Looks at time, as opposed to money, as being the paramountproduction variable of the 1990s, in light of the evolving informationeconomy. Examines streamlining of time in the form…
Abstract
Looks at time, as opposed to money, as being the paramount production variable of the 1990s, in light of the evolving information economy. Examines streamlining of time in the form of simple self‐reinforcing Just‐in‐time techniques. Offers a number of assertions concerning new technology and time. Discusses the management of information. Finally considers the future potential of time‐based production and management techniques.
Details
Keywords
The purpose of this paper is to present a model for sustainable workplace flexibility developed and successfully implemented by McDonald's in the UK and first presented at the…
Abstract
Purpose
The purpose of this paper is to present a model for sustainable workplace flexibility developed and successfully implemented by McDonald's in the UK and first presented at the CIPD Annual Conference in October 2006
Design/methodology/approach
The paper describes the four key organizational requirements if balanced, sustainable workplace flexibility is to be created which benefit both employees and employers alike. These requirements are illustrated with examples of how they have been implemented within McDonald's and presented in the context of McDonald's business model.
Findings
Where possible an objective, third‐party assessment of the impact of McDonald's approach has been provided.
Practical implications
Successful delivery of the four key organizational requirements will enable an organization to achieve sustainable workplace flexibility.
Originality/value
This paper presents a proven, practical approach to delivering sustainable workplace flexibility. It will be of particular value to senior business managers and human resources professionals.
Details
Keywords
Buying secondhand clothing is not only interesting for consumers wanting to save money but also for sustainable clothing enthusiasts. It is now among a number of consumption…
Abstract
Buying secondhand clothing is not only interesting for consumers wanting to save money but also for sustainable clothing enthusiasts. It is now among a number of consumption practices which slow down fast fashion production while saving 10 to 20 times the energy (Fletcher, 2008, p. 100). While most of the recent scholarly work focuses on secondhand consumers (Bianchi & Birtwistle, 2010; Franklin, 2011; Norum, 2015), this paper aims to examine business activities. This perspective from economic anthropology enhances understandings of secondhand clothing, as research to-date has tended to neglect the semiotic function of clothing while underlining exchanges. To gain insight into the dynamics of the sector in Germany today, two businesses from Hamburg have been ethnographically examined by the author since 2014. This study outlines their work practices and explains the development of this high-end segment of the market from the 1970s until the digital age. For businesses, the digitalization of the trade has had massive effects on their business practice because it seems to solve inherent problems connected to the selling of pre-owned clothing. I argue that the digitalization did not only promote acceptance of buying secondhand clothing in Germany but also the emergence of new businesses models.
Details
Keywords
This paper aims to examine how metaphors mediate organizational change across space and time.
Abstract
Purpose
This paper aims to examine how metaphors mediate organizational change across space and time.
Design/methodology/approach
The data consist of 113 speeches by vice‐chancellors of a distance learning university, recorded in texts. Texts are apposite for this research as they transmit meaning across time and space. Hermeneutics is an appropriate methodology because it enables interpretation across temporal and spatial distance.
Findings
The paper finds that textual metaphors mediate organizational change across space and time in five ways: transferring from familiarity to strangeness, providing coherence, “breaking distance” changing reality through changing language, and recontextualising.
Research limitations/implications
The study focuses on formal organizational texts and excludes informal texts and conversation. Change outcomes are not studied; there should be further research on how metaphors affect change over time and space.
Practical implications
Metaphors enable managers to communicate change across time and space. Textual metaphors are continuously available and interactive, enabling dialogue between managers and staff across space and time.
Originality/value
The paper furthers our knowledge of how metaphors mediate change across both space and time. Metaphors translate the organization across distance, fusing spatial and temporal horizons, effecting organizational change by changing language. The organization becomes a metaphor of itself, recontextualising across time and space.
Details
Keywords
Muayyad Jabri, Allyson D. Adrian and David Boje
The purpose is to inspire a more Bakhtinian perspective of conversations in change communication. Inspiration is drawn from Bakhtin and argue that change management has, for too…
Abstract
Purpose
The purpose is to inspire a more Bakhtinian perspective of conversations in change communication. Inspiration is drawn from Bakhtin and argue that change management has, for too long, focused on monologic implementation of predetermined change, i.e. how to develop the “best plot”. Change agents need to consider their anthropology are argued and ask themselves whether the people in their organizations are the objects of communication or subjects in communication. Furthermore, the argument about one's anthropology and one's espoused communication theory are intrinsically intertwined: how one communicates depends entirely on whether one views people as participating subjects in the process or as objects of the process.
Design/methodology/approach
Consensus‐as‐monologue and consensus‐as‐dialogue are distinguished. Under the former, the notion of a single speaker is emphasized (expectations of response are low). But under the latter, consensus becomes saturated with the self as the other (polemic, but born between people).
Findings
Change agents need to consider their anthropology are argued and ask themselves whether the people in their organizations are the objects of communication or subjects in communication.
Originality/value
Seeing conversation among people as a never‐ending process. A different perspective on participation – a perspective whereby one person's message joins with that of another and one person's meaning joins with that of another is offered.
