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Article
Publication date: 1 February 2016

Amy J Hiller and Danya F Vears

It is increasingly common for health care clinicians to undertake qualitative research investigating an aspect of their own profession. Although the additional knowledge and…

994

Abstract

Purpose

It is increasingly common for health care clinicians to undertake qualitative research investigating an aspect of their own profession. Although the additional knowledge and perspective of a clinician might benefit the research, the professional background of the clinician-researcher can be a precipitator for confusion, similar to the therapeutic misconception occurring in quantitative clinical trials research. A significant challenge for the clinician-researcher is managing the misconceptions of participants and others about their role in the research process. The purpose of this paper is to outline these misconceptions and provide insight into how they might be avoided and managed through awareness and reflexivity.

Design/methodology/approach

In this paper the authors draw on their experiences as clinician-researchers and memo writing data from their respective qualitative research projects to discuss participant misconceptions. Theories of reflexivity and ethics support the discussion.

Findings

Potential misconceptions from participants include feeling obliged to participate, expecting to receive clinical care or feedback and believing they are being judged. This paper promotes reflexivity as a tool to pre-empt, prevent and manage participant misconceptions resulting from misunderstandings about the role of the clinician-researcher.

Originality/value

Alerting clinician-researchers to potential misconceptions and providing examples of reflexive thinking in practice can assist researchers to increase the rigor of their qualitative research.

Details

Qualitative Research Journal, vol. 16 no. 1
Type: Research Article
ISSN: 1443-9883

Keywords

Available. Open Access. Open Access

Abstract

Details

Sociological Thinking in Contemporary Organizational Scholarship
Type: Book
ISBN: 978-1-83549-588-9

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Article
Publication date: 22 June 2023

Jason Spedding, Paula Brough, Amy Jane Hawkes and Xi Wen Chan

Due to the proliferation of measures (and conceptualisations) employed to assess shared leadership behaviours, it is unclear to researchers and practitioners which specific team…

888

Abstract

Purpose

Due to the proliferation of measures (and conceptualisations) employed to assess shared leadership behaviours, it is unclear to researchers and practitioners which specific team behaviours should be encouraged and which measures should be included in research to enhance team effectiveness outcomes. To address this issue, this research tests 11 shared leadership scales to identify which measures and behaviours exhibit the strongest relationship with team effectiveness.

Design/methodology/approach

This research utilises survey methods (n = 328) to test the measurement of shared leadership using 11 previously validated scales. This novel approach uses structural equation modelling techniques (SEM) to compare and contrast multiple measures targeting a single underlying construct.

Findings

Across the 11 measures tested (drawn from three theoretical perspectives), no single scale demonstrated a superior ability to assess shared leadership (based on model-fit and effect size exhibited). Nevertheless, the results indicated that measures assessing shared transformational leadership were most highly related to team effectiveness; whilst the shared leadership density measure (using social network techniques) exhibited the weakest relationship.

Research limitations/implications

Limitations of this research include the use of a student sample (although participants were screened based on their current employment in a team environment), and the individual assessment of shared leadership rather than team assessment. These findings indicate that shared transformational leadership behaviours are highly related to perceptions of team effectiveness. It is recommended future research define and delineate between constructs of interest, including general forms shared leadership (i.e. shared leadership broadly defined) and more specific forms of shared leadership (e.g. shared transformational leadership [narrowly defined]).

Practical implications

It is recommended that interventions and/or training designed to enhance team shared leadership outcomes should specifically target shared transformational leadership behaviours; especially when aiming to increase beneficial team outcomes such as effectiveness or potency.

Originality/value

This research is novel in both advancing our understanding of the shared leadership behaviours needed to enhance team effectiveness; and in methodological approaches comparing and contrasting multiple measures of a single latent construct.

