Collaborative public service provision archetypes in healthcare emergencies: a case of COVID-19 administration in Sri Lanka

PurposeThis paper examines how the properties and patterns of a collaborative “networked hierarchy” incident command system (ICS) archetype can provide incident command centres with extra capabilities to manage public service delivery during COVID-19.Design/methodology/approachThe paper illustrates the case of Sri Lanka's COVID-19 administration during its “first wave” (from 15 February to 1 September 2020). Primary data were collected through in-depth interviews with government officials who were directly involved in the administration of the COVID-19 outbreak. Secondary data sources were government publications and web sources. The data were analysed and interpreted by using narrative analysis and archetype theory respectively.FindingsThe findings highlight how Sri Lanka's public sector responses to COVID-19 have followed a collaborative “networked hierarchy” ICS archetype. More specifically, the government changed its normative ICS “properties” by incorporating a diverse group of intergovernmental agencies such as the police, the military, the health service and administrative services by articulating new patterns of collaborative working, namely, organisational values, beliefs and ideas that fit with the Sri Lankan public service context.Originality/valueIn responding to high magnitude healthcare emergencies, the flexibility of a collaborative networked ICS hierarchy enables different balances of organisational properties to be incorporated, such as hierarchy and horizontal networking and “patterns” in public service provision.

Perceptions of authenticity towards Māori Branding: Congruence as determinator?

<p>Increasingly, both local and global organisations are implementing indigenous branding in their market offerings, regardless of whether they have ancestral connections to indigenous culture. However, numerous criticisms and claims of cultural appropriation have been raised in response to organisations’ commercialisation and commodification of indigenous culture through indigenous branding. This raises questions about the authentic and appropriate use of indigenous culture, language and iconography in commerce, particularly with regards to consumers perceptions of authenticity towards this use. As such, the purpose of this study was to understand consumers’ perceptions of authenticity in the context of indigenous (Māori) branding and organisational values. In this study, a 2x2x2 between-subjects experimental design was conducted using an online questionnaire. Subjects in the study were presented with a scenario communicating information about a brands values (either conventional or tikanga Māori), and their proposed brand concept (either orthodox or Māori branding). As the purpose of the study was to investigate both Māori and non-Māori perspectives, the sample was comprised of 570 adult Māori and non-Māori consumers currently living in New Zealand. These subjects were randomly distributed to one of the eight experimental conditions. Data from the questionnaire was analysed using a factorial ANOVA. The findings indicate that congruence among branding, organisational values and consumers’’ ethnic identification exerts the most leverage on consumers’ authenticity perceptions. Although, Māori consumers also perceived congruent (conventional) organisational values and (orthodox) branding as highly authentic. Interestingly, consumers, in general, found incongruent Māori branding and conventional values to be the least authentic, a finding attributed to issues of cultural appropriation. The results of the analyses contribute to the current understanding of perceived authenticity and indigenous brands. Moreover, this indigenous branding congruence effect extends social identity theory as it illuminates the fluidity of indigenous consumers social experiences and understandings. Managerially, marketers should be cognizant of the effects of congruence among branding, values and their target market, and make efforts to achieve congruence among these factors. If congruence cannot be achieved, then marketers should make efforts to be perceived as congruent through only communicating those factors which are congruent.</p>

Perceptions of authenticity towards Māori Branding: Congruence as determinator?

<p>Increasingly, both local and global organisations are implementing indigenous branding in their market offerings, regardless of whether they have ancestral connections to indigenous culture. However, numerous criticisms and claims of cultural appropriation have been raised in response to organisations’ commercialisation and commodification of indigenous culture through indigenous branding. This raises questions about the authentic and appropriate use of indigenous culture, language and iconography in commerce, particularly with regards to consumers perceptions of authenticity towards this use. As such, the purpose of this study was to understand consumers’ perceptions of authenticity in the context of indigenous (Māori) branding and organisational values. In this study, a 2x2x2 between-subjects experimental design was conducted using an online questionnaire. Subjects in the study were presented with a scenario communicating information about a brands values (either conventional or tikanga Māori), and their proposed brand concept (either orthodox or Māori branding). As the purpose of the study was to investigate both Māori and non-Māori perspectives, the sample was comprised of 570 adult Māori and non-Māori consumers currently living in New Zealand. These subjects were randomly distributed to one of the eight experimental conditions. Data from the questionnaire was analysed using a factorial ANOVA. The findings indicate that congruence among branding, organisational values and consumers’’ ethnic identification exerts the most leverage on consumers’ authenticity perceptions. Although, Māori consumers also perceived congruent (conventional) organisational values and (orthodox) branding as highly authentic. Interestingly, consumers, in general, found incongruent Māori branding and conventional values to be the least authentic, a finding attributed to issues of cultural appropriation. The results of the analyses contribute to the current understanding of perceived authenticity and indigenous brands. Moreover, this indigenous branding congruence effect extends social identity theory as it illuminates the fluidity of indigenous consumers social experiences and understandings. Managerially, marketers should be cognizant of the effects of congruence among branding, values and their target market, and make efforts to achieve congruence among these factors. If congruence cannot be achieved, then marketers should make efforts to be perceived as congruent through only communicating those factors which are congruent.</p>

Organisational and Personal Values Impact on Knowledge Transfer

<p>This case study research showed that employees’ values were having a greater impact on the transfer of knowledge than those of the organisation. The result was due to limitations faced by employees in adopting organisational values. Semi-structured interviews were carried out to discover employee values and knowledge asset creation behaviours. The interviewees faced difficulties with the organisations knowledge repositories available. The transfer of knowledge was limited within the organisation, which hindered knowledge creation and the interviewees relied on their own values to provide direction to their knowledge actions.</p>

