David M. Johnston, Mark S. Bebbington Chin‐Diew Lai, Bruce F. Houghton and Douglas Paton
Residents of two North Island, New Zealand, communities were surveyed in March 1995 to measure their understanding of volcanic hazards. This was repeated in November 1995…
Abstract
Residents of two North Island, New Zealand, communities were surveyed in March 1995 to measure their understanding of volcanic hazards. This was repeated in November 1995, following the Ruapehu eruptions of September‐October 1995. Both communities were subjected to intense media coverage during the 1995 Ruapehu eruption. Whakatane was spared any direct effects, whereas Hastings experienced the hazard directly, in the form of ash falls. Only Hastings’ respondents showed a significant change in threat knowledge and perceived volcanic risk. While experiencing the direct and indirect impacts of the 1995 Ruapehu eruption may make subsequent warnings and information releases more salient, thereby enhancing the likelihood of engaging in successful protective actions or other forms of response, the characteristics of hazard impacts may increase susceptibility to a “normalisation bias”, reducing future community preparedness.
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Kevin R. Ronan, Douglas Paton, David M. Johnston and Bruce F. Houghton
This paper summarizes research involving a multidisciplinary team of volcanologists and social scientists. It describes collaboration in relation to social and physical risk and…
Abstract
This paper summarizes research involving a multidisciplinary team of volcanologists and social scientists. It describes collaboration in relation to social and physical risk and vulnerability following the Mount Ruapehu eruptions of 1995‐1996. This work stresses a key role for such multidisciplinary teams in reducing the social impact of volcanic hazards through assisting communities, organizations, and individuals following an eruption and, importantly, during quiescent periods. We present an overview of a multidisciplinary approach and related research. In stressing the role of the physical science community in managing societal hazards and risk, the paper addresses how this role can be enhanced through collaboration with social scientists and others. The emphasis here is the facilitation of volcanological knowledge and expertise in threat communication, mitigation, community development, emergency planning, and response management. Our research has examined mechanisms for integration, multi‐disciplinary training, and preparing volcanologists for the social demands encountered in playing an active crisis management role. One area of overlap that can tie together disciplines and assist the public is the idea that volcanic activity and the related uncertainties are, at their essence, simply problems that with increasingly integrated efforts likewise have increasingly attainable solutions.
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David Johnston, Julia Becker, Chris Gregg, Bruce Houghton, Douglas Paton, Graham Leonard and Ruth Garside
There has been a considerable effort over the last decade to increase awareness of the tsunami risk in coastal Washington, USA. However, contemporary research on warning systems…
Abstract
Purpose
There has been a considerable effort over the last decade to increase awareness of the tsunami risk in coastal Washington, USA. However, contemporary research on warning systems spawned by the recent Indian Ocean tsunami tragedy highlights the need for development of an effective tsunami warning system for both residents and transient populations, including visitors and tourists. This study sets out evaluate staff training for emergencies, emergency management exercises (including drills and evacuation), and hazard signage within motels and hotels in Ocean Shores, Washington, USA.
Design/methodology/approach
Data were collected from interviews with reception staff and managers at 18 hotels, motels, and other accommodation establishments.
Findings
Levels of staff training and preparedness for tsunami and other hazards were found to be generally very low, although examples of “best practice” were found at a select few establishments. Larger hotels already had orientation or general training programmes set up which had the potential to incorporate future tsunami and hazard training, while smaller “owner‐operator” businesses did not.
Research limitations/implications
Suggestions on how to improve preparedness are discussed, including undertaking training needs analyses and conducting workshops, simulations and employee training to empower both businesses and employees.
Originality/value
This case study provides an insight into the challenges faced by emergency managers and the tourism sector in improving the effectiveness of warning systems in areas with high transient populations.
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Douglas Paton, David Johnston and Bruce F. Houghton
This paper reports on the findings of a survey of organisational responses to the 1995 eruptions at Ruapehu volcano, New Zealand. The survey identified co‐ordination…
Abstract
This paper reports on the findings of a survey of organisational responses to the 1995 eruptions at Ruapehu volcano, New Zealand. The survey identified co‐ordination, communication, training and management issues that had implications for the quality and effectiveness of an integrated organisational response to hazard impacts. This paper explores the implications of organisational structure and social (professional) identity for developing and sustaining integrated emergency management capability. It also discusses the implications of decision‐making processes and group dynamics for response effectiveness. These issues are used to illustrate the nature and origin of the problems observed in the survey and to define strategies for their resolution and for promoting effective inter‐organisational relationships and integrated emergency management capability.
