scholarly journals Energizing middle managers’ practice in organizational learning

2018 ◽  
Vol 25 (6) ◽  
pp. 383-398 ◽  
Author(s):  
Jane McKenzie ◽  
Sharon Varney
Keyword(s):  
Organizational Learning ◽  
Middle Managers ◽  
Resource Constraints ◽  
Major Change ◽  
Middle Manager ◽  
Content Type ◽  
Available Energy ◽  
Validated Instrument ◽  
Practical Implications

Purpose This paper aims to consider middle managers’ influence on organizational learning by exploring how they cope with demands and tensions in their role and whether their practice affects available team energy. Design/methodology/approach In total, 43 managers from three large organizations involved in major change assessed their group’s energy using a tested and validated instrument, the OEQ12©. This generated six distinct categories of team energy, from highly productive to corrosive. Thirty-four of these managers, spread across the six categories, completed a Twenty Statements Test and a follow-up interview to explore their cognitive, affective and behavioural responses to coping with resource constraints and tensions in their role. Findings The research provides preliminary insights into what distinguishes a middle manager persona co-ordinating teams with highly productive energy from those managing groups with less available energy to engage with knowledge and learning. It considers why these distinctions may affect collective sensitivities in the organizational learning process. Research limitations/implications Informants were not equally distributed across the six team energy categories; therefore, some middle manager personas are more indicative than others. Practical implications This research suggests areas where middle manager development could potentially improve organizational learning. Originality/value This study offers early empirical evidence that middle managers’ orientation to their role is entangled with the process of energizing their teams in organizational learning during change.

Beyond visual clutter: the interplay among products, advertisements, and the overall webpage

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hyunjoo Im ◽  
Hae Won Ju ◽  
Kim K.P. Johnson
Keyword(s):  
Undergraduate Students ◽  
Visual Complexity ◽  
Content Type ◽  
Consumer Responses ◽  
Marketing Effectiveness ◽  
Consumer Experiences ◽  
Visual Clutter ◽  
Negative Relationships ◽  
Practical Implications

PurposeLittle research has been done to understand how individual elements (e.g. advertisements) within a webpage are processed and evaluated when visual complexity is increased. Thus, this study aimed to investigate how consumers allocate attention and evaluate products and advertisements on complex webpages when they are casually browsing.Design/methodology/approachThis study conducted two experiments to test the causal effects of different degrees of visual complexity on consumer responses to products and advertisements. An eye-tracking experiment (n = 90) and a follow-up online experiment (n = 121) were conducted using undergraduate students as participants.FindingsParticipants formed a global impression from the overall webpage complexity, which spilled over to evaluation of individual elements on the webpage (e.g. product, advertisement). The inverted U-shaped relationships (vs. linear negative relationships) between webpage visual complexity and attitude toward the webpage, products, and advertisements were observed. The focal product was given a consistent level of attention regardless of the complexity level.Practical implicationsThis study provides implications for website organization and design to maximize positive consumer experiences and marketing effectiveness. The findings provide implications for retailers and advertisement buyers.Originality/valueThis study expanded the knowledge by examining the interplay between individual elements of webpages and the whole webpage complexity when consumers browse visually complex webpages. It is a novel finding that the overall webpage complexity effect spills over to locally attended products or advertisements.

Wisconsin Assistive Technology Initiative framework for supporting assistive technology decision-making in Singapore schools: perspectives of in-service educators

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Meng Ee Wong ◽  
YingMin Lee
Keyword(s):  
Decision Making ◽  
Assistive Technology ◽  
Peer Review ◽  
Design Methodology ◽  
Resource Constraints ◽  
Written Feedback ◽  
Technology Initiative ◽  
Content Type ◽  
Trial Experience ◽  
Practical Implications

