Robert Waldersee and Geoff Eagleson
Based on the experience of a hotel corporation, it is argued that the implementation of a re‐orientation is more likely to be successful if its leadership is shared between a…
Abstract
Based on the experience of a hotel corporation, it is argued that the implementation of a re‐orientation is more likely to be successful if its leadership is shared between a task‐oriented and a relations‐oriented leader. The paper builds on the work of Nadler and Tushman who, for re‐orientations, prescribed shared charismatic and instrumental leadership at the top as well as throughout an organization. However, a little bit of charisma can go a long way. In the implementation phase the critical roles to share are those of task and relations, close to where the change is taking place. The implications for research and for management are noted.
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Catriona M. Wallace, Geoff Eagleson and Robert Waldersee
Balancing the competing objectives of efficiency and service typically requires management compromises to be made. However, some call centers have found that a compromise is not…
Abstract
Balancing the competing objectives of efficiency and service typically requires management compromises to be made. However, some call centers have found that a compromise is not necessary. By using a “sacrificial HR strategy”, they achieve both efficiency and high levels of service at the same time. This is possible because part of the sacrificial HR strategy is the deliberate, frequent replacement of employees in order to provide enthusiastic, motivated customer service at low cost to the organization. Describes a multiple‐case analysis of four call centers and the sacrificial HR strategy they used. The contingencies leading to the appearance of this strategy are discussed.