Jeffrey Harrison, Aaron Spaulding and Debra A. Harrison
The purpose of this paper is to assess the community dynamics and organizational characteristics of US hospitals that participate in accountable care organizations (ACO).
Abstract
Purpose
The purpose of this paper is to assess the community dynamics and organizational characteristics of US hospitals that participate in accountable care organizations (ACO).
Design/methodology/approach
Data were obtained from the 2015 American Hospital Association annual survey and the 2015 medicare final rule standardizing file. The study evaluated 785 hospitals which operate ACO in contrast to 1,446 hospitals without an ACO.
Findings
In total, 89 percent of hospitals using ACO’s are located in urban communities and 87 percent are not-for-profit. Hospitals with a higher case mix index are more likely to have an ACO.
Practical implications
ACOs allow healthcare organizations to expand their geographic markets, achieve greater efficiencies, and enhance the development of new clinical services. They also shift the focus of care from acute care hospitalization to the full continuum of care.
Originality/value
This research found ACOs with hospital and physician networks are an effective mechanism to control healthcare costs and reduce medical errors.
Details
Keywords
Bradley L. Kirkman and Debra L. Shapiro
Although cross-cultural research tends to compare deeply held values across nations, different cultures can exist within nations, as evidenced by clashes of cultures in Israel…
Abstract
Although cross-cultural research tends to compare deeply held values across nations, different cultures can exist within nations, as evidenced by clashes of cultures in Israel, Afghanistan, Iraq, and elsewhere. We refer to multicultural teams (MCTs) to reflect our interest in team dynamics involving people from varying cultures (which may or may not include people of different nationalities). MCTs are likely to be characterized by “cultural value diversity,” or varying cultural values among members, and we present data in support of the hypothesis that MCT performance is influenced more significantly by cultural value diversity than by the aggregated level of any particular cultural value or demographic diversity within the teams.
Valerie J. Morganson, Debra A. Major, Kurt L. Oborn, Jennifer M. Verive and Michelle P. Heelan
The purpose of this paper is to examine differences in work‐life balance (WLB) support, job satisfaction, and inclusion as a function of work location.
Abstract
Purpose
The purpose of this paper is to examine differences in work‐life balance (WLB) support, job satisfaction, and inclusion as a function of work location.
Design/methodology/approach
Web‐based survey data were provided by 578 employees working at one of four locations (main office, client location, satellite office, and home). Multiple regression analyses were used to identify differences in WLB support, job satisfaction, and inclusion across employees working at the four locations.
Findings
Results showed that main office and home‐based workers had similar high levels of WLB support and job satisfaction. Main office workers reported higher levels of WLB support than satellite and client‐based workers. Additionally, main office workers reported the highest levels of workplace inclusion.
Research limitations/ implications
Data were originally gathered for practical purposes by the organization. The research design does not allow for manipulation or random assignment, therefore extraneous variables may have impacted the observed relationships.
Practical implications
Allowing employees flexibility in choosing their work locations is related to positive outcomes. The authors suggest several practices for the effective implementation of alternative work arrangements.
Originality/value
This paper is among the first to examine the outcomes of telework across locations. It uses a large single organization and a quasi‐experimental design, enhancing the validity of the findings.
Details
Keywords
Debra Harker and Jeanette Van Akkeren
The technological environment in which contemporary small‐ and medium‐sized enterprises (SMEs) operate can best be described as dynamic. The seemingly exponential nature of…
Abstract
The technological environment in which contemporary small‐ and medium‐sized enterprises (SMEs) operate can best be described as dynamic. The seemingly exponential nature of technological change, characterised by perceived increases in the benefits associated with various technologies, shortening product life‐cycles and changing standards, provides for SMEs a complex and challenging operational context. The development of infrastructures capable of supporting the wireless application protocol (WAP) and associated “wireless” applications represents the latest generation of technological innovation with potential appeal to SMEs and end‐users alike. This paper aims to understand the mobile data technology needs of SMEs in a regional setting. The research was especially concerned with perceived needs across three market segments: non‐adopters of new technology, partial‐adopters of new technology, and full‐adopters of new technology. The research was exploratory in nature as the phenomenon under scrutiny is relatively new and the uses unclear, thus focus groups were conducted with each of the segments. The paper provides insights for business, industry and academics.
Details
Keywords
David J. Burns and Debra Mooney
The increasing complexity of higher education has led to the need for a different type of leader that transcends traditional boundaries and individual self-interest. The purpose…
Abstract
Purpose
The increasing complexity of higher education has led to the need for a different type of leader that transcends traditional boundaries and individual self-interest. The purpose of this paper is to propose an alternative form of leadership consistent with the unique challenges faced by institutions of higher education today.
