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Article
Publication date: 1 February 2005

Nic Beech and Phyl Johnson

To explore identity dynamics in the lived experience of a strategic change over time.

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Abstract

Purpose

To explore identity dynamics in the lived experience of a strategic change over time.

Design/methodology/approach

Qualitative data were collected through a longitudinal engagement with the focal organisation. Narrative analysis was used to trace the identity dynamics of senior figures in an organisation as it went through strategic change. This entailed a change of CEO and chairman, alterations to the composition of the board and the executive team and, in association with these changes in personnel, alterations to the strategy and direction of the company.

Findings

The identity dynamics were at times comfortable and uncomfortable fits for the individuals involved, and over time expectations and realisations impacted on the processes of change in ways that were unexpected and unintentional for the actors. The outcome of the analysis shows the disruptive impact of identity dynamics on the practice of strategic change.

Research limitations

The nature of the research undertaken does not seek to represent a holistic case study but, rather, is focused on a depth analysis of selected interactional data.

Practical implications

A critique of traditional views of resistance to change is presented and an alternative approach to analysing reactions to change is proposed.

Originality/value

The paper contributes a narrative approach to the discursive analysis of strategic change. It also elaborates the significance of “identity work” in such settings.

Details

Journal of Organizational Change Management, vol. 18 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Available. Open Access. Open Access
Article
Publication date: 16 August 2021

Shamal Faily, Claudia Iacob, Raian Ali and Duncan Ki-Aries

This paper aims to present a tool-supported approach for visualising personas as social goal models, which can subsequently be used to identify security tensions.

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Abstract

Purpose

This paper aims to present a tool-supported approach for visualising personas as social goal models, which can subsequently be used to identify security tensions.

Design/methodology/approach

The authors devised an approach to partially automate the construction of social goal models from personas. The authors provide two examples of how this approach can identify previously hidden implicit vulnerabilities and validate ethical hazards faced by penetration testers and their safeguards.

Findings

Visualising personas as goal models makes it easier for stakeholders to see implications of their goals being satisfied or denied and designers to incorporate the creation and analysis of such models into the broader requirements engineering (RE) tool-chain.

Originality/value

The approach can be used with minimal changes to existing user experience and goal modelling approaches and security RE tools.

Details

Information & Computer Security, vol. 29 no. 5
Type: Research Article
ISSN: 2056-4961

Keywords

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Article
Publication date: 1 August 2000

Alex Weeks

User‐led organisations are increasingly providing services themselves, but it is not always easy to overcome the barriers of bureaucracy and officialdom when you are inexperienced…

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Abstract

User‐led organisations are increasingly providing services themselves, but it is not always easy to overcome the barriers of bureaucracy and officialdom when you are inexperienced in project development. This is the story of the trials, tribulations and eventual success of a group of users in rural Dorset, who are keen to use their newly acquired experience for the benefit of others who may want to do the same.

Details

A Life in the Day, vol. 4 no. 3
Type: Research Article
ISSN: 1366-6282

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Article
Publication date: 1 April 1975

CHESHIRE County Libraries has been running a ‘dial‐a‐story’ service for the last year, enabling children to listen to a selection of 5‐minute stories recounted by library staff…

19

Abstract

CHESHIRE County Libraries has been running a ‘dial‐a‐story’ service for the last year, enabling children to listen to a selection of 5‐minute stories recounted by library staff. As many as 5000 calls have been received in a single week, and Alex Wilson, Cheshire's Director of Library Services, is very pleased with the success of the scheme. Does the Post Office pay a commission, I wonder?

Details

New Library World, vol. 76 no. 4
Type: Research Article
ISSN: 0307-4803

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Article
Publication date: 10 April 2017

Gillie Ruscombe-King, Laura Mackenzie, Steve Pearce and Kate Saunders

The mentalisation based therapeutic community (MBTC) is a group experience which promotes the acquisition of the capacity to mentalise. Members of the community gain greater…

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Abstract

Purpose

The mentalisation based therapeutic community (MBTC) is a group experience which promotes the acquisition of the capacity to mentalise. Members of the community gain greater emotional stability and psychological robustness. The paper aims to discuss these issues.

Design/methodology/approach

MBTC works with three theoretical principles: the intrapsychic, interpersonal and social. It is a slow open group where each member completes a ten-week course. The approach is deliberately non-interpretive with an emphasis on personal responsibility and accountability in order to promote clarity of mind.

Findings

The authors’ experience is that the model engages group members with few drop outs.

Originality/value

The combination of mentalising and the use of therapeutic community principles within in MBTC has enhanced outcomes for group members.

Details

Therapeutic Communities: The International Journal of Therapeutic Communities, vol. 38 no. 1
Type: Research Article
ISSN: 0964-1866

Keywords

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Case study
Publication date: 20 January 2017

Brenda Ellington Booth and Karen L. Cates

This case describes a newly promoted middle manager in a global, multi-cultural organization who is challenged by a number of factors in the workplace which are impacting her and…

Abstract

This case describes a newly promoted middle manager in a global, multi-cultural organization who is challenged by a number of factors in the workplace which are impacting her and her team's ability to perform to the expectations of her regional manager. While it would be easy to blame the new manager, deeper analysis in fact reveals that many forces are at work here in addition to her inexperience including communication of strategy and performance objectives, mismanaged team members, cultural inconsistencies, and a lack of leadership direction and/or skill from the very top to her supervising manager.

After reading and analyzing the case, students should be able to 1) analyze and diagnose unmet expectations for performance at work, 2) apply motivation theories and constructs to common behavioral and attitudinal challenges in a team setting, and 3) learn to avoid the fundamental attribution error described in the social psychological literature on judgment in decision-making.