PurposeThis study explored in-service educators' experience of using the Wisconsin Assistive Technology Initiative (WATI) for assistive technology (AT) decision-making within Singapore schools.Design/methodology/approachThe study adopted a qualitative design. Eight educators across both mainstream and special education schools were introduced to the WATI framework which they subsequently employed as a trial experience for a student under their care. Written feedback gathered from participants was analysed to identify common issues and themes regarding the use of the WATI framework for AT decision-making.FindingsThe comprehensive consideration of a broad scope of different factors, provision of a structured process for AT decision-making, as well as a common language for use by different stakeholders emerged as key benefits of implementing the WATI. Challenges encountered include administrative struggles in gathering different stakeholders together, time and resource constraints and difficulties in loaning AT devices for trial use.Practical implicationsBased on educators' feedback, recommendations to facilitate the adoption of the WATI for AT decision-making within Singapore schools are discussed and considered. This study also highlights the need for greater AT instruction within both preservice and in-service teacher preparation programmes in Singapore.Originality/valueSchools in Singapore currently rarely adopt any frameworks in place to guide educators through a systematic process of AT consideration. It is anticipated that this study will spearhead and drive the adoption of systematic frameworks such as the WATI for better AT decision-making within Singapore schools.Peer reviewThe peer review history for this article is available at: https://publons.com/publon 10.1108/JET-03-2021-0015

scholarly journals Realizing your strategy’s potential: a seven-step model for its effective execution

2018 ◽  
Vol 46 (6) ◽  
pp. 35-43 ◽  
Author(s):  
Timothy J. Galpin
Keyword(s):  
Middle Managers ◽  
Full Potential ◽  
Senior Executives ◽  
Strategy Execution ◽  
Step Method ◽  
Content Type ◽  
Step Model ◽  
Managing Strategy ◽  
Execution Model ◽  
Practical Implications

Purpose A seven-step Strategy Execution Model provides a tested guide to agile implementation. Design/methodology/approach Pragmatic actions, key deliverables and a case example for each of the seven steps in the model are presented. Findings Firms that focus more on strategic planning than implementation are often plagued with execution issues. Whereas, organizations that are able to execute their strategies as a well managed, integrated process have a much better chance of realizing the full potential of their plans. Practical implications Supporting the experience of numerous management teams, research indicates that poor execution often squanders the value companies anticipate from innovative, advantageous strategic initiatives. To minimize the likelihood of mismanagement, companies need a repeatable process that provides an integrated and actionable approach to effective strategy execution. Originality/value Senior executives and middle managers need a structured, coordinated system for managing strategy implementation. The author’s seven-step method has been tested in practice and refined. It emphasizes communication and agile adaptability.

Administration of an organization undergoing change

2018 ◽  
Vol 26 (4) ◽  
pp. 691-708
Author(s):  
Abha Chatterjee ◽  
Sasanka Sekhar Chanda ◽  
Sougata Ray
Keyword(s):  
Transaction Cost Economics ◽  
Major Change ◽  
Change Implementation ◽  
Trial And Error ◽  
Organizational Life ◽  
Content Type ◽  
Inadequate Knowledge ◽  
Error Learning ◽  
Organizational Reality ◽  
Practical Implications

Purpose This paper aims to develop conceptual arguments questioning the efficacy of administration by the transaction cost economics (TCE) approach in an organization undergoing a major change. Design/methodology/approach The focus is on three distinct dimensions of organizational life where, as per prior research, TCE is likely to be inadequate: interdependence across transactions, high reliance on managerial foresight and inseparability of administrative decisions made at different points in time. Findings The climate of coercion and surveillance engendered by administration based on TCE approaches – that punishes deviation from goals, even when they are framed on inadequate knowledge – forestalls creative problem-solving that is necessary to address unforeseen developments that arise during change implementation. Fiat accomplishes within-group compliance in the change project sub-teams, but between-group interdependencies tend to be neglected, hampering organizational effectiveness. Moreover, attempts to create independent spheres of accountability for concurrent fiats regarding pre-existing and new commitments breed inefficiency and wastage. Research limitations/implications The malevolent aspects of TCE-based administration contribute to organizational dysfunctions like escalation of commitment and developing of silos in organizations. Practical implications To succeed in effecting a major organizational change, meaningful relaxation of demands for delivering on prior goals is required, along with forbearance of errors made during trial-and-error learning. Originality/value TCE-based administration is deleterious to an organization attempting a major change. Supremacy accorded to resolution of conflicts in distinct hierarchical relationships by the mechanism of fiat fails to address the needs of an organizational reality where multiple groups are engaged in a set of interdependent activities and where multiple, interdependent organizational imperatives need to be concurrently served.

