts. Additionally, our case is narrated by a CEO and a CCO, which makes it rare, as it is especially difficult to have access to these executives.

A deliberately emergent strategy – a key to successful city branding

2015 ◽  
Vol 8 (2) ◽  
pp. 90-102 ◽  
Author(s):  
Janne Lindstedt
Keyword(s):  
Place Branding ◽  
Place Identity ◽  
Point Of View ◽  
City Branding ◽  
Content Type ◽  
Emergent Strategy ◽  
Branding Strategies ◽  
Local Stakeholders ◽  
Place Brand

Purpose – The paper aims to address a neglected issue in the literature on place brand co-creation, namely, the strategic planning of the branding process. Furthermore, the paper demonstrates the benefits of a deliberately emergent strategy. Design/methodology/approach – A qualitative case study focusing on Turku, Finland, supports the development of the argument. In this study, branding of Turku is examined both during the European Capital of Culture 2011 (ECoC) project and after it. Findings – The contribution of the ECoC 2011 project – which was widely perceived as a success – to Turku’s brand was based on a deliberately emergent strategy. Afterwards, the local government has, however, chosen a different approach to branding. Research limitations/implications – Given the increasing popularity of brand thinking among practitioners all over the world, it would be meaningful for scholars to pay more attention to the application of brand co-creation in place branding strategies. Practical implications – The deliberately emergent branding strategy could be considered an approach to applying the idea of brand co-creation in practice. It enables local stakeholders to make their voices heard and results in increased credibility of a branding process. Originality/value – Place brand co-creation has not yet been examined from strategic planning’s point of view. The need for this kind of examination is apparent, because branding strategies have traditionally been based on the idea of static place identity. The Turku case helps to propose a solution in terms of the notion of deliberately emergent branding.

The combination of different open innovations: a longitudinal case study

2019 ◽  
Vol 13 (2) ◽  
pp. 342-362
Author(s):  
Xiaodong Yuan ◽  
Xiaotao Li
Keyword(s):  
New Product Development ◽  
Open Innovation ◽  
Point Of View ◽  
Longitudinal Case Study ◽  
Key Factors ◽  
Content Type ◽  
Strategic Direction ◽  
Different Types ◽  
Innovation Capacity

Purpose The purpose of this paper is to explore how an organization can combine different types of open innovations and what are the key factors that may influence the combination of different open innovations. Design/methodology/approach The basic methodology of this paper is the longitudinal inductive analysis within the conceptual framework of the open innovation proposed by Dahlander and Gann (2010). In this case study of Xiaomi Tech Inc., the open innovation combination is investigated through examining 25 new products created between August 2010 and December 2016 in terms of four general types: acquiring, sourcing, selling and revealing open innovation. Findings In practice, the combination of different types of open innovations can be realized. A firm may combine different open innovations at three levels: a single product level, a related product cluster level and a company level. In addition, different open innovations can be combined in diverse modes. The purpose of combining different types of open innovations is to overcome the disadvantages of each type and to exploit the advantages of all different types. Many factors may affect a firm’s option of how to combine open innovations. At different development stages, a firm may make and implement corresponding strategic direction based on its innovation capacity and internal resource. For a given strategy, the firm needs to create profits and manage intellectual property in the implementation of open innovations. These factors are interacted each other, rather than isolated. Originality/value The findings of this paper are helpful for better understanding how and why an organization can combine different types of open innovations. From a managerial point of view, an organization may combine different types of open innovations to leverage advantages and avoid disadvantages of each certain type of open innovation. An appropriate combination of different open innovations can effectively improve new product development.

scholarly journals The drivers of omni-channel shopping intention: a case study for fashion retailing sector in Danang, Vietnam

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Thi Hieu Hanh Truong
Keyword(s):  
Design Methodology ◽  
Recent Literature ◽  
Theoretical Perspective ◽  
Point Of View ◽  
Content Type ◽  
Customer Perception ◽  
Channel Strategy ◽  
Retail Setting ◽  
Managerial Perspective