Organisational and Personal Values Impact on Knowledge Transfer

<p>This case study research showed that employees’ values were having a greater impact on the transfer of knowledge than those of the organisation. The result was due to limitations faced by employees in adopting organisational values. Semi-structured interviews were carried out to discover employee values and knowledge asset creation behaviours. The interviewees faced difficulties with the organisations knowledge repositories available. The transfer of knowledge was limited within the organisation, which hindered knowledge creation and the interviewees relied on their own values to provide direction to their knowledge actions.</p>

Organisational values of National Health Service trusts in England: semantic analysis and relation to performance indicators

BackgroundOrganisational values are widely assumed to have positive effects on performance and staff. National Health Service (NHS) trusts in England have accordingly chosen their own organisational values. However, there has been no survey of the values adopted, and there is little evidence that the choice of values per se has consequences for outcomes. We comprehensively described trusts’ organisational values, using natural language processing to identify common themes. We tested whether the choice of themes was associated with outcomes for patients and staff.MethodsWe collected data on trusts’ values (from their websites), performance (Summary Hospital-level Mortality Indicator (SHMI) statistics, Care Quality Commission (CQC) ratings), sickness absence rates (SAR) and staff opinions (NHS Staff Survey responses). We first characterised values based on lexical properties then progressed to semantic analysis, using Google’s Universal Sentence Encoder, to transform values to high-dimensional embeddings, and k-means clustering of embeddings to semantically cluster values into 12 common themes. We tested for associations between trusts’ use of these themes and outcomes.ResultsOrganisational values were obtained for 221 of 228 NHS trusts, with 985 values in total (480 unique). Semantic clustering identified themes including ‘care’, ‘value respect’ and ‘togetherness’. There was no significant association between themes and SHMI or CQC ratings. However, themes predicted trusts’ SAR (p=0.001, R2=0.159), with use of ‘care’, ‘value respect’, ‘aspirational’ and ‘people’ all significant predictors of increased sickness absence; themes also predicted staff opinions on ‘Equality, diversity and inclusion’ (p=0.011, R2=0.116), but with ‘supportive’ and ‘openness’ predicting more negative responses.ConclusionA trust’s adoption of individualised organisational values does not seem to make a positive difference to its patients or staff. These findings should give NHS managers pause for thought, challenging them to reconsider their reliance on value-defining initiatives, and to seek evidence that a focus on values has measurable benefits on outcomes.

A Multiple Full Mediating Effect in a PLS Hierarchical Component Model: Application to the Collaborative Public Management

The objective of this article was to determine the mediating effect of shared knowledge and organisational commitment in the relationship between organisational values and collaborative public management. Organisational values are also made up as a second-order construct consisting of other first order sub-dimensions such as authority, autonomy, conservatism, equality, harmony, and hierarchy. This research is based both on the Theory of Resources and Capacities and the theoretical perspective based on knowledge. The hypotheses proposed were supported with the use of structural equation models based on composites (PLS-SEM). The results show empirical evidence of a multiple fully mediating effect. The findings confirmed that organisational values do not have a significant direct positive impact on collaborative public management unless they are full mediated by shared knowledge and organisational commitment. In addition, this research framework is effective for improving public employees’ work efficiency and has practical implications for scholars, practitioners, and the authorities.

Hotel Branding Exposed: a Content Analysis of Related Organisational Values

Background/Purpose: This paper explores how organisational values can help to understand the interlinks of hotel brands and their hotel rating. The study assumes that the importance of organisational values in the service sector represents one of the key components of both growth and development of an organisation. Methods: Conceptual content analysis was used on the dataset of organisational values found on websites of the top 100 European hotel brands. Advanced network analytic procedures were applied to identify clustered dimensions of organisational values among various hotel brands. Results: Results identified shared organisational values among hotel brands clustered into four predominant dimensions: entrepreneurial, stakeholders, moral, and tradition. The study confirmed wide content variability of organisational values within the hotel brand industry. Conclusion: The cluster analysis identified clusters of the most important words from values statements, concluding that hotel brands highly value “entrepreneurial” and “ethical” clusters. The island analysis approach on hotel brands’ level also reveals that organisational values in this sector are determined by many factors, including the scale and market positioning. Our study provides theoretical and practical implications to hotel brand strategists in order to better understand their current and desired sector position.

Linking organisational values and sustainability: the role of AMO practices

PurposeThe aim of this study was to analyse the link between the values that govern the functioning of cooperatives and their sustainability. Furthermore, the authors propose that this relationship is mediated by AMO (ability, motivation and opportunity) practices, which generate different behaviours and attitudes in their employees, thus strengthening the message of sustainable management that the directors of this kind of companies aim to transmit.Design/methodology/approachThis article presents a theoretical and empirical research model about the relationship between organisational values, AMO practices and sustainability in social economy firms. The proposed model was tested using the multivariate method of partial least squares structural equation modelling (PLS-SEM) with a sample of 124 cooperative companies. The information was gathered through a questionnaire with questions composed of measurement scales that had been previously validated by the reference literature.FindingsThis work empirically demonstrates that the perceived support, respect and responsibility values are strongly related to sustainability, and that ability and opportunity-enhancing practices mediate the association of perceived support and responsibility with the sustainability of cooperatives.Originality/valueThis work contributes to covering the lack of studies about which values support and impact the sustainability of organisations, and it provides information about the mediating role of certain AMO practices in the search for a more sustainable organisation, demonstrating that some practices are more relevant than others.