Leslie E. Sekerka, Anne M. Brumbaugh, José Antonio Rosa and David Cooperrider
Organizational development and change may be initiated from two different starting points. A diagnostic approach begins with an examination of problems to assess and correct…
Abstract
Organizational development and change may be initiated from two different starting points. A diagnostic approach begins with an examination of problems to assess and correct dysfunction. In contrast, the Appreciative Inquiry approach begins by identifying an organization’s strengths as resources for change. An experimental study was conducted to compare the processes and outcomes that arise during the first phase of each approach. Results show that both approaches lead to different but favorable and complementary outcomes. Both participant gender and the gender construction of the dyads in which individuals participated moderate these effects in unexpected ways. The implications for understanding the processes by which both methods work, and the potential for combining them, are discussed
Lyndel Judith Bates, Ashleigh Filtness and Barry Watson
Purpose – Driver education and licensing are two mechanisms used to reduce crash rates. The purpose of this chapter is to provide an overview of these countermeasures and consider…
Abstract
Purpose – Driver education and licensing are two mechanisms used to reduce crash rates. The purpose of this chapter is to provide an overview of these countermeasures and consider how simulators can be used to augment more traditional approaches.
Approach – A literature review was undertaken evaluating key concepts in driver licensing including graduated driver licensing (GDL), the role of parents in licensing, compliance and enforcement, driver testing and how the driver licensing system impacts on levels of unlicensed driving. Literature regarding driver education for individuals who have and not yet obtained a licence was also reviewed.
Findings – GDL is a successful countermeasure for reducing the crash rates of young novice drivers as it limits their exposure to higher risk situations. The support for driver education initiatives is mixed. As there are big differences between education programs, there is a need to consider each program on its own merits. Driving simulators provide a safe environment for novices to gain experience. In particular, they may be bifacial for development of hazard perception and visual scanning skills.
Practical Implications – GDL systems should be introduced where appropriate. Existing systems should be strengthened where possible by including additional, best-practice and restrictions. When considering driver education as a countermeasure, the type of program is very important. Education programs that have been shown to increase crashes should not be introduced. Further research and development are necessary to ensure that driver education and licensing adequately equip novice drivers with the skills necessary to drive in the 21st century.
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Eugenia Papaioannou and Shiwei Shen
This chapter aims to present the key issues and main aspects of risk management (RM), as they relate to tourism entrepreneurship, with a focus on the RM plan and the various…
Abstract
Purpose
This chapter aims to present the key issues and main aspects of risk management (RM), as they relate to tourism entrepreneurship, with a focus on the RM plan and the various strategies used in controlling risks.
Methodology/approach
Literature review was conducted and managerial issues and aspects regarding RM in tourism entrepreneurship were highlighted. These issues were illustrated by one example and two case studies from the business world.
Findings
This chapter suggests that every probable risk must have a pre-formulated plan to deal with its possible consequences. In the field of tourism entrepreneurship, the elimination of risk by putting safety measures in place is not simply achieved by taking precautions in a haphazard manner. Rather, these tasks require a proactive approach, an intricate and logical plan.
Research limitations
This chapter is explorative in nature, based on a literature review and case study analysis. It takes more entrepreneurial/practical than academic approach.
Managerial/practical implications
This chapter provides RM process as a generic framework for entrepreneurs/managers in the identification, analysis, assessment, treatment and monitoring of risk related to their business ventures. It also suggests the appropriate steps to follow to efficiently managing risks. Every tourism enterprise should have a strategy and an emergency/contingency plan to address risks.
Originality/value
This chapter outlines, in a comprehensive and practical way, a strategic approach to risk management for the tourism enterprises. It also highlights the importance and utility of planning and implementing of a suitable strategy to effectively address business-related risks.
