Considers the relevance of creativity to marketing and advertising.States that since creativity involves risk, organizations may beactually penalizing creativity or rewarding its…
Abstract
Considers the relevance of creativity to marketing and advertising. States that since creativity involves risk, organizations may be actually penalizing creativity or rewarding its avoidance. Discusses common barriers to creativity in organizations which can be said to be bureaucratic. Suggests three key solutions to the problem, related to communication, simple ideas and celebrating creativity. Concludes that acompany must make some sacrifices in order to commit itself to a creative spirit and enjoy its benefits.
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Examines how organizations may penalize or reward the avoidance ofcreativity in their quest to minimize risk and predict outcomes.Considers the barriers to creativity to be: a…
Abstract
Examines how organizations may penalize or reward the avoidance of creativity in their quest to minimize risk and predict outcomes. Considers the barriers to creativity to be: a process‐centred approach, a “boss is always right” attitude, bureaucracy, and over‐zealous financial controls. Concludes that success may rely on creative spirit, which can be summed up by the axioms: “Up with people”, “Work small, think big”, and “Celebrate creativity loudly – count money quietly”.
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Arthur Piquet, Boubakr Zebiri, Abdellah Hadjadj and Mostafa Safdari Shadloo
This paper aims to present the development of a highly parallel finite-difference computational fluid dynamics code in generalized curvilinear coordinates system. The objectives…
Abstract
Purpose
This paper aims to present the development of a highly parallel finite-difference computational fluid dynamics code in generalized curvilinear coordinates system. The objectives are to handle internal and external flows in fairly complex geometries including shock waves, compressible turbulence and heat transfer.
Design/methodology/approach
The code is equipped with high-order discretization schemes to improve the computational accuracy of the solution algorithm. Besides, a new method to deal with the geometrical singularities, so-called domain decomposition method (DDM), is implemented. The DDM consists of using two different meshes communicating with each other, where the base mesh is Cartesian and the overlapped one a hollow cylinder.
Findings
The robustness of the present implemented code is appraised through several numerical test cases including a vortex advection, supersonic compressible flow over a cylinder, Poiseuille flow, turbulent channel and pipe flows. The results obtained here are in an excellent agreement when compared to the experimental data and the previous direct numerical simulation (DNS). As for the DDM strategy, it was successful as simulation time is clearly decreased and the connection between the two subdomains does not create spurious oscillations.
Originality/value
In sum, the developed solver was capable of solving, accurately and with high-precision, two- and three-dimensional compressible flows including fairly complex geometries. It is noted that the data provided by the DNS of supersonic pipe flows are not abundant in the literature and therefore will be available online for the community.
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The beginning of the twenty-first century was plagued with extensive, evasive, and disheartening U.S. business and political leadership failures. Despite the accounting…
Abstract
The beginning of the twenty-first century was plagued with extensive, evasive, and disheartening U.S. business and political leadership failures. Despite the accounting profession’s standards of professional ethics, accounting as a profession also was tainted with various ethical leadership indiscretions during this time. In response to these ethical leadership failings, renewed interest in developing accounting professionals with strong ethical principles and ethical leadership behaviors emerged. In many firms, training and development in ethical behavior is now at the forefront of communications and professional development efforts. The question remains, however, can the profession instill in its members the importance of ethical conduct? Can ethical leaders be developed who model ethical behavior? In response to the call for leaders who are ethical and moral, this research examined a model of ethical leadership and its impact on leader effectiveness for leaders within the accounting profession. The analysis shows that ethical and transformational leadership behaviors make independent and significant contributions to explaining leader effectiveness.
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Joyce S. Osland, Allan Bird, B. Sebastian Reiche and Mark E. Mendenhall
Although the term “trigger event” is commonly accepted and frequently mentioned by many disciplines in conjunction with sensemaking, research attention on the trigger event…
Abstract
Although the term “trigger event” is commonly accepted and frequently mentioned by many disciplines in conjunction with sensemaking, research attention on the trigger event construct is sorely lacking. We chose to examine this construct within a specific setting that global leaders have to master – the intercultural context. After reviewing the relevant literature, we created an original model of trigger events and sensemaking in the intercultural context, which is accompanied by propositions that determine the likelihood of an event rising to the level of a trigger. It is our hope that this theoretical model will lead to a better understanding of how trigger events function in general. The chapter contributes to a greater understanding of the cognitive element of global leadership effectiveness. Finally, the model has practical implications for intercultural and global leadership training and executive coaching.
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We investigate whether active involvement of private equity firms in their portfolio companies during the holding period of a later-stage private equity investment is related to…
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We investigate whether active involvement of private equity firms in their portfolio companies during the holding period of a later-stage private equity investment is related to increased levels in operating performance of these companies. Our analysis of unique survey data on 267 European buyouts and secondary performance data on 29 portfolio companies using partial least squares structural equation modeling indicates that private equity firms, that is, their board representatives, can increase operating performance not only by monitoring the behavior of top managers of portfolio companies, but also by becoming involved in strategic decisions and supporting top managers through the provision of strategic resources. Strategic resources, in particular expertise and networks, provided by private equity firm representatives in the form of financial and strategic involvement are associated with increases in the financial performance and competitive prospects of portfolio companies. Operational involvement, however, is not related to changes in operating performance. In addition to empirical insights into the different types of involvement and their effects, this chapter contributes to the buyout literature by providing support for the suggested broadening of the theoretical discussion beyond the dominant perspective of agency theory through developing and testing a complementary resource-based view of involvement. This allows taking into account not only the monitoring, but also the more entrepreneurial supporting element of involvement by private equity firms.
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Kyoungsu Kim, Fred Dansereau and In Sook Kim
Using five categories summarized by Bass (1990), this chapter attempts to address three key questions about charismatic leadership:
- (1)What are the key behavioral dimensions of…
Abstract
Using five categories summarized by Bass (1990), this chapter attempts to address three key questions about charismatic leadership:
- (1)
What are the key behavioral dimensions of charismatic leadership?
- (2)
How does charismatic leadership differ from other forms of leadership?
- (3)
Who may become followers of charismatic leaders and when do they become followers?
What are the key behavioral dimensions of charismatic leadership?
How does charismatic leadership differ from other forms of leadership?
Who may become followers of charismatic leaders and when do they become followers?
By focusing on Weber’s original view of charisma, we suggest that his three dimensions of charismatic leader behaviors underlie most contemporary approaches. By considering these three dimensions in more detail, we demonstrate how this view allows for different views of leadership and is distinguishable from management. Finally, by extending Weber’s view and by identifying two types of charismatic leaders who differ in their power motives, we suggest how the characteristics of followers and the context influence followers’ acceptance of charismatic leaders as legitimate. Some implications for leadership effectiveness are discussed.