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Article
Publication date: 10 May 2011

Saul J. Berman, Bill Battino and Karen Feldman

As a growing share of consumer value shifts to new industry entrants, this paper seeks to suggest how long‐time leaders in many media and entertainment (M&E) market segments can

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Abstract

Purpose

As a growing share of consumer value shifts to new industry entrants, this paper seeks to suggest how long‐time leaders in many media and entertainment (M&E) market segments can replace declining traditional revenue with equivalent value from digital media.

Design/methodology/approach

The paper suggests how established media and entertainment companies – newspapers, broadcasters, music labels and movie studios – can proactively address both their potential revenue challenge and find new business models.

Findings

The paper finds that media companies need to “rethink” their business models and seek innovative ways to enhance the consumer experience and connect with consumers.

Research limitations/implications

This is a 2010 IBM Institute for Business Value analysis.

Practical implications

M&E companies will require the capabilities to build analytics and insights, develop consumer‐centric models and enable multiplatform delivery.

Originality/value

Three strategies will likely help M&E leaders overcome the revenue issues they face – focusing on the consumer experience, embracing new distribution platforms and expanding revenue models.

Details

Strategy & Leadership, vol. 39 no. 3
Type: Research Article
ISSN: 1087-8572

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Available. Content available
Article
Publication date: 10 May 2011

Catherine Gorrell

111

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Strategy & Leadership, vol. 39 no. 3
Type: Research Article
ISSN: 1087-8572

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Book part
Publication date: 22 July 2024

Jeremy Birnholtz

A central tension in routine dynamics is the paradox of the [n]ever-changing world: how can we consider each routine performance as unique, when it is simultaneously a…

Abstract

A central tension in routine dynamics is the paradox of the [n]ever-changing world: how can we consider each routine performance as unique, when it is simultaneously a recognizable variant of the behavior from the past? Emergent from this paradox is the question of how we can consider routines to be the “same” over time, even as they change. Organizational traditions, which often persist over decades, present a potentially informative case of this paradox as their core rituals are simultaneously recognizable and recognizably in significant flux over the long-term. In this paper, the author draws on a case history of “the Unicorn,” a tradition at a US summer camp that began as a quiet activity for a few children in 1985 and by 2017 had become a weekly spectacle witnessed by hundreds of campers. By drawing on routine dynamics and tradition literatures, the author shows how action visibility and influence by different organizational constituencies over time slowly enabled these changes. This longer-term lens helps illuminate the under-researched, mutually constitutive relationship between routines and traditions, and their long-term dynamics.

Details

Routine Dynamics: Organizing in a World in Flux
Type: Book
ISBN: 978-1-83549-553-7

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Article
Publication date: 2 March 2012

Saul J. Berman

According to IBM research, companies seeking opportunities in an era of constant customer connectivity focus on two complementary activities: reshaping customer value propositions

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Abstract

Purpose

According to IBM research, companies seeking opportunities in an era of constant customer connectivity focus on two complementary activities: reshaping customer value propositions and transforming their operations using digital technologies for greater customer interaction and collaboration. This paper aims to address this issue.

Design/methodology/approach

The paper explains that businesses aiming to generate new customer value propositions or transform their operating models need to develop a new portfolio of capabilities for flexibility and responsiveness to fast‐changing customer requirements.

Findings

The paper finds that engaging with customers at every point where value is created is what differentiates a customer‐centered business from one that simply targets customers well. Customer interaction in these areas often leads to open collaboration that accelerates innovation using online communities.

Practical implications

Companies focused on fully reshaping the operating model optimize all elements of the value chain around points of customer engagement.

Originality/value

The article explains how companies with a cohesive plan for integrating the digital and physical components of operations can successfully transform their business models.

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Article
Publication date: 11 January 2008

Peter E. Swift and Alvin Hwang

This paper seeks to present organizational learning processes of knowledge accumulation, articulation, codification and subsequent routine development in a marketing services…

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Abstract

Purpose

This paper seeks to present organizational learning processes of knowledge accumulation, articulation, codification and subsequent routine development in a marketing services organization where judgment and rules of thumb were more the norm than codified knowledge and explicit routines. The case illustrates how organizational learning through a conscious knowledge codification effort could lead to tangible benefits for consumer‐driven organizations and how heterogeneous and infrequent yet important routines can be aided by an explicit and dynamic learning process.

