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Article
Publication date: 13 February 2009

Daniel Gray Wilson

The purpose of this paper is to illuminate in practical terms research‐based approaches that enable organizational leaders to support effective decision‐making in teams.

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Abstract

Purpose

The purpose of this paper is to illuminate in practical terms research‐based approaches that enable organizational leaders to support effective decision‐making in teams.

Design/methodology/approach

A literature review of emerging group decision‐making research was conducted and thematically summarized. The themes were discussed and revised with input from twenty global leaders and a dozen university researchers at a two‐day conference held at Harvard University's Learning Innovation Laboratory.

Findings

What leaders do early on has lasting impact on a team's ability to make effective decisions. Research shows that leaders have the most impact on group decisions at the beginning when they frame the team's goal (purpose), member roles and skills they bring to the group (people), and initial strategies (process). The earlier teams establish these frames the more likely they have put in place the conditions for effective decision‐making.

Practical Implications

The themes illustrate a model that leaders can use when making choices of when to use teams for decisions, how to design decision making teams, and how to launch them.

Originality/value

This article aims to present a unique synthesis of research‐based findings on group decision‐making and offers a simple model for action.

Details

Development and Learning in Organizations: An International Journal, vol. 23 no. 2
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 5 January 2010

Daniel Gray Wilson

This paper aims to present multidisciplinary, research‐based insights into the challenges of changing behaviors at large‐scale in organizations and articulates practical…

2588

Abstract

Purpose

This paper aims to present multidisciplinary, research‐based insights into the challenges of changing behaviors at large‐scale in organizations and articulates practical approaches for leaders.

Design/methodology/approach

A literature review of research and practices of social and organizational change was conducted and thematically summarized. The themes were discussed and revised with input from twenty global leaders and a dozen university researchers at a two‐day conference held at Harvard University's Learning Innovation Laboratory.

Findings

Supporting changes of practice in organizations depends on a leaders understanding how to best affect collective behaviors. Emerging research from the fields of political science, social networking, and social change suggest that leaders can build three types of bridges that support large‐scale change: emotional bridges by creating strategic narratives, relational bridges by targeting social clusters, and structural bridges by leveraging pre‐existing social associations in organizations.

Practical implications

The themes illustrate practical approaches that leaders can use to diagnose the types of change they wish to support and offer concrete strategies for designing and supporting changes in collective behaviors.

Originality/value

This article aims to present a unique synthesis of emerging, multidisciplinary research on supporting collective change in organizations and offers an intuitive model to support leaders in their actions.

Details

Development and Learning in Organizations: An International Journal, vol. 24 no. 1
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 12 October 2015

Daniel Gray Wilson and Kyle John Hartung

This paper aims to gather empirical evidence for what colleagues from different organizations reported they learned from informal professional learning conversations. Informal…

1172

Abstract

Purpose

This paper aims to gather empirical evidence for what colleagues from different organizations reported they learned from informal professional learning conversations. Informal learning conversations with colleagues is a powerful yet understudied source of self-directed, professional development.

Design/methodology/approach

This study of mixed methods investigated the types of learning 79 leaders from 22 organizations reported they learned via post-conversation surveys from 44 peer-led discussions over a two-year period.

Findings

Survey data suggest empirical evidence of five learning outcomes – informational, conceptual, operational, reflective and social learning. The study describes these categories, the overall distribution of these types of learning in the community and how most conversations were “high-yielding” in a particular outcome.

Originality/value

To the knowledge of the authors, this study is the first to suggest empirical evidence of categories of learning that participants report from informal, cross-organizational learning conversations.

Details

Journal of Workplace Learning, vol. 27 no. 8
Type: Research Article
ISSN: 1366-5626

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Article
Publication date: 7 March 2016

Graham Cole

Intense competition and change are two defining characteristics of today’s business world. It is therefore critical that organizations have the requisite skills and knowledge…

449

Abstract

Findings

Intense competition and change are two defining characteristics of today’s business world. It is therefore critical that organizations have the requisite skills and knowledge needed to achieve performance and growth objectives. Learning is clearly vital in this respect. Companies must remain alert to the range of opportunities for key personnel to broaden their horizons and enhance their awareness and understanding of current and future issues. Recognition of this has led to growing acknowledgement of the important contribution of informal types of learning. Indications are that informal conversations with workplace colleagues are especially powerful in this respect.

Details

Development and Learning in Organizations: An International Journal, vol. 30 no. 2
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 15 November 2021

Hamid Zarei, Hassan Yazdifar, Mohsen Dahmarde Ghaleno and Navidreza Namazi

Despite cultural dimensions being included in hundreds of business and management research studies, there have been relatively few studies in public-sector accounting that include…

895

Abstract

Purpose

Despite cultural dimensions being included in hundreds of business and management research studies, there have been relatively few studies in public-sector accounting that include the use of cultural dimensions. It is posited that national cultural variables impact the institutions, which, in turn, have an influence on public-sector budgeting. The study aims to contribute to the literature by examining these relations in 31 countries.

