Institutionalizing Retention Activity: Toward a Theory-Based Model

2003 ◽  
Vol 4 (4) ◽  
pp. 329-335
Author(s):  
Martha Dunagin Saunders
Keyword(s):  
Organizational Change ◽  
Appreciative Inquiry ◽  
Shared Vision ◽  
Consensus Building ◽  
New Approach ◽  
Arts And Sciences ◽  
What Works

This study examines Appreciative Inquiry, a relatively new approach to organizational change and growth, as a method for institutionalizing retention activity. Appreciative Inquiry looks for what works best in an organization in order to determine what might be possible. Its strength lies in the consensus building embedded in the process. The results of a case study in a college of arts and sciences suggest the method to be effective in creating a shared vision for the organization, energized participants, improved morale, and increased general awareness of retention issues.

Engaging Employees With Positivity

2022 ◽  
pp. 1731-1743
Author(s):  
Shravana Bardhan
Keyword(s):  
Organizational Development ◽  
Employee Engagement ◽  
Appreciative Inquiry ◽  
Organizational Transformation ◽  
Shared Vision ◽  
Main Thrust ◽  
What Works ◽  
Open Dialogue ◽  
The Impact

This chapter attempts to find the role of appreciative inquiry in employee engagement and organizational transformation. An attempt has been made to explain the impact of appreciative inquiry on employee engagement, which eventually helps in organizational transformation with minimal hindrances. Employee engagement has turned into an undeniably conspicuous issue in the region of organizational development (OD) likely because of the developing collection of research encompassing the positive connection between employee engagement and organizational development, which also comprises profit margin. Appreciative inquiry is a vision-based approach of open dialogue that is designed to help organizations and their partners create a shared vision for the future and a mission to operate in the present. The main thrust area of appreciative inquiry is to find out what works best for the organization. Instead of focusing on negativity, appreciative inquiry focuses on the positive aspect of the organization.

Engaging Employees With Positivity

2020 ◽  
pp. 169-181
Author(s):  
Shravana Bardhan
Keyword(s):  
Organizational Development ◽  
Employee Engagement ◽  
Appreciative Inquiry ◽  
Organizational Transformation ◽  
Shared Vision ◽  
Main Thrust ◽  
What Works ◽  
Open Dialogue ◽  
The Impact

This chapter attempts to find the role of appreciative inquiry in employee engagement and organizational transformation. An attempt has been made to explain the impact of appreciative inquiry on employee engagement, which eventually helps in organizational transformation with minimal hindrances. Employee engagement has turned into an undeniably conspicuous issue in the region of organizational development (OD) likely because of the developing collection of research encompassing the positive connection between employee engagement and organizational development, which also comprises profit margin. Appreciative inquiry is a vision-based approach of open dialogue that is designed to help organizations and their partners create a shared vision for the future and a mission to operate in the present. The main thrust area of appreciative inquiry is to find out what works best for the organization. Instead of focusing on negativity, appreciative inquiry focuses on the positive aspect of the organization.

scholarly journals Leveraging organisational cultural capital

2007 ◽  
Vol 33 (1) ◽  
Author(s):  
R Scheel ◽  
F Crous
Keyword(s):  
Problem Solving ◽  
Cultural Capital ◽  
Appreciative Inquiry ◽  
Gap Analysis ◽  
Organisational Culture ◽  
Shared Vision ◽  
Change Initiatives ◽  
Descriptive Case Study ◽  
Linear Approach

Organisational culture discourse mandates a linear approach of diagnosis, measurement and gap analysis as standard practice in relation to most culture change initiatives. Therefore, a problem solving framework geared toward “fixing�? and/or realigning an organisation’s culture is usually prescribed. The traditional problem solving model seeks to identify gaps between current and desired organisational cultural states, inhibiting the discovery of an organisation’s unique values and strengths, namely its cultural capital. In pursuit of discovering and leveraging organisational cultural capital, a descriptive case study is used to show how an Appreciative Inquiry process can rejuvenate the spirit of an organisation as a system-wide inquiry mobilises a workforce toward a shared vision.