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Bruce H. Bader, M. Affan Badar, Suhansa Rodchua and Alister McLeod
This research brings together two streams of thought applied to decision-making: lean thinking and stakeholder theory. Both have been identified as ways to improve organizational…
Abstract
Purpose
This research brings together two streams of thought applied to decision-making: lean thinking and stakeholder theory. Both have been identified as ways to improve organizational value. Previous studies disagree regarding whether they can work together. This study investigates if managers balance stakeholders and lean thinking in decision-making.
Design/methodology/approach
This research investigates if both lean thinking and stakeholder salience share common literature by using data mining. It surveys organizations that perceive themselves as lean and have multiple diverse stakeholders to determine whether waste and salience are considered when making decisions. An ANOVA is done to see if organization type, management level, organization size, geographic location, or lean maturity has an effect on the priority of stakeholder salience or lean thinking's waste variants when making decisions.
Findings
Findings of this research are: 1) stakeholders salience criteria are considered more often than lean thinking's waste variants in decision-making by managers as a whole and in particular by middle-level managers and senior managers. However, lean thinking's waste variants are considered as often as stakeholder salience criteria by first-line managers. 2) The ranking of stakeholder salience in making decisions is not affected by organization type, respondent position, organization size, perceived lean experience, or geographic location. The organization type, organization size, lean experience, and location do not affect the ranking of lean thinking variants either. But the ranking of lean thinking's waste variants is significantly different for first-line, middle-level, and senior managers. Middle-level managers rank lean thinking higher than that of either first-line or senior-level. Because of this, middle managers have a more balanced approach in using lean thinking and stakeholder salience than other managers. 3) Stakeholder salience criteria have a significantly higher ranking than lean thinking variants in making decisions for all organization types: manufacturing and nonmanufacturing.
Originality/Value
This research demonstrates a significant disconnect exists between lean thinking and demands of stakeholders that impacts the value of an organization, and only middle-level managers bring balance and awareness of both streams of thought. An empirical instrument has been developed to balance the stakeholder salience criteria with the lean thinking variants.
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William D. Hunsaker and Wenjing Ding
The purpose of this study is to explore the role of employee flourishing as a mechanism to explain the relationship between workplace spirituality and employees' innovative work…
Abstract
Purpose
The purpose of this study is to explore the role of employee flourishing as a mechanism to explain the relationship between workplace spirituality and employees' innovative work behavior (IWB). Furthermore, this study investigates how the relationship between workplace spirituality and innovative behavior is moderated by employees' perceived workplace satisfaction.
Design/methodology/approach
Based on structural equation modeling and hierarchical regression analysis, we conducted a cross-sectional survey of 236 millennial workers in China's service and manufacturing industries.
Findings
The research findings confirmed that workplace spirituality positively predicted the innovative behavior of employees; furthermore, employee flourishing and workplace satisfaction mediated and moderated the relationship between workplace spirituality and employee innovation, respectively.
Practical implications
This study's findings suggest that workplace spirituality unlocks employees' innovative behavior through a heightened sense of flourishing and enhanced sense of workplace satisfaction. Organizations are advised to foster a climate conducive of workplace spirituality by developing mutually aligned values. Moreover, organizations are advised to train leaders on workplace spirituality dimensions and foster workplace practices that facilitate self-reflection, job crafting and team building, as a means of broadening employees' emotional states and workplace satisfaction.
Originality/value
Few studies have examined the mechanisms that shape employees' innovative behavior through workplace spirituality. This study fills several research gaps by extending the theoretical implications of workplace spirituality and employee flourishing, as demonstrated by the multi-faceted role these variables play in motivating employees' innovative behavior among Chinese millennials. Additionally, this study demonstrates that higher levels of workplace satisfaction contribute to higher levels of innovative behavior.
