Katherina Ann Payne, James V. Hoffman and Samuel DeJulio
Democracy is learned through doing, not telling. The purpose of this paper is to report the findings from an action research project where a group of fourth-grade students…
Abstract
Purpose
Democracy is learned through doing, not telling. The purpose of this paper is to report the findings from an action research project where a group of fourth-grade students participated in a simulation that explored the possibilities and the constraints of acting democratically, while faced with the dilemmas of environmental disaster and establishing a new society.
Design/methodology/approach
The authors studied how participating students engaged in deliberations and self-directed inquiry. The authors focused the data collection on the responses of students to the challenges presented in the simulation.
Findings
Based on the analysis of student work during the simulation and reflection on the simulation after the project, the authors documented the ways in which students critiqued authority or expressed their distrust in it, engaged in difficult deliberations around controversial issues, and developed expanded agency through inquiry-based learning.
Originality/value
This paper presented a model of inquiry learning that can be critical, i.e. examining issues of power and justice, while engaging in deliberation via a simulation that integrated social studies and English language arts. Creating space for young students to deliberate issues, steeped in values, and ethics, allows them to recognize the inherent tension and dissension necessary to a healthy democracy.
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Keywords
Melissa Wetzel, James V. Hoffman, Beth Maloch, Saba Khan Vlach, Laura A. Taylor, Natalie Sue Svrcek, Samuel Dejulio, Ashley Martinez and Haylee Lavender
The purpose of this paper is to disrupt traditional, separate roles in preservice teacher (PT) education, moving toward hybrid mentoring spaces, which is practice-based and a…
Abstract
Purpose
The purpose of this paper is to disrupt traditional, separate roles in preservice teacher (PT) education, moving toward hybrid mentoring spaces, which is practice-based and a collaborative model of supporting PTs into teaching.
Design/methodology/approach
Design-based research was collaboratively enacted by a research team. The authors focused analysis on video-recorded collaborative coaching conferences, as well as shared discussions of those conferences between researchers, cooperating teachers (CTs) and field supervisors (FSs). At each of three iterations of coaching conversations, changes were made to the practice of collaborative coaching, allowing the research/design team to reflect upon practices and deepen the understanding of the development of design principles.
Findings
Three design principles of collaborative coaching grew through this research – a need for shared understanding and valuing of a coaching model amongst participants to guide decision making; a partnership between CTs and FSs in centering the PTs’ reflection on problems of practice, including the need for CTs and FSs to continually reflect on how their shifting roles toward this goal; and a relational framework including transparent communication. The authors extend these principles through two narrative vignettes and a framework that focuses on hybrid spaces for coaching.
Research limitations/implications
The research questions and design did not inquire into the relationship between collaborative coaching and PTs’ teaching practices.
Practical implications
Each narrative serves as a coaching model of how PTs, CTs and FSs, or triads, worked toward resolving practical challenges in coaching to better support PTs. The authors provide practical tools for teacher preparation programs to build collaborative relationships with teachers and schools.
Originality/value
Placing the PT into an active, leadership role in reflection on practice disrupts expert-novice and other binaries that may not serve programs that seek to prepare reflective practitioners. Previous studies have identified tensions when mentoring is not a collective process, but few studies have explored models that disrupt the two activity systems that often operate separately.
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Qing Ray Cao, Isaac Elking, Vicky Ching Gu and James J. Hoffman
The purpose of this study is to examine the extent to which a firm is able to leverage its information system (IS) innovativeness to improve supply chain resilience through…
Abstract
Purpose
The purpose of this study is to examine the extent to which a firm is able to leverage its information system (IS) innovativeness to improve supply chain resilience through developing and employing its analytics capability. It further considers how this mediating effect of analytics capability can be enhanced by internal and external integration.
Design/methodology/approach
Building on the logic of organizational information processing theory, a mediated moderation model is developed and tested using structural equation modeling and partial least squares regression based on survey responses from 247 working professionals.
Findings
The results indicate that IS innovativeness improves a firm’s supply chain resilience through enhanced analytics capability, with higher levels of internal and external integration further strengthening the effects of this mediating relationship.
Originality/value
This study is among the first to empirically test the effects of IS innovativeness and analytics capability on supply chain resilience and to examine the impacts of internal and external integration as key factors affecting the strength of these relationships. The findings complement existing literature through providing new insights into the linkage between IS strategy and supply chain resilience and highlighting the importance of relationships throughout the supply chain to enhance the efficacy of a firm’s analytics capability within this domain.