Design/methodology/approach

These relationships are empirically evaluated by structural equation modeling using measures of national culture from Global Leadership and Organizational Behavior Effectiveness (GLOBE) study and Worldwide Governance Indicators (WGIs) measures named institutions from the World Bank. Furthermore, measures of public-sector budgeting are evaluated in which public-sector budgeting is classified according to the legislative power of the purse and budget transparency.

Findings

Generally, findings reveal that institutions mediate the relationship among national cultural variables and budgeting at the national level. By that means, budgeting in a given nation is linked to the nation's supporting institutions which, in turn, are influenced by the national culture of those who maintain them. Particularly, power distance and uncertainty avoidance impact budgeting through the full mediation of institutions.

Research limitations/implications

The World Bank's database used for the institutions contained over 200 countries (Kaufmann et al., 2007); the GLOBE cultural database (House et al., 2004) contained data for 62 societies; the public-sector budgeting (Qi and Mensah, 2011) included power of the purse and budgeting transparency country scores for 49 countries and the datasets comprised 31 nations, mostly from Organisation for Economic Co-operation and Development (OECD) countries. While smaller than we would have preferred, the size is consistent with other international studies (for instance: Waldman et al., 2006; Kwok and Tadesse, 2006).

Practical implications

The findings of the paper suggest that any plan to improve a nation's budgeting should consider the links between budgeting, supporting institutions and the culture of those that run them. The formal adoption of new methods and standards by supporting institutions may not be enough without accompanying efforts to transform national culture.

Originality/value

The theoretical contribution of the paper is discussed further in the paper.

Details

Journal of Applied Accounting Research, vol. 23 no. 3
Type: Research Article
ISSN: 0967-5426

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Book part
Publication date: 30 June 2016

Ho Kwan Cheung, Eden King, Alex Lindsey, Ashley Membere, Hannah M. Markell and Molly Kilcullen

Even more than 50 years after the Civil Rights Act of 1964 prohibited discrimination toward a number of groups in employment settings in the United States, workplace…

Abstract

Even more than 50 years after the Civil Rights Act of 1964 prohibited discrimination toward a number of groups in employment settings in the United States, workplace discrimination remains a persistent problem in organizations. This chapter provides a comprehensive review and analysis of contemporary theory and evidence on the nature, causes, and consequences of discrimination before synthesizing potential methods for its reduction. We note the strengths and weaknesses of this scholarship and highlight meaningful future directions. In so doing, we hope to both inform and inspire organizational and scholarly efforts to understand and eliminate workplace discrimination.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78635-263-7

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Book part
Publication date: 29 October 2020

James Johnson

Abstract

Details

Philosophy, Politics, and Austrian Economics
Type: Book
ISBN: 978-1-83867-405-2

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Book part
Publication date: 12 December 2017

Libby Bishop and Daniel Gray

The focus of this chapter is the intersection of social media, publication, data sharing, and research ethics. By now there is an extensive literature on the use of social media…

Abstract

The focus of this chapter is the intersection of social media, publication, data sharing, and research ethics. By now there is an extensive literature on the use of social media in research. There is also excellent work on challenges of postpublication sharing of social media, primarily focused on legal restrictions, technical infrastructure, and documentation. This chapter attempts to build upon and extend this work by using cases to deepen the analysis of ethical issues arising from publishing and sharing social media data. Publishing will refer to the presentation of data extracts, aggregations, or summaries, while sharing refers to the practice of making the underlying data available postpublication for others to use. It will look at the ethical questions that arise both for researchers (or others) sharing data, and those who are using data that has been made available by others, emphasizing the inherently relational nature of data sharing. The ethical challenges researchers face when considering sharing user-generated content collected from social media platforms are the focus of the cases. The chapter begins by summarizing the general principles of research ethics, then identifies the specific ethical challenges from sharing social media data and positions these challenges in the context of these general principles. These challenges are then analyzed in more detail with cases from research projects that drew upon several different genres of social media. The chapter concludes with some recommendations for practical guidance and considers the future of ethical practice in sharing social media data.

Details

The Ethics of Online Research
Type: Book
ISBN: 978-1-78714-486-6

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Article
Publication date: 1 April 1977

THE Reference Department of Paisley Central Library today occupies the room which was the original Public Library built in 1870 and opened to the public in April 1871. Since that…

432

Abstract

THE Reference Department of Paisley Central Library today occupies the room which was the original Public Library built in 1870 and opened to the public in April 1871. Since that date two extensions to the building have taken place. The first, in 1882, provided a separate room for both Reference and Lending libraries; the second, opened in 1938, provided a new Children's Department. Together with the original cost of the building, these extensions were entirely financed by Sir Peter Coats, James Coats of Auchendrane and Daniel Coats respectively. The people of Paisley indeed owe much to this one family, whose generosity was great. They not only provided the capital required but continued to donate many useful and often extremely valuable works of reference over the many years that followed. In 1975 Paisley Library was incorporated in the new Renfrew District library service.

Details

Library Review, vol. 26 no. 4
Type: Research Article
ISSN: 0024-2535

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Book part
Publication date: 7 October 2015

Azizah Ahmad

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive…

Abstract

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

Details

Sustaining Competitive Advantage Via Business Intelligence, Knowledge Management, and System Dynamics
Type: Book
ISBN: 978-1-78441-764-2

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