Details
Keywords
Áine Carroll, Jane McKenzie and Claire Collins
The aim of this study was to explore and understand the leadership experiences of medical consultants prior to a major hospital move. Health and care is becoming increasingly…
Abstract
Purpose
The aim of this study was to explore and understand the leadership experiences of medical consultants prior to a major hospital move. Health and care is becoming increasingly complex and there is no greater challenge than the move to a new hospital. Effective leadership has been identified as being essential for successful transition. However, there is very little evidence of how medical consultants experience effective leadership.
Design/methodology/approach
A qualitative methodology was utilized with one-to-one semi-structured interviews conducted with ten medical consultants. These were transcribed verbatim and analyzed using inductive thematic analysis. The research complied with the consolidated criteria for reporting qualitative research (COREQ).
Findings
Four themes were found to influence medical consultants’ experience of leadership: collaboration, patient centredness, governance and knowledge mobilization. Various factors were identified that negatively influenced their leadership effectiveness. The findings suggest that there are a number of factors that influence complexity leadership effectiveness. Addressing these areas may enhance leadership effectiveness and the experience of leadership in medical consultants.
Research limitations/implications
This study provides a rich exploration of medical consultants’ experience of collective leadership prior to a transition to a new hospital and provides new understandings of the way collective leadership is experienced in the lead up to a major transition and makes recommendations for future leadership research and practice.
Practical implications
The findings suggest that there are a number of factors that influence complexity leadership effectiveness. Addressing these areas may enhance leadership effectiveness and the experience of leadership in medical consultants.
Social implications
Clinical leadership is associated with better outcomes for patients therefore any interventions that enhance leadership capability will improve outcomes for patients and therefore benefit society.
Originality/value
This is the first research to explore medical consultants’ experience of collective leadership prior to a transition to a new hospital.
Details
Keywords
Daniela Schädeli and Adrian Ritz
This article investigates different terms and concepts of paradox dimensions in Public Administration because these terms are often used interchangeably. The aim is to reveal the…
Abstract
Purpose
This article investigates different terms and concepts of paradox dimensions in Public Administration because these terms are often used interchangeably. The aim is to reveal the theoretically based macro-level concepts and establish a common ground for a shared dialogue about managing paradoxes in the field.
Design/methodology/approach
This article uses a complementary review approach. First, a systematic literature review is executed to identify the macro-level paradox concepts and to capture their theoretical common ground. Second, the problematizing literature review aims to reflect Public Administration literature with literature from outside the field, mainly from Organization Studies and General Management.
Findings
For the most part, the macro-level paradox concepts in Public Administration are used to illustrate the context or situation of another research topic, rather than as standalone theories to be conceptually or empirically explored. In 63 out of 589 articles, we found a theoretical definition of the mentioned macro-level paradox concept. This definition refers mainly to the sources of paradoxical situations and focuses less on the decisions and reactions thereto. Based on the review findings, an analytical model for the management of paradoxical situations in the public sector is provided and applied, followed by recommendations for further research.
Originality/value
This article aims to combine the macro-level paradox concepts in Public Administration with the insights of Paradox Theory and reveals that paradoxes could be a core topic in the field. Scholars in Public Administration could approach paradoxical situations from their own perspective while simultaneously strengthening the field’s identity by encouraging multiperspectivity.
Details
Keywords
SEPTEMBER was free from large‐scale visits of bombers, and the arrangements the Associations made for meetings were realized. The Library Association, challenging the criticism…
Abstract
SEPTEMBER was free from large‐scale visits of bombers, and the arrangements the Associations made for meetings were realized. The Library Association, challenging the criticism that it was making no programme for the peace, requested its branches to produce ideas. Thus, those who made the criticism were asked to define their terms, as it were. The first outcome was a joint meeting of the London and Home Counties Branch and the A.A.L. which was held at the delightful new St. Marylebone Library on September 24th. Another joint meeting in London was that at the Institution of Electrical Engineers on September 26th, when the British Society of International Bibliography and A.S.L.I.B. actually met in quite substantial numbers to discuss the indexing and listing of periodicals. These activities are expressions of confidence in the future by librarians and those concerned with libraries. If the immediate results are not dramatic they keep us in good heart, and we hope will lead to other meetings.
The purpose of this paper is to explore whether internal social media (ISM) introduces a new kind of participatory communication within organizations that is capable of…
Abstract
Purpose
The purpose of this paper is to explore whether internal social media (ISM) introduces a new kind of participatory communication within organizations that is capable of influencing and moving the organization.
Design/methodology/approach
The paper is based on two exploratory studies: a multiple case study in ten Danish organizations, and a single case study in a Danish bank.
Findings
The paper finds that different types of communication on ISM develop in different types of organizations. Participatory communication capable of changing the organization only develops when coworkers perceive that they have a license to critique. The paper, therefore, proposes to distinguish between three different types of communication arenas created by ISM: a quiet arena, a knowledge-sharing arena and a participatory communication arena.
Research limitations/implications
The research is exploratory and based on two Danish case studies and the perceptions of coworkers and social media coordinators. A deeper, summative analysis of ISM across more and various organizations in multiple countries has to confirm the findings.
Originality/value
The paper conceptualizes ISM as an interactive and dynamic communication arena, and proposes that the participatory communication on ISM is a co-constructed process among coworkers, middle managers and top managers.