Joyce Thompson Heames and Jacob W. Breland
The purpose of this paper is twofold: to report the number of articles in the business academic literature that have been written about the pioneers depicted in a 1977 Daniel Wren…
Abstract
Purpose
The purpose of this paper is twofold: to report the number of articles in the business academic literature that have been written about the pioneers depicted in a 1977 Daniel Wren and Robert Hay study; and to report the findings from a replication and extension of that study.
Design/methodology/approach
The paper employed a systematic literature review combined with an empirical replication and extension of the 1977 study.
Findings
The literature review revealed that 101 articles referenced only a few of the 1977 identified pioneers. In fact 47 of the articles were about three of the pioneers – keeping them firmly in the academic institutional memory, while others have fallen into insignificance. The results of the new study identified seven new names for the list of top ten, while three remained steadfast. Frederick Taylor was number one on both lists. Interestingly, no woman made the top ten.
Research limitations/implications
The replication and extension is a strength and limitation in which the authors were able to meticulously follow Wren and Hays' methodology, yet prevented the inclusion of possible viable new sources.
Practical implications
This piece calls for the continuation to rediscover history as a backdrop for research.
Originality/value
The paper reminds us of the value of preserving business academic institutional memory.
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Rebecca M. Guidice, Joyce Thompson Heames and Sheng Wang
The purpose of this paper is to conceptually demonstrate that the relationship between turnover and innovation is not direct as some research suggests, but rather indirect, with…
Abstract
Purpose
The purpose of this paper is to conceptually demonstrate that the relationship between turnover and innovation is not direct as some research suggests, but rather indirect, with organizational learning as the prerequisite social mechanism that ties the two phenomena together.
Design/methodology/approach
This paper integrates research across a number of related areas to develop a model of the immediate and indirect organizational consequences of different rates of knowledge worker turnover.
Findings
The paper finds that certain conditions and mechanisms must first be in place to pave the way to innovation. Grounded in social capital theory, this paper describes how turnover rates and organizational learning can be curvilinearly related with respect to ambidextrous learning; how betweenness centrality and learning culture can moderate this relationship; and why organizational learning should mediate the turnover‐innovation relationship.
Research limitations/implications
Faulty decisions based on simplified beliefs place organizational performance in a precarious position. Studies must consider how changes in personnel affect activities where interpersonal relationships are critical. Turnover that beneficially breathes diversity, critical evaluation, and creativity should result in benefits that more than offset its costs.
Originality/value
By taking an in‐depth look at previously disconnected research, the paper offers a unified model that more accurately depicts the processes and outcomes that intercede and explain how knowledge worker turnover rates come to influence innovation.
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The purpose of this paper is to analyze how Frederick Taylor's achievement as the originator of a science of work provided a theoretical foundation for first generation academic…
Abstract
Purpose
The purpose of this paper is to analyze how Frederick Taylor's achievement as the originator of a science of work provided a theoretical foundation for first generation academic management programs in the Progressive era. The paper aims to show the implications of this match for Taylor's continuing high position in the history of management thought.
Design/methodology/approach
A methodology is used involving analysis of published and unpublished historical sources including Taylor's own work, writings from his contemporaries, and writings from key figures in first generation university public‐ and business‐management programs.
Findings
The paper gives evidence of the impact of Taylor's work on management education in the Progressive era and the implications of this impact for Taylor's reputation and the management programs themselves.
Originality/value
The analysis uses a wide variety of published and unpublished sources. It compares educational developments in the public and business management fields which are generally analyzed in separate literatures.
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Susan B. Malcolm and Nell Tabor Hartley
The purpose of the paper is to position Chester I. Barnard as a “management pioneer,” someone who offers an example of management theory through moral persuasion, authenticity…
Abstract
Purpose
The purpose of the paper is to position Chester I. Barnard as a “management pioneer,” someone who offers an example of management theory through moral persuasion, authenticity, and trust in his “acceptance view of authority” and “zone of indifference.” The work of Barnard is supported by philosophical foundations that provide prophetic lessons for present day leaders.
Design/methodology/approach
The approach used to research the topic was inductive reasoning and constructive hermeneutics. Primary resources relied upon Barnard's foundational work in The Functions of the Executive as well as books and journal publications by scholars such as Isocrates, Aristotle, Smith, Kant, Weber, Follett, Gadamer, Bennis, Drucker, Cartwright, Heames, Harvey, Lamond, Wolfe, and Wren.
Findings
The research demonstrates the significance of Chester I. Barnard as a “management pioneer.” Barnard provides wisdom for effectively navigating the twenty‐first century organization under the auspices of the “acceptance view of authority” and “zone of indifference.” These concepts are predicated on Barnard's moral persuasion, authenticity, and trust as foundations for leadership. His work is a testament for bridging the gap between theory and practice and provides a model from which business schools can educate present and future leaders.
Practical implications
The paper examines the underpinnings of Barnard's “acceptance view of authority” and his “zone of indifference” as predicated on morality, authenticity, and trust in creating effective organizational leadership for the twenty‐first century. The work has practical applications in the education of present and future business leaders by academic institutions.
Originality/value
In support of Chester I. Barnard as a “management pioneer,” this paper explores some of the less commonly discussed implicit qualities and philosophical foundations for Barnard's moral persuasion, authenticity, and trust that promote the success of his “acceptance view of authority” and “zone of indifference” in the twenty‐first century. The timeless quality, application, and potential for leadership education, ensure Barnard's position as a “management pioneer.”
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Graham Benmore, Steven Henderson, Joanna Mountfield and Brian Wink
The impact of bullying and undermining behaviours on the National Health Service on costs, patient safety and retention of staff was well understood even before the Illing report…
Abstract
Purpose
The impact of bullying and undermining behaviours on the National Health Service on costs, patient safety and retention of staff was well understood even before the Illing report, published in 2013, that reviewed the efficacy of training interventions designed to reduce bullying and harassment in the outputs. The purpose of this paper is to provide an example of a good programme well evaluated.
Design/methodology/approach
The methodology follows a broad realist approach, by specifying the underlying programme assumptions and intention of the designers. Three months after the event, Q-sort methodology was employed to group participants into one of three contexts – mechanism – output groups. Interviews were then undertaken with members of two of these groups, to evaluate how the programme had influenced each.
Findings
Q-sort identified a typology of three beneficiaries from the Stopit! workshops, characterised as professionals, colleagues and victims. Each group had acted upon different parts of the programme, depending chiefly upon their current and past experiences of bullying in hospitals.
Research limitations/implications
The paper demonstrates the effectiveness of using Q-sort method to identify relevant CMOs in a realist evaluation framework.
Practical implications
The paper considers the effectiveness of the programme to reduce bullying, rather than teach victims to cope, and how it may be strengthened based upon the research findings and Illing recommendations.
Social implications
Workplace bullying is invariably implicated in scandals concerning poor hospital practice, poor patient outcomes and staff illness. All too frequently, the sector responds by offering training in resilience, which though helpful, places the onus on the victim to cope rather than the employer to reduce or eliminate the practice. This paper documents and evaluates an attempt to change workplace practices to directly address bullying and undermining.
Originality/value
The paper describes a new programme broadly consistent with Illing report endorsements. Second, it illustrates a novel evaluation method that highlights rigorously the contexts, mechanisms and outcomes at the pilot stage of an intervention identifies contexts and mechanisms via factor analysis using Q-sort methodology.