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Publication date: 10 November 2023

Tom Pfefferkorn, Julian Randall and Florian Scheuring

This chapter explores the impact of equality, diversity, and inclusivity (EDI) on internal change agents’ (ICAs) personal and professional development. We have surveyed 117 ICAs…

Abstract

This chapter explores the impact of equality, diversity, and inclusivity (EDI) on internal change agents’ (ICAs) personal and professional development. We have surveyed 117 ICAs that undergo a four-year digital development programme at Edinburgh Business School (EBS). Our survey design draws from expectancy, surprise, sensemaking, and attribution theories to test four hypotheses using Spearman’s rank. We found that diversity features such as gender, age, sector affiliation, work experience, management responsibility, and programme stage do not strongly impact ICAs’ experience of personal and professional development. Surprisingly, some diversity features had a modest or moderate impact on ICAs’ experience of personal and professional development. This disconfirmed our basic assumption about the effectiveness of inclusivity practices in the digital development programme at EBS. We conclude that future research should further investigate the impact of evaluation on ICAs’ personal and professional development and how we can secure it in a digital Business School context.

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Contemporary Approaches in Equality, Diversity and Inclusion: Strategic and Technological Perspectives
Type: Book
ISBN: 978-1-80455-089-2

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Article
Publication date: 12 January 2015

270

Abstract

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Human Resource Management International Digest, vol. 23 no. 1
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 9 March 2015

Stephen John Procter and Julian Adrian Randall

The purpose of this paper is twofold: to understand how and why employee attitudes to change might change over time; and to demonstrate what type of research might best capture…

660

Abstract

Purpose

The purpose of this paper is twofold: to understand how and why employee attitudes to change might change over time; and to demonstrate what type of research might best capture this change.

Design/methodology/approach

The paper brings together three studies of the same organization, conducted at different times by the same researchers.

Findings

Employee attitudes to change in the three episodes are portrayed in terms of the assumptions that seem to underpin them. The first episode is characterized by a challenge to the basic assumptions employees have about their work; the second, by a fragmentation of assumptions according to sub-group; and the third, by the confirmation of a new set of assumptions about what work involves.

Research limitations/implications

The paper concludes that fieldwork of a longitudinal nature is something quite rare, and its incorporation into research design needs to move beyond dealing with it through an uneasy combination of retrospection and extended organizational exposure.

Originality/value

The paper provides a rare and valuable account of how employee attitudes to change might change over time. The research design on which it is based, though fortuitous in nature, overcomes a number of the weaknesses of more conventional studies in this area.

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Qualitative Research in Organizations and Management: An International Journal, vol. 10 no. 1
Type: Research Article
ISSN: 1746-5648

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Article
Publication date: 15 October 2008

Julian Randall and Stephen Procter

Imposed change at work can present individuals with ambiguous events about which they experience ambivalence in their interpretation of meaning. This paper seeks to examine the…

2528

Abstract

Purpose

Imposed change at work can present individuals with ambiguous events about which they experience ambivalence in their interpretation of meaning. This paper seeks to examine the dimensions of ambivalence as defined by Piderit among a group of managers in the public sector.

Design/methodology/approach

The research is based on a group of 20 Band 11 senior managers responsible for collecting tax and between them covering the UK in a business restructured into a large business group. The authors adopted a qualitative approach involving semi‐structured interviews seeking to uncover individual accounts of imposed change, allowing subjects to reflect on their experience of change and its meaning to them.

Findings

The findings suggested that long‐service civil servants and private sector managers draw on their previous experience to interpret the changes they experience, giving rise to different perceived ambiguity between rhetoric and reality. Each group either comes to terms with ambiguity by interpreting the meaning of change to fit in with their expectancies of change, or, in one case, do not reconcile the change which then becomes a point of resistance.

Practical implications

The case highlights the need for change agents to understand the full complexity of employee attitudes. Not only can a variety of attitudes be identified, but each set of responses can be understood in variety of ways.

Originality/value

The devil in the detail of imposed change offers both researchers and managers of change a significant source of information about likely individual and group responses to imposed change at work. Piderit's framework offers three dimensions of ambivalence which clarify different individual responses to imposed change.