PurposeThe purpose of this paper is to look into the mechanism in which customers involve themselves in omni-channel retail setting and use its advantages.Design/methodology/approachVia an empirical analysis through surveying customers, this paper assesses and confirms the drivers of omni-channel shopping intention within the context of fashion retailing sector in Danang.FindingsThe findings highlight the significance of customer perception of research shopping (including showrooming and webrooming) behaviours, compatibility and risk to their intention towards omni-channel shopping, implying profound understanding of designing effective omni-channel retailing strategy.Originality/valueFrom a theoretical perspective, comprehending customer perception of the omni-channel concept has emerged as an important theme in recent literature as well as in practitioners' reports. Hence, the meaningful contribution of this study is the involvement in the attractive steam of study. From a managerial perspective, this study could offer guidance to retailers or managers about developing a successful omni-channel strategy from a customer point of view.

A case study and interview with Jill McDonald CEO and President of McDonald's Northern Europe Division

2014 ◽  
Vol 7 (1) ◽  
pp. 87-100 ◽  
Author(s):  
Abby Ghobadian ◽  
Nicholas O’Regan
Keyword(s):  
Chief Executive ◽  
Structured Interview ◽  
Strategic Decision ◽  
Northern Europe ◽  
Continuous Change ◽  
Content Type ◽  
Global Organization ◽  
The Uk ◽  
Insight Into

Purpose – The purpose of this paper is to demonstrate how strategy is developed and implemented within a subsidiary of a global organization, the relationship between subsidiary and headquarters and the need for continuous change and adaption to remain relevant. Furthermore, this case study describes a successful process of invention and adoption. Design/methodology/approach – The paper draws on documentary evidence and a semi-structured interview with Jill McDonald CEO and President of McDonald's Northern Europe Division with responsibility for the UK, Sweden, Finland, Denmark, Norway and the Republic of Ireland. Management research rarely captures the views of the top executive, yet the top executives have a broad picture and are key strategic decision makers. Findings – The case study and interview offers a unique insight into factors contributing to McDonald's unprecedented success (it has paid an increased dividend for the past 37 years). It also sheds light on its successful internationalization strategy. Originality/value – The case study draws on published material and augments this with an in-depth interview with the Chief Executive. Very few case studies offer insight into the thinking of a Chief Executive managing a subsidiary of a global organization. Its value lies in the lessons that managers and students of management can draw on the approach adopted by a highly successful global organization.

Pre-event marketing and territorial governance: the case of Monza and Brianza province

2016 ◽  
Vol 19 (2) ◽  
pp. 173-203 ◽  
Author(s):  
Laura Gavinelli ◽  
Maria Cristina Morra ◽  
Angelo Di Gregorio
Keyword(s):  
Marketing Mix ◽  
Point Of View ◽  
Multiple Sources ◽  
Public And Private ◽  
Content Type ◽  
Event Marketing ◽  
Managerial Implications ◽  
A Minor ◽  
Mega Event

Purpose The purpose of this paper is to examine whether and how a mega event can be an opportunity for a territory to be developed as a marketing product. The topic is analysed in the pre-event phase, from the point of view of marketing mix and governance. Design/methodology/approach A qualitative method was adopted with a case study on Monza and Brianza province (northern Italy) which is strongly involved in EXPO2015 initiatives. The triangulation among multiple sources such as documents, interviews and observation, allow for deeper data collection. Findings A mega event can enhance development and repositioning also of minor territories. There are, however, two main conditions for benefiting from such an opportunity: to plan the marketing mix, taking into account people and partnerships, and to ensure a vision on territory through coordination with a legacy perspective. Research limitations/implications This study is not representative or generalizable. However, it gives insights into the mechanism of coordination and collaboration between different stakeholders and on how to plan the Monza and Brianza marketing mixes. Practical implications The research has implications for governance mechanisms and for marketing politics both for public and private decision-makers, especially in the pre-mega event phase, but also with some inputs into legacy phase. Originality/value The research is original for three reasons: the context concerns Monza and Brianza province, and so can help understand how mega events can help a minor territory reposition itself; the research looks at the managerial implications of place marketing in this pre-event phase; and in Italy, provinces are being reorganized or abolished: this case study looks at a province and its future.