Design/methodology/approach

After a review of the relevant literature, a case is provided to illustrate many of the key concepts in the organizational learning literature as they are applied to a consumer package goods company.

Findings

The case study is followed by a discussion of how the organization in the case applied organizational learning processes through a knowledge clarification and codification system. The organizational learning process was enabled by contextual enablers such as leadership commitment to organizational learning, teamwork and organization‐wide participation in the knowledge articulation and codification processes, and multi‐lateral flow of information across the organization in developing the routines.

Practical implications

Implications of how companies in market‐oriented environments that often have nuanced practices and uncodified norms could utilize various organizational learning processes are discussed in the paper.

Originality/value

It is rare in the field of organizational learning to see the application of numerous learning theories in one place and one organization. Such was the case in this examination, where different roles played by different organizational components, such as support from leadership, teamwork and flexibility, organization‐wide participation, and multilateral communication, in addition to knowledge accumulation, articulation, codification, and circular learning loops were utililzed by the organization to produce marketplace success for a major consumer battery company with heterogeneous and nuanced yet important learning requirements.

Details

The Learning Organization, vol. 15 no. 1
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 4 August 2020

Alireza Moghaddam, Christine Arnold, Saiqa Azam, Karen Goodnough, Kimberly Maich, Sharon Penney and Gabrielle Young

The purpose of this collaborative self-study inquiry was to enhance the professional practice of faculty members through the adoption of lesson study. A seven-member faculty of…

228

Abstract

Purpose

The purpose of this collaborative self-study inquiry was to enhance the professional practice of faculty members through the adoption of lesson study. A seven-member faculty of education self-study group engaged in lesson study in a computer and learning resources for primary/elementary teachers’ course with teacher candidates.

Design/methodology/approach

This study focused on providing teacher candidates with increased opportunities for action and expression during in-class instruction. This collaborative lesson study inquiry (Fernandez et al., 2003; Fernandez and Yoshida, 2004; Murata, 2011) involved the four-step process of planning, doing, checking and acting (PDCA) (Cheng, 2019). Several data collection methods were adopted and data sources analyzed.

Findings

Challenges the group encountered during the study included ascertaining the goals of lesson study and offering critical feedback to each other. While this made decision-making more intricate and intentional, there was exceptional value in participating in the lesson study process. The results revealed three overarching themes: 1) challenges in classroom observations; 2) hesitation in providing supportive feedback to colleagues and 3) deliberations regarding what constitutes expertise within subject-specific preservice teacher education.

Originality/value

While lesson study has been adopted fairly extensively in K-12 settings, its adoption in postsecondary education is limited (Chenault, 2017). Considering the merits of lesson study for K-12 practitioners, this research investigated the similar advantages that lesson study might have for postsecondary education faculty, students and programs.

Details

International Journal for Lesson & Learning Studies, vol. 9 no. 4
Type: Research Article
ISSN: 2046-8253

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Article
Publication date: 21 August 2007

James R. Van Scotter, Karen Moustafa, Jennifer R. Burnett and Paul G. Michael

The purpose of this paper is to examine the effect of acquaintance on performance rating accuracy and halo.

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Abstract

Purpose

The purpose of this paper is to examine the effect of acquaintance on performance rating accuracy and halo.

Design/methodology/approach

After expert ratings were obtained, US Air Force Officers (n=104) with an average of six years experience rated the performance of four officers who delivered 6‐7 minute briefings on their research projects; 26 raters reported being acquainted with one or more of the briefers. Raters were randomly assigned to use a rating format designed to encourage between‐ratee comparisons on each dimension or a format in which each ratee was separately rated on all dimensions.

Findings

Ratings made by acquainted raters were more accurate than ratings by unacquainted raters. Accuracy was positively correlated with halo for both sets of ratings. Rating format had no discernible effect on accuracy or halo.

Research limitations/implications

One limitation of this study is that the measure of acquaintance was not designed as a surrogate for familiarity. Development of a multi‐item, psychometrically‐valid measure of acquaintance should be the first step in pursuing this research. The use of a laboratory design where only a small percentage of the sample was acquainted with those being rated also limits the study's generalizability.

Practical implications

The results show that prior acquaintance with the ratee results in more accurate ratings. Ratings were also more positive when raters had prior contact with the person they rated.