Details

Journal of Organizational Change Management, vol. 21 no. 6
Type: Research Article
ISSN: 0953-4814

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Book part
Publication date: 10 November 2023

Abstract

Details

Contemporary Approaches in Equality, Diversity and Inclusion: Strategic and Technological Perspectives
Type: Book
ISBN: 978-1-80455-089-2

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Article
Publication date: 1 January 2013

Rachel Crane

This article aims to describe the process of documenting outdoor murals of a metropolitan community in the Midwest and disseminating the information through a library hosted web…

494

Abstract

Purpose

This article aims to describe the process of documenting outdoor murals of a metropolitan community in the Midwest and disseminating the information through a library hosted web publication.

Design/methodology/approach

The outdoor murals are surveyed and photographed by an academic fine arts librarian, the author. Access is created via a web publication, supported and developed through library resources.

Findings

The project not only increases access to works by local artists, but serves as a resource for historical images when, or if, a work becomes damaged or is removed.

Originality/value

This new pathway to public art serves as a bridge between the campus and the community.

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Article
Publication date: 1 February 2008

Anne McCrudden, Tom Wilson and Robin Johnson

The pat ten years have seen sweeping changes in the way that housing‐related support services are being delivered across Britain. We are only now beginning to take stock of a wide…

415

Abstract

The pat ten years have seen sweeping changes in the way that housing‐related support services are being delivered across Britain. We are only now beginning to take stock of a wide range of exciting and innovative projects, and the potential role of these models in promoting social inclusion and in the modernisation of community mental health services.A series of articles in the next three issues of A Life in the Day will be exploring a number of emerging themes, illustrated through the examples of innovative services that demonstrate what can be achieved when working from a housing support base. The series begins with an article by Tom Wilson and Anne McCrudden on the work of Julian Housing Trust, a mental health charity that provides a wide range of housing support services across Norwich and Norfolk.Julian Housing has blended recovery principles with a strengths model to develop a clear and coherent philosophy that underpins all their work. Their success demonstrates the close affinity between the person‐centred principles of the Supporting People programme and contemporary thinking about social inclusion in community mental health practice.Robin Johnson National Social Inclusion Programme

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A Life in the Day, vol. 12 no. 1
Type: Research Article
ISSN: 1366-6282

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Article
Publication date: 1 February 1974

Frances Neel Cheney

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are…

411

Abstract

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

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Reference Services Review, vol. 2 no. 2
Type: Research Article
ISSN: 0090-7324

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Article
Publication date: 1 January 1954

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

120

Abstract

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

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Aslib Proceedings, vol. 6 no. 1
Type: Research Article
ISSN: 0001-253X

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Article
Publication date: 1 February 2005

Andrew Campbell

Managers need research‐based guidance on how to find sources of new growth when their core business is maturing.

2561

Abstract

Purpose

Managers need research‐based guidance on how to find sources of new growth when their core business is maturing.

Design/methodology/approach

Authors shadowed managers responsible for finding and entering new businesses, interviewing them every three or four months for an average of two years. They surveyed over 100 corporate venturing units and corporate incubators and assembled a database of over 50 stories of companies that had successfully developed or acquired a significant new business. We interviewed managers in about half of these companies that had successfully diversified and we tested our emerging hypotheses against this database.

Findings

All research indicated that managers need to assess opportunities more strategically and be less activity driven. The authors concluded that managers were investing in too many projects, most of which had little chance of success.

Research limitations/implications

If research is reported on in the paper this section must be completed and should include suggestions for future research and any identified limitations in the research process.

Practical implications

Ashridge Strategic Management Centre has developed a screening tool – The New Businesses Traffic Lights to test opportunities before a business plan has been developed, alongside a business plan to assess the strategic logic for the proposal, or to an existing investment that is failing to meet its short‐term targets.

Originality/value

Applying the screen to the portfolio of new business investments in most companies will result in red lights for many projects. Not only can significant money be saved from the “new businesses” budget, but also extra resources can be focused on improving the core businesses.

Details

Strategy & Leadership, vol. 33 no. 1
Type: Research Article
ISSN: 1087-8572

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