Gerald Ramey interviews Drs Porter, McKibbin and Blood about newaccreditation standards implemented by the American Assembly ofCollegiate Schools of Business (AACSB). The major…
Abstract
Gerald Ramey interviews Drs Porter, McKibbin and Blood about new accreditation standards implemented by the American Assembly of Collegiate Schools of Business (AACSB). The major consensus of opinion being that as long as there is good communication through the schools system, accreditation will be an advantage.
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Strategic management concepts in US food retailing and wholesalingare focused on. First, an overview of US food retailing and distributionis given. Second, an analysis of the…
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Strategic management concepts in US food retailing and wholesaling are focused on. First, an overview of US food retailing and distribution is given. Second, an analysis of the changing American consumer is provided: growing emphasis on health and environmental concerns; changing demographics and how they affect shopping habits; why shoppers pick a particular food store. And, finally, what progressive retailers are doing to attract the shoppers of today and tomorrow is discussed to provide a glimpse of the supermarket of the future.
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Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are…
Abstract
Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.
Olga Epitropaki and Charalampos Mainemelis
In the present chapter, we present the case study of the only woman film director who has ever won an Academy Award for Best Director, Kathryn Bigelow. We analyzed 43 written…
Abstract
In the present chapter, we present the case study of the only woman film director who has ever won an Academy Award for Best Director, Kathryn Bigelow. We analyzed 43 written interviews of Kathryn Bigelow that have appeared in the popular press in the period 1988–2013 and outlined eight main themes emerging regarding her exercise of leadership in the cinematic context. We utilize three theoretical frameworks: (a) paradoxical leadership theory (Lewis, Andriopoulos, & Smith, 2014; Smith & Lewis, 2012); (b) ambidextrous leadership theory (Rosing, Frese, & Bausch, 2011), and (c) role congruity theory (Eagley & Karau, 2002) and show how Bigelow, as a woman artist/leader working in a complex organizational system that emphasizes radical innovation, exercised paradoxical and ambidextrous leadership and challenged existing conventions about genre, gender, and leadership. The case study implications for teaching and practice are discussed.
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Thomas Wurzer and Gerald Reiner
The purpose of this paper is to examine whether modular product design is an appropriate practice to improve manufacturers’ flexibility performance and cost performance as well as…
Abstract
Purpose
The purpose of this paper is to examine whether modular product design is an appropriate practice to improve manufacturers’ flexibility performance and cost performance as well as to evaluate whether combined effects of modular product design and delivery performance on flexibility performance and cost performance exist.
Design/methodology/approach
Structural equation modeling with moderating effects is used. Moderating effects allow an evaluation whether combined effects of modular product design and delivery performance exist. For the analysis, data from the international high-performance manufacturing survey are used.
Findings
Analysis results show a positive relationship between modular product design and cost performance, but do not show a significant moderating effect. Thus, no combined effect of modular product design and delivery performance exists in the data at hand.
Research limitations/implications
A potential limitation of this study is the cross-sectional nature of the analysis. In order to test for causal relationships or chronological sequences, longitudinal data are deemed more suitable.
Practical implications
The findings make improvement processes more predictable and help managers to overcome traditional trade-off situations, especially in terms of flexibility performance and cost performance. Manufacturers are still neglecting the implementation of complementary methods for achieving an increase in flexibility while maintaining efficiency.
Originality/value
This paper complements prior research on the effect of improvement practices on operational performance dimensions. It also takes an alternative approach to examine whether a beneficial implementation sequence of improvement practices can be assumed.
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Gordon Liu, Yue Meng-Lewis, Weiyue Wang and Yupei Zhao
The rapid growth of professional esports has highlighted the lack of a universally recognised governing body to standardise operations and competition rules. This absence presents…
Abstract
Purpose
The rapid growth of professional esports has highlighted the lack of a universally recognised governing body to standardise operations and competition rules. This absence presents many challenges. A key concern is the well-being of professional esports players (e-pro-players), who often suffer from exhaustion. This study aims to examine the factors contributing to exhaustion among e-pro-players.
Design/methodology/approach
Using the conservation of resources theory, we developed a framework to explain the factors leading to e-pro-players’ exhaustion and the conditions under which it occurs. We tested this framework with 126 responses in a dyadic survey from e-pro-players and their coaches in China. Additionally, we gathered qualitative insights from 50 interviews with esports stakeholders to provide more context for our quantitative findings.
Findings
Our study found that e-pro-players’ intrinsic motivation to engage in training reduces their exhaustion, while their struggle to cope with uncertainty in esports environments (intolerance of uncertainty) increases it. The effect of intrinsic motivation is weaker for those who believe their talent for playing esports is fixed (entity belief) but stronger for those with high relational identification with their coaches. Additionally, the link between uncertainty intolerance and exhaustion is stronger in players with strong entity beliefs.
