This paper aims to show that everything a business does is fundamentally reliant on its culture. Culture determines how successful a strategy is and whether that strategy can be…
Abstract
Purpose
This paper aims to show that everything a business does is fundamentally reliant on its culture. Culture determines how successful a strategy is and whether that strategy can be executed. If the culture in a business is out of alignment, it is imperative to change it. This paper examines how HR professionals can take ownership of this cultural space and help to create a growth mindset throughout the organisation.
Design/methodology/approach
The paper is based on experience gained through working with several large organisations to transform their people culture and performance by embracing a growth mindset and to help their HR leadership become the early champions of change, thus ensuring the process was successfully delivered. The paper includes case studies of two organisations where successful cultural shaping delivered improved results.
Findings
Companies with a growth mindset will outperform those with a fixed mindset. Changing mindsets is not overly complex, but it requires flawless implementation with the HR leaders at the forefront.
Originality/value
As Lou Gerstner, who turned around the computing giant IBM, said “I finally realised that culture is not part of the game, it is the game”. By understanding how individual mindsets impact culture, HR professionals can own and drive their organisation’s culture-shaping efforts.
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IGSS (The International Graduate Summer School in Librarianship and Information Science) owes its origins to a sabbatical year which Frank Hogg, Principal of the College of…
Abstract
IGSS (The International Graduate Summer School in Librarianship and Information Science) owes its origins to a sabbatical year which Frank Hogg, Principal of the College of Librarianship Wales (CLW) spent as a Visiting Professor at the University of Pittsburgh, one of several CLW staff who have taught at Pittsburgh and other universities in the USA. Professor Hogg developed a lasting friendship and working relationship with the late Dr Harold Lancour, then Dean of the School of Library and Information Science at Pittsburgh, with whom he shared a common interest in the international aspects of librarianship.
At present there are four challenges ahead: 1992, Europeancompetition, demographic changes and skills shortages. Training isimportant for future success and research shows that…
Abstract
At present there are four challenges ahead: 1992, European competition, demographic changes and skills shortages. Training is important for future success and research shows that those companies relating training to business objectives get the best payback from their training investment. It is emphasised that the needs of the employer or individual trainee should determine training provision.
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The paper seeks to review recent developments in theory and research regarding the nature and role of relations and networks in business markets and to argue for a more dynamic…
Abstract
Purpose
The paper seeks to review recent developments in theory and research regarding the nature and role of relations and networks in business markets and to argue for a more dynamic, interactive and evolutionary view.
Design/methodology/approach
Complexity theory, as well as theories of distributed cognition and control, is used to show that business markets, relations and networks are complex adaptive systems of interacting people, firms, activities, resources and ideas in which no one player is in control.
Findings
The theoretical perspective described has profound implications for management practice, policymaking and research. In particular it leads to the concept of soft assembled strategies in which management and firms utilize the inherent response properties of the relations and networks in which they operate to extend what they can do, sense, know and think.
Research limitations/implications
Relevant research methodologies for addressing the academic, management and policy issues arising from this perspective are described.
Originality/value
The paper shows the relevance of developments in the complexity sciences and distributed cognition to business marketing and management.
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The purpose of this paper is to explore how the Police and Crime Commissioners have been scrutinised in their first nine months in office, focusing primarily on one particular…
Abstract
Purpose
The purpose of this paper is to explore how the Police and Crime Commissioners have been scrutinised in their first nine months in office, focusing primarily on one particular force area.
Design/methodology/approach
A brief analysis of the most current writing on this topic, including official documents such as minutes of police and crime panel meetings and Home Affairs Committee and Welsh Affairs Committee evidence sessions, as well various online news sources are provided. Academic literature spanning 30 years is also drawn upon.
Findings
In considering particular major events in the first nine months of the implementation of Police and Crime Commissioners, central government have been required to take a more prominent role in scrutiny in certain regions than first envisaged, due to ambiguity of legislative guidelines.
Research limitations/implications
As an exploratory paper, one force area (Gwent) is the primary focus, sampled because of the issues faced in that area and its widespread coverage in the media.
Practical implications
Problems with the legislative guidance for Police and Crime Commissioners, Police and Crime Panels and other involved agencies and individuals are highlighted.
Originality/value
The paper contributes to the body of research investigating how the new policing governance framework in England and Wales is unfolding in practice. It is informed by both academic perspectives and real life examples.
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The purpose of this paper is to review the establishment of this new type of elected official and the conduct of those in office during the first twelve months of their official…
Abstract
Purpose
The purpose of this paper is to review the establishment of this new type of elected official and the conduct of those in office during the first twelve months of their official existence, and to consider whether a compelling case has yet been made for its retention as the principal method of police governance.
Design/methodology/approach
The paper will review policy papers and data which preceded and followed the establishment of the office of police and crime commissioner (PCC) in November 2012; review the 2012 elections and their implications, review conduct since, particularly in respect of formal duties, principally setting budgets and police and crime plans; consider the potential for politicisation; and consider whether a case has been made for the retention of the office in future.
Findings
The paper concludes that the government has succeeded with PCCs in implementing a major plank of the Conservative party's 2010 manifesto. It can reasonably be anticipated that the Conservatives will promote this record at the next election. However, it is simply too early to tell if PCCs are individually or collectively adding value to the sum of policing in England and Wales. A compelling case for their retention as a means of police governance is therefore yet to be made. On the other hand, Labour has still to determine whether it will offer the electorate an alternative in 2015.
Research limitations/implications
With only ten months having elapsed since the first elections, it is early to draw firm conclusions about the effectiveness or, more pertinently, the added value that PCCs have brought to policing. Conversely, the first twelve months was an opportunity for PCCs to make a positive impression and this has not occurred.
Practical implications
PCCs ought to be subject to a rigorous appraisal of effectiveness. This is unlikely, for political reasons, to occur.
Originality/value
First rigorous review of PCCs based on a review of available data.