It’s not what you know, it’s what your organization knows

2017 ◽  
Vol 33 (7) ◽  
pp. 8-10
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Middle Manager ◽  
Content Type ◽  
Pertinent Information ◽  
Customer Services ◽  
Practical Implications ◽  
Good Manager

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings There is a person in every office of any organization you could mention − let us call her Doris − who is the go-to manager for almost any query or problem that arises. Doris is a very good manager − she is on top of her work, is approachable and helpful and has some good ideas about how the organization should be run. Doris has also been there longer than any other middle manager and has also worked in a number of different areas of the business. Currently, Doris is in charge of customer services and, as such, has an overview of bill payments, contracts and outputs from the firm. In short, Doris is a huge asset to the company. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Gender differences in Taiwan’s hypermarkets

2016 ◽  
Vol 28 (4) ◽  
pp. 650-662 ◽  
Author(s):  
Tsung-Sheng Chang ◽  
Hsiaoping Yeh
Keyword(s):  
Gender Differences ◽  
Customer Behavior ◽  
Marketing Strategies ◽  
Male And Female ◽  
Content Type ◽  
Product Categories ◽  
Traditional Markets ◽  
Key Factor ◽  
Practical Implications

Purpose Hypermarkets face a very competitive environment, as their rivals also include traditional markets, convenient stores and supermarkets. In addition to offering innovative services, hypermarket managers must also pay attention to customer shopping patterns and behaviors in order to gain market share. The purpose of this paper is to posit that there will be significant differences between male and female hypermarket customers in terms of both shopping time and categories of goods purchased. Design/methodology/approach To investigate actual shopping behaviors, this study observed customers in hypermarkets and recorded how long they spent shopping and what they purchased. Findings The results of this study implied that gender is a key factor that affects both shopping time and the goods purchased in Taiwanese hypermarkets. The empirical findings also indicated that customers favor certain goods categories. Practical implications The results of this study provide details of the differences between male and female hypermarket customers, with which managers can use to develop better marketing strategies. Originality/value The purpose of this study is to show hypermarket retailers how gender differences affect customer behavior in this context. It also presents a consumer product categories list for hypermarkets, and this can be used as a reference for follow-up studies.

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunu Widianto ◽  
Yetty Dwi Lestari ◽  
Beta Embriyono Adna ◽  
Badri Munir Sukoco ◽  
Mohammad Nasih
Keyword(s):  
Dynamic Capabilities ◽  
Middle Managers ◽  
Middle Manager ◽  
Organisational Performance ◽  
Content Type ◽  
Organisational Capacity ◽  
Dynamic Managerial Capabilities ◽  
Managerial Capabilities ◽  
Capacity For Change

PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

Key middle manager trustworthy behaviours that enhance operator participation in continuous improvement systems

2020 ◽  
Vol 12 (3) ◽  
pp. 229-245
Author(s):  
Alvaro Lleo ◽  
Elisabeth Viles ◽  
Daniel Jurburg ◽  
Javier Santos
Keyword(s):  
Continuous Improvement ◽  
Middle Managers ◽  
Team Building ◽  
Training And Development ◽  
Middle Manager ◽  
Content Type ◽  
Managerial Competencies ◽  
Industrial Management ◽  
Points Of View