Managing the women managers: a case study of paper bag makers

2015 ◽  
Vol 5 (2) ◽  
pp. 1-17
Author(s):  
Anupma Srivastava ◽  
Amita Marwha
Keyword(s):  
Women Workers ◽  
Human Resource ◽  
Informal Sector ◽  
Urban Poor ◽  
Subject Area ◽  
Point Of View ◽  
Content Type ◽  
The World ◽  
Management Students

Subject area Human resource management. Study level/applicability It is appropriate for graduate students majoring in human resource or business management. Students who are interested in studying Asian economies in the world, as they are the most growing economies in the world and at the same time have a shocking number of people employed in the informal sector. Case overview This case study talks about women workers who face a glass ceiling at the management level and deplorable working conditions at the informal level. This case involves women in the paper bag-making business, a part of the urban informal sector. The paper bag-making business provides employment and income generation for the urban poor. The focus in this study is on women production workers, rather than entrepreneurs or professional managers. Focus of the study will be on the change in the pattern of income distribution within the family-based household, the degree of bargaining power derived from productive work and income and impact of technology on the plight of unskilled women force and how technology and vocational training can lead to utilization of manpower being wasted because of lack of synergy between technology and the informal sector in India. Expected learning outcomes Four key points of selection, training, assessment and leadership all have been addressed in this case study, and the relevance of these points is important from the point of view of management students who have to understand the linkages and the hidden costs these informal sector occupations come with and then to device an appropriate strategy to bring and use these human resources to their full capacity by utilizing the existing resources instead of adding new ones, which in development economics is known as Solow residual. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals Rethinking the role of management education in developing a “new” locus of CSR responsibility

2017 ◽  
Vol 9 (1) ◽  
pp. 51-69 ◽  
Author(s):  
Tulsi Jayakumar ◽  
Rukaiya Kirit Joshi
Keyword(s):  
Management Education ◽  
Chief Executive ◽  
Exploratory Research ◽  
Theoretical Frameworks ◽  
Content Type ◽  
Professional Performance ◽  
Indian Context ◽  
Legislative Framework

Purpose India is the first country to have mandated compulsory corporate social responsibility (CSR) spends through changes in its legislative framework. Focus has thus shifted from the “why” to the “how” of CSR and, therefore, a shift in the “locus” of CSR responsibility from the “influencer” chief executive officer toward the “implementer” CSR professionals. The purpose of this paper is to study the role of management education in developing individual competencies among the implementers and impacting effective CSR implementation. Design/methodology/approach This paper, using a case study design, studies the role of management education in developing individual competencies among the implementers and impacting effective CSR implementation. Building on theoretical frameworks, this paper carries out an exploratory research of an Indian business school’s management education program for development practitioners. It uses qualitative inputs gathered from relevant stakeholders of the program to understand the role of management education in facilitating the paradigm shift in CSR in the Indian context. Findings The paper finds that the program has impacted outcomes at three levels, namely through developing key individual CSR-related competencies; impacting participants’ professional performance; and organizational impact in effective CSR implementation. Practical implications The case study provides a roadmap to business schools for designing and implementing programs for CSR professionals. Originality/value Extant research in the Indian context is silent on key competencies required for CSR implementation and also on the role of management education in developing the same. Such competencies can ensure the efficiency of the expected large CSR spends by private corporates under the new legal requirements and alter the country’s social development path.

Risk indicators for managing the energy procurement process

2015 ◽  
Vol 64 (2) ◽  
pp. 228-242
Author(s):  
Chiara Verbano ◽  
Maria Crema
Keyword(s):  
Price Volatility ◽  
Point Of View ◽  
Risk Indicators ◽  
Risk Exposure ◽  
High Price ◽  
Energy Prices ◽  
Content Type ◽  
Procurement Process ◽  
Energy Companies