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Christopher G. Worley and Philip H. Mirvis
This chapter examines the case studies in this volume with a focus on concepts and methods used in the study of multi-organization networks and partnerships, motivations to join…
Abstract
Purpose
This chapter examines the case studies in this volume with a focus on concepts and methods used in the study of multi-organization networks and partnerships, motivations to join in multi-party collaboration, how multi-organization collaborations organized and managed, what kinds of value are created by collaborations, and the role of leadership therein.
Design/methodology/approach
A comparative look at four vertical networks (in health care and education); two “issue” networks/partnerships (sustainable seafood and water use); and the roles of government in collaboration in horizontal, vertical, and issue-based arrangements.
Findings
The chapter describes “lessons” learned about building both sustainability and collaborative capabilities in and across partnering organizations and about improving partnership structures, processes, and results.
Originality/value
The chapter sums and synthesizes the volume’s contributions.
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Shannon Brown, Michael R. Manning and James D. Ludema
This chapter shares the findings of a research study that investigated how organizations managed critical incidents that had the potential for dramatic economic impact and why…
Abstract
This chapter shares the findings of a research study that investigated how organizations managed critical incidents that had the potential for dramatic economic impact and why those organizations chose to pursue certain issues. The findings expose organization identity’s role in stabilizing organizations. Understanding this role creates an opportunity to improve organization change efforts by examining and understanding a subject’s organization identity. Armed with this understanding, a change agent may design interventions in such a way as to align with identity or, when necessary, to specifically alter identity.
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Laurence Barton and Yogesh Malhotra
The legal and economic value of intellectual property is underseige in much of the world. Creators of software find that, throughoutmuch of the industrialized and Third World…
Abstract
The legal and economic value of intellectual property is under seige in much of the world. Creators of software find that, throughout much of the industrialized and Third World, their products are illegally copied and sold in breach of bilateral treaties and international protocols. Prosecutions of violators, though increasing in number, offer only a partial solution. Comparatively analyses how Western firms have responded to this issue, which transcends ethics, industrial management, data systems, profit and law. The analysis includes research into those nations which are often found to house a disproportionate share of violators of intellectual property rights.
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I.A. Beckmerhagen, H.P. Berg, S.V. Karapetrovic and W.O. Willborn
The need to create integrated management systems (IMS) in order to handle the proliferation of management system standards is undeniable. There is also evidence in literature and…
Abstract
The need to create integrated management systems (IMS) in order to handle the proliferation of management system standards is undeniable. There is also evidence in literature and practice that organizations are slowly starting to tackle the IMS issue, mainly by putting an integrated quality and environmental management system in place. Due to the existence of internationally accepted standards covering these two fields, namely ISO 9000 and 14000 series, such a scope of integration comes as no surprise. However, can and should other systems, for example, the ones for occupational health and safety, dependability, social accountability or complaints handling, be included? What would such an integration mean for the existing organizational structures and how could be it be accomplished? When we attempt to address IMS issues, do we really talk about the integration of standards, systems, both or neither? These and other important questions regarding IMS are addressed here. By means of an example from the nuclear industry, this paper focuses in particular on the integration of a safety management system within an IMS framework. Since safety is of such a paramount importance in nuclear plants, it makes sense to integrate safety requirements within a quality management system, as a possible first step in the integration efforts. Subsequently, other function‐specific requirements may be included to form a “real” IMS.
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An ambitious programme was launched in the early 1980s for bringingabout an organizational change in planned economy companies. Because ofthe centralized political and economic…
Abstract
An ambitious programme was launched in the early 1980s for bringing about an organizational change in planned economy companies. Because of the centralized political and economic power, and strictly hierarchical managerial structures the programme was targeted at the top management teams. The programme consisted of a number of different OD techniques combined into a composite package of four parallel sub‐programmes: educational (the theory and practice of management), realization (the process by which change was introduced), social and psychological (personal and cultural awareness), and research (learning from the experience). The top management group was the nucleus of each change programme. The programme was successfully repeated 20 times in different types of organizations over a five‐year period. Describes the history of the programme, its structure, the main principles and the methods used. Sets out the main lessons learned from using OD programmes to bring about organizational change in communist and post‐communist economies.