Originality/value

The hypothesis is that the cognitive processes used to produce ratings are different for raters who have had no prior contact with a ratee and raters who are in some manner acquainted with a ratee. In the past, a positive halo effect from acquaintance between raters and ratees has been a concern. However, this limited study indicates that acquaintance may actually result in more accurate ratings.

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Journal of Management Development, vol. 26 no. 8
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 June 1994

Susan L. Adkins

As CD‐ROM becomes more and more a standard reference and technicalsupport tool in all types of libraries, the annual review of thistechnology published in Computers in Libraries

357

Abstract

As CD‐ROM becomes more and more a standard reference and technical support tool in all types of libraries, the annual review of this technology published in Computers in Libraries magazine increases in size and scope. This year, author Susan L. Adkins has prepared this exceptionally useful bibliography which she has cross‐referenced with a subject index.

Details

OCLC Systems & Services: International digital library perspectives, vol. 10 no. 2
Type: Research Article
ISSN: 1065-075X

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Article
Publication date: 27 July 2020

Karen R. Johnson and Sunyoung Park

The purpose of this paper is to explore mindfulness training as a viable intervention for frontline employees in tourism and hospitality as a way to aid in the regulation of…

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Abstract

Purpose

The purpose of this paper is to explore mindfulness training as a viable intervention for frontline employees in tourism and hospitality as a way to aid in the regulation of emotions and reduce or prevent employee burnout while increasing levels of work engagement.

Design/methodology/approach

By reviewing related literature, the authors explored the relationships between mindfulness training and emotional labor, and mindfulness, burnout and work engagement.

Findings

The authors suggested the following propositions: mindfulness training can potentially help to regulate emotional labor of tourism and hospitality frontline employees, and mindfulness training can potentially reduce burnout and enhance levels of work engagement of tourism and hospitality frontline employees.

Research limitations/implications

This study can guide scholars to initiate empirical research to examine the influence of mindfulness training on diverse outcomes related to tourism and hospitality employees.

Practical implications

This study can help to improve the awareness of leaders and managers of mindfulness training as an intervention to alleviate emotional exhaustion of frontline employees in tourism and hospitality.

Originality/value

This study provides theoretical insights and useful practical implications for ways to establish a suitable work environment that encourages frontline employees to perform genuine or deep acting while minimizing incidents of surface acting and the consequences of emotional labor.

Details

Industrial and Commercial Training, vol. 52 no. 4
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 10 August 2012

Michael S. Knapp and Susan B. Feldman

The purpose of this paper is to direct attention to the intersection of external and internal accountability systems within urban schools, and the role of school leadership…

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Abstract

Purpose

The purpose of this paper is to direct attention to the intersection of external and internal accountability systems within urban schools, and the role of school leadership, especially that of the principal, in managing this intersection. In particular, the paper explores how school leaders are able to strengthen and sustain the school's internal accountability system, in pursuit of school‐defined learning improvement agenda, and at the same time respond productively to external accountability demands. The paper also seeks to identify consequences of these leaders’ efforts to navigate an often problematic set of converging demands.

Design/methodology/approach

This paper draws on findings from a larger multi‐case study of learning‐focused leadership in 15 schools in four urban school districts in the USA. Schools were chosen to represent those that were “making progress” (by local measures). Data were collected over 18 months, spanning two school years, from Spring 2007 to Fall 2008. Data collection included multiple site visits, semi‐structured interviews and observations of leadership activity across school and district settings, and a variety of documentary evidence.

Findings

Though working in substantially different contexts, these leaders found remarkably similar ways of crafting tools and creating occasions, from the array of external accountability demands and resources, to serve internal accountability purposes. They did so by internalizing external expectations and developing accountable practice within the school, leading through data, and modelling what it meant to learn to lead in a fully accountable way. As they did so, they reshaped the scope of instruction and the instructional improvement conversation, and also made teaching and leadership practice more public.

Originality/value

This paper extends discussions of school‐level accountability in two ways. First, it updates scholarship on accountability by examining school‐level responses at a time five years into the new accountability context in the USA defined by strict system‐wide expectations and mechanisms. Second, the paper demonstrates ways in which the often onerous demands of external accountability systems can be treated as a resource by school leaders and used in ways that bolster the school's capacity for accountable professional practice.

Details

Journal of Educational Administration, vol. 50 no. 5
Type: Research Article
ISSN: 0957-8234

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