Purpose – Energy commodities are characterised by rigid demand and high price volatility, linked to many variables such as climate factors, exchange rates, availability of resources. At the same time, the authorities often set prices, so wholesale energy companies need to create margins carefully by managing the procurement process and selecting appropriate tools to manage the risks associated with the volatility of energy prices. The purpose of this paper is to analyse and evaluate price and volume risks in the energy procurement process considering a “non-speculative” point of view, which is understudied in the literature review. Design/methodology/approach – The paper adopts a quantitative approach to risk evaluation, based on accounting indicators, and applies it to a large Italian energy wholesale company. Findings – A set of key risk indicators to measure price and volume risks is presented in the results, split into synthesis risk, unbalanced risks, modulation risks and risks derived from bilateral contracts. These indicators are applied to the case study, and each risk is prioritised and discussed. Originality/value – This contribution is one of the first attempts to analyse energy procurement risks in a non-speculative approach. The proposed method allows: first, to evaluate and prioritise the three major types in the energy procurement process, second, to observe the trend of risk exposure, third, the performance measurement of the procurement process, and fourth, benchmarking activities if widely implemented in the energy sector.

Understanding the effects of empowering, transformational and ethical leadership on promotive and prohibitive voice

2019 ◽  
Vol 48 (3) ◽  
pp. 707-730 ◽  
Author(s):  
Umamaheswara Rao Jada ◽  
Susmita Mukhopadhyay
Keyword(s):  
Ethical Leadership ◽  
Structural Equation ◽  
Service Sector ◽  
Power Distance ◽  
Equation Modeling ◽  
Necessary Condition ◽  
Voice Behavior ◽  
Snowball Sampling ◽  
Content Type ◽  
Prohibitive Voice

Purpose The purpose of this paper is to compare the direct and indirect effects of transformational, ethical and empowering leadership (EL) on promotive and prohibitive voice behavior. The study also explores the mediating effects of leader-member exchange (LMX) and moderating effects of individual power distance orientation (IPDO) in the hypothesized model. The research conducted attempts to identify the most suitable leadership style for encouraging promotive and prohibitive voice behavior in service sector organizations in India. Design/methodology/approach Purposive and snowball sampling was used for data collection. Necessary condition analysis (NCA) was conducted to identify the most suitable style for encouraging promotive and prohibitive voice behavior. The results NCA were later verified using the structural equation modeling technique. Findings Results of the study displayed the supremacy of EL style in promoting high-quality LMX and “promotive and prohibitive” voice over transformational and ethical leadership in Indian service organizations. Considering the overall results of the study, EL appears to be the most suitable style for encouraging promotive and prohibitive voice in a high power distance country like India. Research limitations/implications Self-reported measures utilized in the study might have affected the findings and hence, should be interpreted with caution. Practical implications Researchers propose the adoption of EL style for encouraging promotive and prohibitive voice in Indian service sector organizations. The researchers also highlight the noteworthy impact of LMX and IPDO on promotive and prohibitive voice behavior, which makes it a point for the leaders to work toward lowering IPDO amongst followers to promote both promotive and prohibitive voice behavior for the growth of an organization. Originality/value The study is the first one to conduct a comparative moderated mediated examination to analyze the effects of transformational, ethical and EL in encouraging promotive and prohibitive voice behavior in Indian organizations.

Intrapreneurship: outside the project box and into the unknown

2019 ◽  
Vol 41 (3) ◽  
pp. 45-55
Author(s):  
Anna Feldmann ◽  
Frank Teuteberg
Keyword(s):  
Service Provider ◽  
Design Methodology ◽  
Banking Sector ◽  
Qualitative Interviews ◽  
Point Of View ◽  
Content Type ◽  
It Service ◽  
General Goal ◽  
Clear Objective

Purpose This study aims to illustrate the current understanding of the concept of intrapreneurship by comparing it with that of a traditional project. Design/methodology/approach A meta-model was used to demonstrate how the two concepts overlap and what differences exist. Furthermore, a case study was conducted with an IT service provider from the banking sector in which 12 qualitative interviews with intrapreneurs were held and used to summarize the differences between projects and intrapreneurship initiatives from the intrapreneurs’ point of view. Findings This study identified two major differences: First, unlike in projects, the client has no clear objective in intrapreneurship; rather, only the sponsors maintain a general goal. Second, intrapreneurship allows for circumventing constraints and thus for working with more freedom and the possibility of failure. Originality/value This study used an explanatory model to summarize differences and clarify the concept of intrapreneurship.

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