Explains what makes a good manager in the words of the managingdirector of the largest catering firm in The Netherlands and leader in afast growing market. In 1991 Van Hecke…
Abstract
Explains what makes a good manager in the words of the managing director of the largest catering firm in The Netherlands and leader in a fast growing market. In 1991 Van Hecke served 250,000 meals a day at 750 different staff restaurants. Since catering is people′s business and management centres on people, good leadership is essential for Van Hecke – it implies an open mind, charisma, natural authority, dominance and vision. Within Van Hecke, leadership is not only a skill, but an attitude. Conclusion: it is a matter of character.
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Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.
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The Great Benchmarking Scam? Time was, in management circles, that the term “benchmarking” would induce none‐too‐disguised yawns in recognition of it “being something to do with…
Abstract
The Great Benchmarking Scam? Time was, in management circles, that the term “benchmarking” would induce none‐too‐disguised yawns in recognition of it “being something to do with computers or job evaluation”. Not today; those yawns have been replaced with the excited management‐blabber of a new fad. You can benchmark anything these days; I encountered recently a guide to benchmarking employee attitudes.
THE VALUE OF ABSTRACTS AND THEIR USE ‐ Being in possession of the “right” information is vital in maintaining competitiveness in the modern business age. There is a mass of…
Abstract
THE VALUE OF ABSTRACTS AND THEIR USE ‐ Being in possession of the “right” information is vital in maintaining competitiveness in the modern business age. There is a mass of information “out there” in the environment, so coping with it, managing it effectively, and selecting from it that which is useful, would appear to be the key to success.
José Alberto Castañeda García, Juan Miguel Rey Pino, Zakaria Elkhwesky and Islam Elbayoumi Salem
The purpose of this study is to identify the core responsible leadership (RL) practices that are most relevant to small- and medium-sized enterprises (SME) restaurants…
Abstract
Purpose
The purpose of this study is to identify the core responsible leadership (RL) practices that are most relevant to small- and medium-sized enterprises (SME) restaurants. Furthermore, the authors adapt scales to measure these practices and conduct a pilot study to evaluate their impact on business performance in such establishments.
Design/methodology/approach
Exploratory sequential mixed methods are used to fulfill the research aims. In the first phase, a set of definitions and practices associated with RL are derived from a systematic literature review. Second, a projective method of data collection is applied, involving a panel of 16 experts. Third, a fuzzy cognitive map is developed, which captures the responses of 40 owners or general managers of SME restaurants.
Findings
Twenty-five practices are identified from the systematic literature review. The results show the five leadership practices that match the order of importance assigned by the experts: societal orientation, ethics, stakeholder involvement, power-sharing and environmental orientation. The relevance of those five practices is validated to explain SME restaurants’ financial performance and innovation performance.
Practical implications
Innovation is the key to advancing business sustainability and resilience, and the results identify the specific RL practices that enable improvements to be made in innovation performance among SME restaurants.
Originality/value
This paper identifies the RL practices that are particularly relevant to the tourism field (specifically, the restaurant industry), offers measurement scales for those practices and provides empirical evidence of the relationship between these RL practices and business performance in SME restaurants.
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Identifies hospitality and tourism themes that have been followedin the International Journal of Service Industry Management andService Industries Journal between 1989 and 1994…
Abstract
Identifies hospitality and tourism themes that have been followed in the International Journal of Service Industry Management and Service Industries Journal between 1989 and 1994. Highlights points of interest. The themes come under the headings of: structure of the tourism industry; quality; consumer orientation; employees; and strategic options, and follow the managerial practices that organizations are concerned with in order to gain competitive advantage.
The purpose of this research is to show how librarians today need to be cultural entrepreneurs in order to create and maintain thriving libraries in the Internet age.
Abstract
Purpose
The purpose of this research is to show how librarians today need to be cultural entrepreneurs in order to create and maintain thriving libraries in the Internet age.
Design/methodology/approach
The “creative class” theory developed by Richard Florida (2002) has been widely and rapidly embraced by many policy makers around the world.
Findings
Cultural entrepreneurship in libraries is in line with a new and dominant trend seen in many countries in which cities promote themselves as centres of creativity. It is creativity, not the traditional values of trading in goods and services, that is now seen to be the force behind economic growth, especially in metropolitan areas. Growth is mainly determined by the ability to attract creative people, develop a creative atmosphere and build creative clusters.
Practical implications
This creativity development and the interest of local authorities in the creative industry are both opportunities for librarians to promote their libraries and demonstrate their ability to act as cultural entrepreneurs.
Originality/value
What are possible successful strategies for libraries and which competences do librarians need to be successful cultural entrepreneurs?