Purpose This paper aims to identify key middle manager trustworthy behaviours that encourage employees’ participation in continuous improvement activities in industrial contexts. Design/methodology/approach The list of behaviours has been developed in two different phases. First, the authors conducted two concept mappings with operators and middle managers and, subsequently, the authors combined and integrated both points of view. Second, the authors developed an expert panel with researchers, consultants and experienced practitioners of industrial management for debugging and reducing the results, presenting the final list of behaviours. Findings This work presents 55 different middle manager trustworthy behaviours divided into four different categories: human qualities; training and development; technical and managerial competencies; and team building. Research limitations/implications This paper contributes to existing literature about sustainable continuous improvement systems highlighting the role of middle managers and proposes a set of specific middle manager trustworthy behaviours for increasing supervisors’ influence on operator participation. Originality/value After extracting the knowledge of different stakeholders, the list of behaviours identified can serve as a useful tool for recruiting, training, evaluating and developing a supervisors’ managerial style that enhances operator participation in continuous improvement activities.

scholarly journals Organizing for inter-organizational learning in service networks

2019 ◽  
Vol 26 (3) ◽  
pp. 276-288 ◽  
Author(s):  
Jean-Paul Peronard ◽  
Jacob Brix
Keyword(s):  
Organizational Learning ◽  
Design Methodology ◽  
Network Performance ◽  
Allocation Of Resources ◽  
Learning Context ◽  
Service Networks ◽  
Service Network ◽  
Content Type ◽  
Learning Challenges ◽  
Practical Implications

Purpose The purpose of this study is to consolidate existing research on ‘service networks’ and to frame this literature as a new ‘context for learning’. Research from inter-organizational learning is used to qualify this consolidation and advances from inter-organizational learning are used to operationalize how service network actors in this new context can organize for inter-organizational learning to create more value for themselves and their customers. Design/methodology/approach By conceptualizing the learning context of a service network and the interrelated dimensions, an overview of the learning challenges for improved service performance is provided. Findings Inspired by the service triangle, the proposed framework highlights the learning challenges among two or more actors and the knowledge and skills needed for them to organize the service network. To build a collaboration characterized by trust, behaviors associated with transparency and receptivity are argued to be imperative. Practical implications The framework can increase the opportunities for inter-organizational learning in a service network. Knowing the learning context and the challenges associated with this learning allows for a more accurate intervention and allocation of resources to improve service network performance. Originality/value The novelty lies in the consolidation of the literature of service networks and the extension of the literature on inter-organizational learning hereto.

scholarly journals Unpacking differences in psychological contracts of organizational and self-initiated expatriates

2017 ◽  
Vol 5 (1) ◽  
pp. 93-108 ◽  
Author(s):  
Kate Yue Zhang ◽  
Bart Rienties
Keyword(s):  
Focus Group ◽  
Psychological Contract ◽  
Psychological Contracts ◽  
Focus Group Interviews ◽  
Cultural Training ◽  
Content Type ◽  
Group Interviews ◽  
Practical Implications

Purpose Global staffing has remained a main focus within the field of international human resource management (IHRM) since the 1970s. However, research in the psychological contract (PC) of expatriates is limited. The purpose of this paper is to explore the differences in PC breach and violation for organisational expatriates and self-initiated expatriates (SIEs). Design/methodology/approach A survey questionnaire was developed covering 52 organisational expatriates and 119 SIEs from 35 countries/regions working in China. Four follow-up focus group interviews including four organisational expatriates and 12 SIEs were conducted to further explain the findings of the survey. Findings The findings indicate that organisational expatriates experience significantly lower levels of PC breach and violation than SIEs. Three broad thematic areas arose from the triangulation of focus group interviews, including uncertainties in functioning of contracts, differences in job securities and career development opportunities, and cultural differences. Practical implications Employers should give a comprehensive orientation and cultural training to meet the needs of SIEs. Moreover, long-term career advancement paths should also be provided to SIEs to alleviate their vulnerability and insecurities working abroad. Originality/value The study contributes to the scholarship of self-initiated expatriation and PCs and give implications to IHRM strategies.

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