Originality/value
Our study sheds light on the factors contributing to e-pro-players’ exhaustion within the partially regulated professional esports environment, a phenomenon that significantly influences their overall well-being. Through the identification and examination of these factors and the conditions under which they affect exhaustion, we deepen the understanding of the drivers of exhaustion for e-pro-players who operate in an industry lacking standardised regulations.
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Randall W. Eberts, Ph.D., is the executive director of the W. E. Upjohn Institute for Employment Research, Kalamazoo, Michigan.Mary Hatwood Futrell, Ed.D., is president of…
Abstract
Randall W. Eberts, Ph.D., is the executive director of the W. E. Upjohn Institute for Employment Research, Kalamazoo, Michigan.Mary Hatwood Futrell, Ed.D., is president of Education International (EI), headquartered in Brussels, Belgium, and dean of the Graduate School of Education and Human Development at George Washington University, Washington, DC.Bob Harris, M.A., Dip.T (Sec.), (Australia), advanced study at the Institut Universitaire des Hautes Etudes Internationales, Geneva, is a former EI executive director and current senior consultant based in Nyon, Switzerland.Ronald D. Henderson, Ph.D., is the director of the Research Department at the National Education Association, Washington, DC.Rachel Hendrickson, Ph.D., is the higher education coordinator in the Membership and Organizing Department at the National Education Association, Washington, DC.Kevin Hollenbeck, Ph.D., is a senior economist and director of publications at the W. E. Upjohn Institute for Employment Research, Kalamazoo, Michigan.Susan Moore Johnson, Ed.D., is Carl H. Pforzheimer, Jr., Professor of Teaching and Learning at the Harvard University Graduate School of Education, Cambridge, Massachusetts.Charles T. Kerchner, Ph.D., is Hollis P. Allen Professor of Education at the Claremont Graduate University, Claremont, California.Julia E. Koppich, Ph.D., is president of Koppich & Associates, an education policy research and consulting firm, in San Francisco, California.Carrie M. Lewis, J.D., is a senior writer-editor in the Government Relations Department at the National Education Association, Washington, DC.Christine Maitland, Ph.D., is a former higher education coordinator for the National Education Association who now works on higher education issues with the NEA’s Pacific Regional Office in Burlingame, California.Christine E. Murray, Ph.D., is a professor in the Department of Education and Human Development and dean of the School of Professions, State University of New York College at Brockport.Diane Shust, J.D., M.S.Ed., is the director of the Government Relations Department at the National Education Association, Washington, DC.Joe A. Stone, Ph.D., is W. E. Miner Professor of Economics at the University of Oregon, Eugene.Wayne J. Urban, Ph.D., is Regents’ Professor of Education in the Department of Educational Policy Studies at Georgia State University, Atlanta.Fred van Leeuwen is the general secretary of Education International, Brussels, Belgium.Maris A. Vinovskis, Ph.D., is Bentley Professor of History, senior research scientist at the Institute for Social Research, and faculty member of the Gerald R. Ford School of Public Policy at the University of Michigan, Ann Arbor.Paul Wolman, Ph.D., is a senior policy analyst in the Research Department at the National Education Association, Washington, DC.
L. Melita Prati, Ceasar Douglas, Gerald R. Ferris, Anthony P. Ammeter and M. Ronald Buckley
Emotional intelligence reflects the ability to read and understand others in social contexts, to detect the nuances of emotional reactions, and to utilize such knowledge to…
Abstract
Emotional intelligence reflects the ability to read and understand others in social contexts, to detect the nuances of emotional reactions, and to utilize such knowledge to influence others through emotional regulation and control. As such, it represents a critically important competency for effective leadership and team performance in organizations today. In this paper, we develop a conceptual model that brings together theory and research on emotional intelligence, leadership, and team process and outcomes. Additionally, we formulate testable propositions, propose directions for future research, and discuss implications for practice.
Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are…
Abstract
Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.
DON REVILL, ABRAHAM SILENCE, RONALD D CODLIN and SHEILA RAY
FOLLOWING ON from Roy Tomlinson's article (NLW July), while agreeing with much that he says I would like to enlarge on some points. I had hoped that the educational technology…
Abstract
FOLLOWING ON from Roy Tomlinson's article (NLW July), while agreeing with much that he says I would like to enlarge on some points. I had hoped that the educational technology argument had been laid to rest after the publication in the Times higher educational supplement of correspondence occasioned by the Library Association's statements on resource centres.