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Article
Publication date: 1 August 2000

Bob Grove

13

Abstract

Details

A Life in the Day, vol. 4 no. 3
Type: Research Article
ISSN: 1366-6282

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Article
Publication date: 1 May 2001

Peter McGraw and Alan Tidwell

A comprehensive introductory workshop aimed at building student readiness for participation in project based group work is outlined. This article develops a rationale for teaching…

1946

Abstract

A comprehensive introductory workshop aimed at building student readiness for participation in project based group work is outlined. This article develops a rationale for teaching such a workshop and outlines a step‐by‐step approach complete with all necessary materials. The core of the workshop is a case developed by the authors, which draws upon the real life experience of a group of graduate students. Debrief questions are provided for the case from the student and faculty perspective. The workshop also contains an exercise aimed at surfacing students’ experiences of group work and a set of recommendations aimed at reducing problems in student project groups. This paper concludes that, along with other benefits, the workshop develops a strong normative framework for legitimising appropriate behaviour in student project groups.

Details

Education + Training, vol. 43 no. 3
Type: Research Article
ISSN: 0040-0912

Keywords

Available. Open Access. Open Access
Article
Publication date: 1 August 2023

Henrike Heunis, Niels J. Pulles, Ellen Giebels, Bas Kollöffel and Aldis G. Sigurdardottir

This study aims to propose and evaluate a novel framework of strategic adaptability in dyadic negotiations. The authors define strategic adaptability as a reaction to a cue that…

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Abstract

Purpose

This study aims to propose and evaluate a novel framework of strategic adaptability in dyadic negotiations. The authors define strategic adaptability as a reaction to a cue that leads to shifts between integrative and distributive strategies. Based on the literature on turning points, phase models and strategic negotiations, the authors developed an initial framework identifying five distinct strategic adaptations.

Design/methodology/approach

To verify the framework, the authors analyzed two negotiation simulations with a diverse set of negotiation students. Negotiations were content-coded, and adaptations were labeled.

Findings

The authors found a consistent pattern across two studies. Overall, 12% (study 1) and 18% (study 2) of all speaking turns were identified as strategic adaptations. The findings empirically confirmed four of their strategic adaptation types: adapt to deadlock, follow adaptation by opponent, adapt to priority of issue under discussion and adapt to new information on issue. Moreover, findings of this study revealed two new types of strategic adaptability: delayed adaptation to opponent and adapt to understand opponent. Study 2 additionally revealed that strategies vary with the negotiation phase, and negotiation outcome seems to benefit more from the constellation rather than the frequency of adaptations. Furthermore, lower-scoring negotiators tended to adapt to the opponent’s strategy instead of initiating a change in strategy.

Originality/value

The findings of this study provide preliminary insights into how strategic adaptations unfold. These findings present future research opportunities to further test the framework's robustness, increase the knowledge of individual and cultural factors, explore the relationship with negotiation outcomes and develop educational interventions to enhance strategic adaptability.

Details

International Journal of Conflict Management, vol. 35 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

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Case study
Publication date: 29 October 2021

Sarah Boyd and Linda Ronnie

This case is particularly applicable for use in courses on entrepreneurship, people management, and business strategy. It is intended to give students an overview of a succession…

Abstract

Subject area

This case is particularly applicable for use in courses on entrepreneurship, people management, and business strategy. It is intended to give students an overview of a succession planning strategy, and provide insight into the particular challenges facing founders of small businesses as they identify and prepare a successor for the most senior management role. Given the position of Closed Loop as an early mover technology firm in the insurance industry, this case also explores the strategic business considerations. The case therefore offers students detailed, authentic, and practical lessons on leadership through the personal experiences of a founder-CEO in a high performing organisation.

Subject level/applicability

This case is appropriate for students enrolled in postgraduate programmes such as a Master of Business Administration (MBA) and Executive Education programmes. Although the case learnings are transferrable to more general leadership and change management studies, this case will be particularly useful to students with interests in entrepreneurship, leadership in tech startups, and succession planning.

Case overview

This case tells the story of a small business’ succession plan journey in two parts. Closed Loop is a small insurance software company that is transitioning from a founder-run startup to manager-run company. Case A follows the 55-year-old founder Alex Martin as he performs a measured succession planning analysis that eventually leads him to promote from within the company. Neevan Chattry is the 33-year-old head of business development who has been with the company for ten years and shows promise as a rising leader. Over the course of 18 months, Alex and Neevan embark on a structured preparation and handover process. The case ends in June 2015 with Neevan taking over as CEO and Alex stepping into the role of board chairperson. Case B picks up two years later when Neevan unexpectedly announces that he is resigning as CEO, leaving Closed Loop in a difficult position. In this case, Alex confronts the mistakes he made over the last three years, both during succession planning and Neevan’s tenure as CEO, as well as how digital disruption in the insurance industry affected the business strategy over this period. The case ends with Alex resuming the role of CEO to lead Closed Loop in a reinvention process. Students are left to analyse the decisions taken by the different leaders and how Closed Loop will fair in the future under Alex’s leadership.

Expected learning outcomes

Identify the key components of a strong succession plan, including a careful selection process, mentorship of the successor, communication of the change to internal and external stakeholders, and the withdrawal of the outgoing leader; explore the organisational transitions that companies naturally undergo as they grow and enter different phases of operation and the implications of that change for leadership; discuss the compatibility of different leadership traits, styles, and mindsets with the strategic objectives of the company at different points in time; and provide suggestions and recommendations to owners contemplating succession planning in their organisations.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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