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Abraham Carmeli, Ravit Meitar and Jacob Weisberg
Purpose – The purpose of this study is to examine the relationship between self‐leadership skills and innovative behaviors at work. Design/methodology/approach – The study's…
Abstract
Purpose – The purpose of this study is to examine the relationship between self‐leadership skills and innovative behaviors at work. Design/methodology/approach – The study's participants were employees and their supervisors, working in six organizations in Israel. Data were collected through structured surveys administered to the employees and their supervisors. A total of 175 matched questionnaires were returned. Path analysis, using AMOS program, was conducted to assess the research model. Findings – The results indicate that the three‐dimensional scale of self‐leadership skills is positively associated with both self and supervisor ratings of innovative behaviors. The findings also show that income and job tenure are significantly related to innovative behaviors at work. Practical implications – Organizations that seek ways in which to foster innovative behaviors in their employees, need to recognize the importance of building up self‐leaders who can successfully meet the required expectations and standards of innovative behavior. Originality/value – This research suggests ways for organizations to enhance their innovativeness through employees who possess high self‐leadership skills and receive appropriate extrinsic rewards for their leadership skills and innovative behaviors.
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Birding, the active seeking out and identification of birds, is a wide‐spread and fast growing avocation on this continent, and indeed throughout the world. Jon Rickert's A Guide…
Abstract
Birding, the active seeking out and identification of birds, is a wide‐spread and fast growing avocation on this continent, and indeed throughout the world. Jon Rickert's A Guide to North American Bird Clubs lists 17 national/continental organizations for both professional ornithologists and amateur birders and 844 state, provincial, and local associations. In addition, there are those legions of “unorganized” bird watchers and occasional, inquisitive discoverers of backyard birds. Members of this diverse congregation of birders have at least one thing in common — the need for a reliable identification tool enabling them to correctly label the just‐seen, unfamiliar bird. A field guide is just such a tool.
This chapter presents a review of the recent sales and use tax (SUT) literature for accountants, focusing on articles published between 2000 and 2011 in traditional accounting…
Abstract
This chapter presents a review of the recent sales and use tax (SUT) literature for accountants, focusing on articles published between 2000 and 2011 in traditional accounting outlets. State and local taxes are an important component of accounting research, but the SUT element of state and location taxation has not been reviewed from an accounting perspective. This review indicates that most recent SUT research has focused on evaluating current or proposed SUT structures, or on empirically studying the antecedents and consequences of SUT policy. Behavioral researchers have substantial opportunities to contribute to the SUT field in future studies by conducting surveys, behavioral experiments, and qualitative case studies to further expand the field's understanding of SUT's antecedents and consequences. Overall, this chapter provides a comprehensive overview of recent SUT research that can help to foster interest of SUT within behavioral accounting research and beyond.
Barbara Rebecca Mutonyi, Terje Slåtten and Gudbrand Lien
This study clarifies the factors that foster individual innovative behaviour in the public sector by examining the effects and roles of empowering leadership, work group…
Abstract
Purpose
This study clarifies the factors that foster individual innovative behaviour in the public sector by examining the effects and roles of empowering leadership, work group cohesiveness and individual learning orientation. This study also explores the direct effect of empowering leadership on work group cohesiveness and individual learning orientation, the influence of work group cohesiveness on individual learning orientation and the mediating roles of work group cohesiveness and individual learning orientation.
Design/methodology/approach
Data were collected from an online survey of respondents working in a public sector organization. Partial least squares structural equation modelling and mediation analysis by the bootstrap method were used for the data analysis.
Findings
Empowering leadership and individual learning orientation had significant direct effects on individual innovative behaviour. Both empowering leadership and work group cohesiveness have significant direct effects on individual learning orientation. Empowering leadership was positively related to work group cohesiveness. The mediation analysis revealed that individual learning orientation mediates the relationships between empowering leadership and individual innovative behaviour and between work group cohesiveness and individual innovative behaviour.
Research limitations/implications
The study focuses on three factors that foster individual innovative behaviour in a public sector organization.
Originality/value
This study offers new insights into the factors that foster individual innovative behaviour in the public sector. The findings reveal the importance of using a balanced leadership style and encourage learning in the workplace for individual innovativeness by public leaders.