Lisbeth Hedelin and Carl Martin Allwood
A total of 41 top executive managers in large organizations/enterprises were interviewed about factors affecting their demands on, attitudes towards and use of, information and…
Abstract
A total of 41 top executive managers in large organizations/enterprises were interviewed about factors affecting their demands on, attitudes towards and use of, information and communication technology (ICT) when making strategic decisions in their work. Poor knowledge management, i.e. poor possibilities to store, reuse, and share knowledge in an organized and disciplined way due to inefficient ICT, was reported to be an obstacle in supporting the decision‐making process effectively. Problems with accessibility, accuracy and trust of the information in the ICT‐systems were prevalent. Furthermore, ICT did not provide much help with respect to the necessary social interactions in the decision‐making process. Implications of these findings are discussed for the design of future decision‐support systems.
Details
Keywords
Ilkka Salo and Carl Martin Allwood
The purpose of this study is to analyze the relationship between police investigators' decision‐making styles, degree of judgmental self‐doubt and work conditions, on the one…
Abstract
Purpose
The purpose of this study is to analyze the relationship between police investigators' decision‐making styles, degree of judgmental self‐doubt and work conditions, on the one hand, and their wellbeing, stress, burnout tendency and sleep quality, on the other.
Design/methodology/approach
The study concerns investigative police officers (n=203). Decision‐making styles were measured by Scott and Bruce's General Decision Making Style scale (GDMS), and judgmental self‐doubt by Mirels et al.'s Judgmental Self‐Doubt Scale (JSDS). Wellbeing was measured by the Satisfaction With Life scale (SWL), and stress and burnout tendency by the Perceived Stress Questionnaire (PSQ) and a scale for Performance Based Self‐Esteem (PBS). Questions on sleep quality and work conditions were also used.
Findings
High values on the decision‐making styles Avoidant (tries to avoid making decisions) and Dependent (dependent on advice from others before important decisions) were associated with higher PBS, higher PSQ and poorer sleep quality. In addition, the Avoidant style was associated with lower SWL. Both the Dependent and the Avoidant styles were associated with higher influence experienced by others in the investigative work. Hierarchical regression analyses showed that JSDS explained the outcome measures better than the Dependent and the Avoidant decision‐making styles. Gender analyses showed that male investigators showed higher values on Rational decision‐making style (“exhaustive information search” and “logical evaluation of alternatives”) and female investigators higher values on the Dependent decision‐making style. Female investigators also evidenced a higher degree of stress and performance‐based self‐esteem.
Research limitations/implications
The data were collected in a Swedish context and may not be fully generalizable to other countries.
Practical implications
These results suggest the need to individualize training programs that seek to ameliorate stress and burnout.
Originality/value
This paper furthers understanding of the relation between decision‐making styles and wellbeing and stress in police investigators.
Details
Keywords
Paul Manning, Peter John Stokes, Max Visser, Caroline Rowland and Shlomo Yedida Tarba
The purpose of this paper is to investigate the processes of open innovation in the context of a fraudulent organization and, using the infamous Bernie L. Madoff Investment…
Abstract
Purpose
The purpose of this paper is to investigate the processes of open innovation in the context of a fraudulent organization and, using the infamous Bernie L. Madoff Investment Securities fraud case, introduces and elaborates upon the concept of dark open innovation. The paper’s conceptual framework is drawn from social capital theory, which is grounded on the socio-economics of Bourdieu, Coleman and Putnam and is employed in order to make sense of the processes that occur within dark open innovation.
Design/methodology/approach
Given the self-evident access issues, this paper is necessarily based on archival and secondary sources taken from the court records of Madoff v. New York – including victim impact statements, the defendant’s Plea Allocution, and academic and journalistic commentaries – which enable the identification of the processes involved in dark open innovation. Significantly, this paper also represents an important inter-disciplinary collaboration between academic scholars variously informed by business and history subject domains.
Findings
Although almost invariably cast as a positive process, innovation can also be evidenced as a negative or dark force. This is particularly relevant in open innovation contexts, which often call for the creation of extended trust and close relationships. This paper outlines a case of dark open innovation.
Research limitations/implications
A key implication of this study is that organizational innovation is not automatically synonymous with human flourishing or progress. This paper challenges the automatic assumption of innovation being positive and introduces the notion of dark open innovation. Although this is accomplished by means of an in-depth single case, the findings have the potential to resonate in a wide spectrum of situations.
Practical implications
Innovation is a concept that applies across a range of organization and management domains. Criminals also innovate; thus, the paper provides valuable insights into the organizational innovation processes especially involved in relation to dark open innovation contexts.
Social implications
It is important to develop and fully understand the possible wider meanings of innovation and also to recognize that innovation – particularly dark open innovation – does not always create progress. The Caveat Emptor warning is still relevant.
Originality/value
The paper introduces the novel notion of dark open innovation.