Zimbabwe Republic Police Women Network: leadership and adaptability

2017 ◽  
Vol 6 (3) ◽  
pp. 220-230
Author(s):  
Kudakwashe Chirambwi
Keyword(s):  
Appreciative Inquiry ◽  
Police Officers ◽  
Shared Vision ◽  
Economic Decline ◽  
Police Leadership ◽  
Leadership Model ◽  
Content Type ◽  
The Future ◽  
To Come

Purpose The purpose of this paper is to draw lessons from the important contributions of appreciative inquiry leadership in shaping the future people aspects to police leadership. A practice model of the Zimbabwe Republic Police Women Network (ZRP WN) illuminates how the future of policing in a context of mutually reinforcing confluence of increasing rate of crime, state decay, and economic decline is contingent upon shifting from the current preoccupation of “what works” to “what is important.” Design/methodology/approach Guided by the organising principles of the 4-D cycle involving discovery, dream, design and destiny/delivery, the appreciative inquiry leadership model illuminates a sustainable future-oriented policing. Findings The case study of ZRP WN reveals the resilience and adaptability of female police officers to policing challenges as they constantly designed people-oriented policing operations and activities. Practical implications Of importance is the exponential influence of communis and phronesis in rethinking and redesigning police roles in decades to come. Originality/value The ZRP WN, through its shared vision of values, gives us a leaf on how to respond to the ever-changing values of justice and police leadership altering contexts.

A general practice provider federation in a mixed health economy in England: a case study investigation

2018 ◽  
Vol 68 (suppl 1) ◽  
pp. bjgp18X696929
Author(s):  
Jill Mitchell
Keyword(s):  
General Practice ◽  
Shared Vision ◽  
Health Economy ◽  
Structured Interviews ◽  
The North ◽  
Common Strategy ◽  
Common Purpose ◽  
Collaborative Working ◽  
The Impact

BackgroundThere is an emerging debate that general practice in its current format is out-dated and there is a requirement to move to a federated model of provision where groups of Practices come together. The emergence of federations has developed over the past 5 years but the factors that influence how federations develop and the impact of this new model is an under researched area.AimThe study explored the rationale around why a group of independent GP practices opted to pursue an alternative business venture and the benefits that this strategy offered.MethodA single organisational case study of a federation in the North of England was conducted between 2011–2016. Mixed methods data collection included individual and group semi-structured interviews and quantitative surveys.ResultsFederations promote collaborative working, relying on strategic coherence of multiple individual GP practices through a shared vision and common purpose. Findings revealed many complexities in implementing a common strategy across multiple independent businesses. The ability of the federation to gain legitimacy was two dimensional – externally and internally. The venture had mixed successes, but their approach to quality improvement proved innovative and demonstrated outcomes on a population basis. The study identified significant pressures that practices were experiencing and the need to seek alternative ways of working but there was no shared vision or inclination to relinquish individual practice autonomy.ConclusionOrganisational development support is critical to reform General Practice. Whether central funding through the GP Five Year Forward View will achieve the scale of change required is yet to be evidenced.

Sharing What Works: Building Knowledge through Practitioner Case Study

2021 ◽  
Author(s):  
Alessandra E. Ward ◽  
Joy Dangora Erickson
Keyword(s):  
What Works

Benefit Corporations Approach to Environmental, Social and Governance Disclosure: A Focus on Italy

2020 ◽  
Vol 10 (4) ◽  
Author(s):  
Mauro Sciarelli ◽  
Silvia Cosimato ◽  
Giovanni Landi
Keyword(s):  
Qualitative Method ◽  
Positive Impact ◽  
Corporate Structure ◽  
New Approach ◽  
For Profit ◽  
Benefit Corporation ◽  
Benefit Corporations ◽  
Multiple Case ◽  
Governance Disclosure

AbstractOver the last decades, Benefit Corporations arouse as a new corporate structure, alternative to traditional ones and pointing to offer a new approach to the management of business and sustainability issues. These companies' activities are statutory aimed at bridging for-profit and no-profit activities; thus, they intentionally and statutory pursue economic purposes together with social and environmental ones, to create a positive impact on economy, society and environment. Even though, Italian and other national laws set some specific disclosure duties for Benefit Corporations, especially in terms of Environmental, Social and Governance (ESG) issues, the literature still calls for further research on the topic. Therefore, this paper is aimed at contributing to bridge this gap, investigating the way Italian Benefit Corporations approach ESG disclosure. To this end, an exploratory analysis has been conducted, implementing a qualitative method, based on a multiple case study strategy. Even though the descriptive nature of the study, the achieved findings pointed out that the Benefit Corporation structure not necessarily implies a better approach to ESG.

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