Details

Leadership & Organization Development Journal, vol. 44 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Available. Content available
Book part
Publication date: 4 March 2024

Oswald A. J. Mascarenhas, Munish Thakur and Payal Kumar

Free Access. Free Access

Abstract

Details

A Primer on Critical Thinking and Business Ethics
Type: Book
ISBN: 978-1-83753-312-1

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Article
Publication date: 1 March 1967

“It is generally accepted that the food industry must be scientifically based to cope with the problems, particularly of public health, which arise as new processes of growing…

183

Abstract

“It is generally accepted that the food industry must be scientifically based to cope with the problems, particularly of public health, which arise as new processes of growing, manufacturing, packaging and preserving food depart even further from traditional ways.”

Details

British Food Journal, vol. 69 no. 3
Type: Research Article
ISSN: 0007-070X

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Book part
Publication date: 14 May 2018

George Lodorfos, Anastasia Konstantopoulou, Ioannis Kostopoulos and Eyo Emmanuel Essien

The food and drink industry is one of the world’s largest manufacturing sectors and an integral part of the world’s social, economic and cultural mix. As well as contributing to…

Abstract

The food and drink industry is one of the world’s largest manufacturing sectors and an integral part of the world’s social, economic and cultural mix. As well as contributing to the economic development of nations, manufacturers have a key strategic role to play in ensuring fair trade between nations and future food security against the combined effects of climate change, higher global demand and increasing pressure on finite resources.

In an uncertain market environment, ensuring the highest quality and food safety, improving prosperity and fair trade agreements require the industry, policymakers and society to work together towards these goals. There is also a need for an increased emphasis within the industry and its full supply chain network on the broader social and economic impact of food and drink production, distribution, purchasing and consumption.

In this chapter, the authors undertake a literature and secondary data review and analyse what makes the European food and drink industry one of the world’s leading manufacturing sectors. This chapter provides an overview of the industry and the current state of the sector. It covers issues relating to manufacturing, consumers’ purchasing behaviours, distribution, marketing and retail, and the wider environmental trends, structures and economics of the industry. Finally, it presents some likely future trajectories in terms of social, consumer and regulatory trends, such as technological, marketing and production practices that develop and, in many cases, lead to new business models and paradigms.

Details

The Sustainable Marketing Concept in European SMEs
Type: Book
ISBN: 978-1-78754-039-2

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Article
Publication date: 12 May 2020

Virgo Süsi and Oliver Lukason

The purpose of this paper is to explore the linkages between the appointment of a new management board member and the following strategic change (SC) in the product-market scope…

223

Abstract

Purpose

The purpose of this paper is to explore the linkages between the appointment of a new management board member and the following strategic change (SC) in the product-market scope of the firm.

Design/methodology/approach

The study is based on the whole population of Estonian firms, in total 16,941 observations and the data are retrieved from Estonian Business Register. First, the authors focus on the association between the appointment of a new board member and the likelihood of different types of SC. Second, the authors focus on the association between the new board member’s previous export experience and export-related SC. Logistic regressions are applied for all models.

Findings

The results indicate that there is a significant association between the appointment of a new board member and the subsequent start of exports and also continuing it, entrance into a new industry and making an SC in more broad terms, though the significance levels vary across the composed models. No significant relationship was found with the entrance into the additional geographic market(s) for already exporting firms. There was also a significant association between the previous export experience of a new board member and the subsequent start of exporting.

Originality/value

The authors look at SC in the product-market domain holistically by applying the same data on both geographic and product portfolio expansion options. The authors also introduce the scale and stability contexts of SCs. These aspects are usually neglected from similar studies.

Details

Review of International Business and Strategy, vol. 30 no. 3
Type: Research Article
ISSN: 2059-6014

Keywords

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Book part
Publication date: 13 August 2024

Lourdes Susaeta, Esperanza Suárez and Frank Babinger

The cruise sector's workforce is highly diverse in terms of nationalities, age, and gender. However, diversity in the workforce does not guarantee business success.Decades of…

Abstract

The cruise sector's workforce is highly diverse in terms of nationalities, age, and gender. However, diversity in the workforce does not guarantee business success.

