The purpose of the study is to explore the extent to which the diffusion of concepts related to information systems and management approximates the rate and the cumulative…
Abstract
Purpose
The purpose of the study is to explore the extent to which the diffusion of concepts related to information systems and management approximates the rate and the cumulative frequency distribution patterns assumed to reflect the diffusion of innovations.
Design/methodology/approach
The diffusion of those concepts was measured via citation analysis of 4,014 publications (journal articles, books, and dissertations) for the period 1973‐2004.
Findings
Two key findings emerged from the study. First, the cumulative frequency distribution approximates the S‐curve of adoption. Second, the rate of adoption is exponential and corroborates an epidemiological model of the rate of adoption recently reported in the literature.
Research limitations/implications
Further research is needed to identify and examine topics or concepts that have run their course and subsequently offer an excellent opportunity to perform ex‐post‐facto studies on the life cycle of innovative concepts or topics. From these studies will be baseline data and easily identifiable “actors” in the diffusion process (authors, editors, reviewers, and dissertation committees) that will provide the impetus for continued, progressively complex research models.
Practical implications
The practical implications of a deeper understanding of the diffusion of innovations are immense. It will enhance understanding of how to better promote research and development and technology transfer. It will enhance understanding of how better to market the fruits of those endeavors.
Originality/value
This paper's findings bring to the scholarly community in the digital era the importance of understanding how new concepts and theories are brought to light and evaluated.
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When it comes to describing practical ways to transform HR from transactional to strategic, many HR professionals are at a loss on how to both start and sustain the process. Here…
Abstract
When it comes to describing practical ways to transform HR from transactional to strategic, many HR professionals are at a loss on how to both start and sustain the process. Here, Steve Miranda details five non‐traditional ways to ensure your HR function becomes indispensable to the business.
Is there a need for more influential international conflict management research? This question takes on two dimensions. The first is whether there is a need for more influential…
Abstract
Is there a need for more influential international conflict management research? This question takes on two dimensions. The first is whether there is a need for more influential conflict management research. The second is whether there is a need for more international conflict management research. Both questions can be answered in the affirmative. Research should be influential so that it will help to guide and shape future research efforts. If it is not influential, it is an unfortunate waste of intellectual and other resources. Research should also be more international because business is becoming more international and there are an increasing number of international influences in many areas of everyday life. Thus, it is important for journals to encourage the publication of influential international conflict management research. The extent to which this journal has disseminated influential international conflict management research is addressed in this note.
The purpose of this paper is to clarify how human resource professionals (HRPs) in the United States (US) understand their roles in bullying situations and how they perceive…
Abstract
Purpose
The purpose of this paper is to clarify how human resource professionals (HRPs) in the United States (US) understand their roles in bullying situations and how they perceive others (targeted employees and senior management) understand their roles. It is important to understand these role expectations as HRPs are integral actors in bullying situations and are often evaluated negatively by those in bullying situations.
Design/methodology/approach
Strauss & Corbin’s grounded theory approach was used to uncover HRPs role perceptions. Narrative and respondent in-depth interviews were conducted with HRPs and revealed an evolving HR role that clashed with perceived target and senior management role expectations.
Findings
This research has revealed a theoretical model of the progressive role HRPs play in bullying situations. The authors discovered HRPs play several important roles in bullying situations and they link these roles in a temporal and situational manner. They first play the role of first, a trust listener; second, an objective, neutral third-party investigator; third, a management advisor; and fourth, a mediator/trainer/coach. Throughout this role execution they also became an emotional laborer. This model was often in contention with the HRP’s perceptions of targets and senior management expectations in bullying situations.
Originality/value
This research revealed a more detailed, nuanced view of the roles HRPs play in bullying situations and called existing research on US HRPs and their roles in bullying situations into question. How HRPs view their roles and role expectations is revealing of why and how they deal with allegations of bullying the way they do. This research has practical value for HR, management, targets, and organizations in general.
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Alessandra Mazzei and Silvia Ravazzani
The purpose of this paper is to provide a suitable framework for managing diversity in organizations coping with social, communication, marketing, and organizational challenges.
Abstract
Purpose
The purpose of this paper is to provide a suitable framework for managing diversity in organizations coping with social, communication, marketing, and organizational challenges.
Design/methodology/approach
The issue of diversity is explored from the organizational, marketing, and corporate communication viewpoints. This multidisciplinary approach leads to the design of qualitative exploratory research based on three case studies of multinational companies.
Findings
The companies cover a wide range of diversity, including all visible and non‐visible features, especially in relation to competencies and expertise. They pursue social, competitive and communication aims and strive to reflect internal and external stakeholders' expectations. They all implement integrative managerial practices and show an increasing orientation to the leveraging of people's uniqueness in their daily activity.
Practical implications
Managing the diversity issue means that companies must develop a concept of variety, which involves more than mere diversity. They must balance social, communication, marketing and organizational aims and enhance the development of individual talent. All organizational functions must be included in the definition of a contextual approach to the implementation of diversity policies.
Originality/value
The paper suggests a model centred on the leveraging of variety that goes beyond assimilating minorities and integrating diversity. The “Leveraging Variety Model” takes into account both economic and social pressures in order to maximize the ability to satisfy stakeholders' expectations, reflect the external environment, enhance the knowledge creation potential and communicate effectively from an intercultural perspective.
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The purpose of this study is to quantitatively examine the impact of perceived supervisor support, person-job fit (PJF) and person-organization fit (POF) on the company’s value…
Abstract
Purpose
The purpose of this study is to quantitatively examine the impact of perceived supervisor support, person-job fit (PJF) and person-organization fit (POF) on the company’s value through job satisfaction (JS).
Design/methodology/approach
Data were collected from 220 respondents selected from different organizations in India using standard questionnaires. To estimate the hypothesized model fit indices, partial least square structural equation modeling were used.
Findings
Findings suggest that there is a significant relationship among supervisor support, PJF and POF with JS and perceives company value.
Research limitations/implications
Human resource (HR) professionals need to understand how they can help to increase the JS of employees before they decide on HR measures that would help improve the perceived contribution to company value.
Originality/value
Support from the superior induces a sense of value and worthiness to the employee, which, in turn, strengthens the relationship between the employees with his/her organization. Along with this PJF and POF are other significant factors for employee satisfaction. If the person likes the job or in other words if the prescribed job is suitable for the person, then the employee feels significant, which amplifies JS. The same is applicable for the POF. Consequently, the perceived contribution to company value increases.