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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01443579410056065. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01443579410056065. When citing the article, please cite: James J. Hoffman, Marc J. Schniederjans, (1994), “A Two-stage Model for Structuring Global Facility Site Selection Decisions”, International Journal of Operations & Production Management, Vol. 14 Iss 4 pp. 79 - 96.
John G. Irwin, James J. Hoffman and Scott W. Geiger
The goal of this study is to provide guidance to managers who must make decisions regarding the adoption of technological innovations. The study was conducted within the context…
Abstract
The goal of this study is to provide guidance to managers who must make decisions regarding the adoption of technological innovations. The study was conducted within the context of the hospital industry. Results indicate that while adoption of technological innovations may lead to increased performance for certain hospitals, for large hospitals, and those located in rich environments, medical technology may be a ‘no‐win’ situation. Failure to adopt technology may result in the loss of patients, but adoption may result in increased costs that cannot be recovered due to underutilization.
Dan Marlin, James J. Hoffman and Bruce T. Lamont
This study reports an examination of the relationships between Porter's (1980) generic strategies, dynamic environments, and performance. In me study, profile deviation is used to…
Abstract
This study reports an examination of the relationships between Porter's (1980) generic strategies, dynamic environments, and performance. In me study, profile deviation is used to test strategy—environment fit. A sample of 173 acute care hospitals was used to test the proposed relationship. Results from the study indicate that adherence to an externally specified ideal strategy profile has a positive effect on firm performance. From a methodological standpoint, results suggest that empirical and theoretical profiles have equal predictive validity, and both have a higher predictive validity, than a random profile. Results also suggest that profiles can not be assumed to be robust to differences in performance measures used.
Richard A. Lheureux, James J. Hoff‐man, Bruce T. Lamont and Paul Simmonds
This study examines the moderating effect of international involvement on the relationship between two dimensions of managerial tenure and firm performance. Data for 89 Fortune…
Abstract
This study examines the moderating effect of international involvement on the relationship between two dimensions of managerial tenure and firm performance. Data for 89 Fortune 500 firms of varying levels of international involvement were gathered and analyzed. The results of the empirical examination provided significant support for the moderating effect of internationalization on the relationship between top management team tenure and firm performance. In general, in firms with relatively higher levels of foreign involvement, teams with higher organizational tenure and lower job tenure realized superior performance outcomes.
Scott W. Geiger, Howard Rasheed, James J. Hoffman and Robert J. Williams
Very little is known about the influences of corporate strategy and regulation on the risk of regulated firms. The current study addresses this gap by examining the relationship…
Abstract
Very little is known about the influences of corporate strategy and regulation on the risk of regulated firms. The current study addresses this gap by examining the relationship among the level of diversification, the regulatory environment, and risk levels of regulated electric utility companies. Results suggest that both the regulatory environment and level of diversification impact firm risk. Specifically, the regulatory environment in which a firm operates moderates the relationship between diversification and risk. Electric utilities operating in the least favorable regulatory environments benefited the most from diversification in terms of risk reduction, while electric utilities in the most favorable regulatory environments experienced increases in risk from diversification. These findings extend previous studies by showing how both the regulatory environment and corporate strategy impact the risk of regulated utilities.
Bruce T. Lamont, James J. Hoffman and Monique Forte
This paper expands the theory of competitive decision making in declining industries. Kelley and Thibaut's theory of interdependence is used to analyze and explain the use of…
Abstract
This paper expands the theory of competitive decision making in declining industries. Kelley and Thibaut's theory of interdependence is used to analyze and explain the use of competitive and cooperative strategies among competitors. The analysis suggests that although the use of competitive strategies is more likely, cooperative strategies should produce higher performance. Several barriers to, and facilitators of, the use of cooperative strategies in declining industries are identified, and their prescriptive implications are discussed.
Charles J. Fornaciari, Bruce T. Lamont, Ben Mason and James J. Hoffman
Two views of organizational change dominate the management literature. The incremental view holds that organizations experience large‐scale strategic changes quite slowly while…
Abstract
Two views of organizational change dominate the management literature. The incremental view holds that organizations experience large‐scale strategic changes quite slowly while the revolutionary view proposes that organizations experience long periods of relatively little strategic variation punctuated by short, intense periods of major change. Commonalties among the two change theories provide the basis for a study of 101 businesses over a six year period. The research examines two theoretical implications: change is bimodally and discretely distributed and skewed toward incremental strategic change, and firms undergoing revolutionary strategic change will be more likely to experience simultaneous changes on multiple organizational dimensions than firms undergoing incremental strategic change. Consistent with Proposition 1, it was found that change is skewed toward incremental, but also that change is unimodal and continuously distributed, contrary to Proposition 1. Contrary to Proposition 2, revolutionary change on multiple dimensions was found to be rare.