Decades of research on the effects of diversity indicate that it can negatively or positively affect an organization's performance. A more diverse workforce does not automatically perform better financially, feels more committed to their companies, nor experiences higher levels of satisfaction. Indeed, data suggest diversity may produce more conflict, employee turnover, but if well managed can lead to greater creativity and innovation.

This chapter explores the cruise industry's diversity and inclusion challenges and management practices. To examine what cruise companies are doing in this field, we reviewed the public data of the four largest cruise companies. We analyzed how these companies define diversity, their commitment to inclusion, their practices, their metrics, and their primary objectives.

Firstly, there is no theoretical model that includes all variables that affect the management of diversity in the cruise sector. Secondly, companies communicate a commitment to inclusion in their corporate social responsibility (CSR) reports and refer to similar policies implemented by the hospitality industry. Thirdly, the main challenges are the multicultural environment and the limited female representation.

The major limitation of this study is the data source. We recommend further studies supported by nonpublic company data. We encourage cruise industry leaders to support the research to develop an empirically tested model that captures the specific variables that affect diversity management in the industry.

Details

Diversity, Equity, and Inclusion (DEI) Management
Type: Book
ISBN: 978-1-83549-259-8

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Article
Publication date: 28 March 2023

Chong Kyoon Lee, Sergiy D. Dmytriyev, Matthew A. Rutherford and Jin Young Lee

Certified B Corporations (B Corps) represent a prominent manifestation of applying stakeholder principles in practice by emphasizing social and environmental performance and…

578

Abstract

Purpose

Certified B Corporations (B Corps) represent a prominent manifestation of applying stakeholder principles in practice by emphasizing social and environmental performance and striving to create value for all stakeholders. This paper aims to investigate an important question that has been unexplored so far in a vast body of literature on stakeholder management and fast-growing research on B Corps: does the timing of a B Corp’s certification impact the firm’s economic and social performance?

Design/methodology/approach

The research on the timing of obtaining B Corp certification is built around three intriguing puzzles: the impact of certification timing on a firm’s economic performance, social performance overall and social performance per stakeholder. In particular, the study examines the relationship between B Corp’s certification date and firms’ financial and social performance between 2017 and 2020.

Findings

Based on the data from 168 privately owned B Corps in the USA, the results of our study suggest that while there is no financial benefit associated with earlier certification, there are significant improvements in social performance. Yet, a firm’s social performance improvement is not uniform among its stakeholders.

Research limitations/implications

This study explored the impact of B Corp certification’s timing on the firm’s economic performance within only three years, from 2017 to 2019. This limitation comes from the specifics of the PrivCo database. Measuring a firm economic performance over a longer period may benefit the research on B Corp certification’s timing and which can be a promising path for future research.

Practical implications

When it comes to practical implications, it is important that firms deciding to pursue a B Corp certification understand that certification may not result in an immediate financial impact. This practical implication, though, may need to be calibrated depending on the extent to which participating organizations publicize their certification.

Social implications

Despite the growing popularity of B Corps in the USA and worldwide, it has been a black box when it comes to understanding when exactly firms should start to pursue B Corp certification to enhance their social value creation. Thus, this study is well timed to contribute to unpacking this black box by showing that the earlier a firm obtains B Corp certification, the more social value it would create. To the best of the authors’ knowledge, this is the only study to date that explored the social performance implications of timing to certify as a B Corp.

Originality/value

When it comes to practical implications, it is important that firms deciding to pursue a B Corp certification understand that certification may not result in an immediate financial impact. This practical implication, though, may need to be calibrated depending on the extent to which participating organizations publicize their certification.

Details

Social Responsibility Journal, vol. 19 no. 9
Type: Research Article
ISSN: 1747-1117

Keywords

Available. Content available
Book part
Publication date: 4 May 2020

Abstract

Details

Studies in Law, Politics, and Society
Type: Book
ISBN: 978-1-83982-278-0

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