Design/methodology/approach
First, existing research on leadership is explored. Particular attention is placed on identifying the applicability of the primary leadership approaches to the unique organizational environment typically found in institutions of higher education. Transcollegial leadership is then developed as an alternative form of leadership better suited to colleges and universities in today’s dynamic environment.
Findings
After examining the inadequacies of existing forms of leadership in higher education, transcollegial leadership is introduced as the process involved in leaders systematically, but informally, relating to persons and groups of equivalent authority in different areas of an institution of higher education for its betterment and the advancement of its mission, not for person gain.
Practical implications
It appears that transcollegial leadership may be specifically suited for institutions of higher education given their unique organizational structure. Transcollegial leadership permits colleges and universities to better utilize the skills and expertise of their members. The skills and expertise of transcollegial leaders not only benefit their home organizational units, but can benefit the entire organization.
Originality/value
The paper examines a different approach to leadership to aid colleges and universities in facing the challenges of a rapidly changing and increasingly competitive environment.
Details
Keywords
This exploratory study sets out to describe the ways in which end‐users exchanged information between the web and a web online catalog, how they searched one device based on what…
Abstract
Purpose
This exploratory study sets out to describe the ways in which end‐users exchanged information between the web and a web online catalog, how they searched one device based on what they knew about the other, and their experiences in navigating between the two devices.
Design/methodology/approach
Thirty‐one participants were observed searching the web or a web online catalog. After the observations, an interview guide was used to ask targeted questions.
Findings
The findings suggest that people familiar with the use of traditional online catalogs were more comfortable using web tools than those who lacked online catalog experience. People who had recent web experience expected online catalog searching to be similar to web searching. However, drawing too close an association between the two systems sometimes caused difficulties when the searching protocols varied, like keyword searching versus selecting an index.
Research limitations/implications
Some limitations of the study include a small sampling size, varied responses to interview questions, obtrusive procedures, and lack of generalizability to groups or settings dissimilar from the one in this study.
Originality/value
This study provides a rare look into the challenges faced by a diverse group of public library users on the web. It is instructive for practicing librarians and researchers.
Details
Keywords
Charlotte D. Sutton and Debra L. Nelson
Chief executive officers of organisations are the major managers ofcorporate culture. CEOs must be able to influence culture through suchexplicit means as policy statements and…
Abstract
Chief executive officers of organisations are the major managers of corporate culture. CEOs must be able to influence culture through such explicit means as policy statements and slogans as well as through more subtle, implicit means such as rites, ceremonies, and symbols. A cultural network hierarchy is presented which classifies these tools according to the CEO′s personal involvement with each element. Guidelines are presented for using the tools of cultural communication to change or maintain culture at both the managerial level and the operational level of the organisation.
Details
Keywords
Seterra D. Burleson, Debra A. Major and Kristen D. Eggler
Women pursuing male-dominated careers face well-documented barriers to career success (e.g., stereotypes, sexual harassment, limited access to professional networks, and…
Abstract
Women pursuing male-dominated careers face well-documented barriers to career success (e.g., stereotypes, sexual harassment, limited access to professional networks, and mentoring), which have the potential to be exacerbated or diminished by the increasing prevalence of work from home (WFH). In this chapter, the authors first review key career obstacles for women in male-dominated fields and analyse the impact of WFH on these barriers and, second, provide actionable strategies for organisations to implement WFH in a way that promotes rather than hampers the success of women in these fields. Both career obstacles and WFH remedies are considered through an overarching framework focussed on the significance of work–family boundary management, inclusion, and career advancement. Drawing on the extant research, the authors provide evidence-based, actionable guidance to help organisations and supervisors leverage WFH to support the career success of women in male-dominated careers.
Details
Keywords
Alec Levenson, Maura Stevenson and Alexis Fink
Organization development (OD) and people analytics (PA) have developed and are typically practiced as entirely separate and nonoverlapping disciplines in organizations. We review…
Abstract
Organization development (OD) and people analytics (PA) have developed and are typically practiced as entirely separate and nonoverlapping disciplines in organizations. We review the principles underlying each of the two disciplines and show much greater overlap and similarities than commonly believed. An integrated framework is provided, along with examples of OD tools that should be part of the PA toolkit for any practitioner. Case studies of what the integrated framework looks like when applied in practice are discussed.