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Article
Publication date: 1 February 2001

Pamela Johnson, Virginia Heimann and Karen O’Neill

Virtual reality, virtual space, virtual organizations, virtual teams; the word “virtual” is today’s organizational buzzword. One of the fastest‐growing, high‐tech office trends…

8571

Abstract

Virtual reality, virtual space, virtual organizations, virtual teams; the word “virtual” is today’s organizational buzzword. One of the fastest‐growing, high‐tech office trends today is “virtual teams”. These teams cross time, space, and cultural boundaries and do so effectively with the use of technology. This paper will look at the changing nature of work, give a definition of virtual teams, discuss the qualities needed for successful virtual team membership, and view the communication challenges existing for virtual teams in the twenty‐first century.

Details

Journal of Workplace Learning, vol. 13 no. 1
Type: Research Article
ISSN: 1366-5626

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Article
Publication date: 1 March 1985

Zoia Horn and Karen O'Neill

The name Data Center evokes images of computers and disks, of cubicles with people scanning computer screens, of sudden surges of mechanical typing by printers. It's ironical that…

1105

Abstract

The name Data Center evokes images of computers and disks, of cubicles with people scanning computer screens, of sudden surges of mechanical typing by printers. It's ironical that the words “data center” apply now to electronically provided information.

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Collection Building, vol. 7 no. 1
Type: Research Article
ISSN: 0160-4953

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Article
Publication date: 1 June 2000

Pamela R. Johnson, Virginia L. Heimann and Karen O’Neill

Today, many companies don’t want employees who merely “do their jobs.” Instead, they want people who will make them profitable. And because profit‐generation is increasingly in…

7188

Abstract

Today, many companies don’t want employees who merely “do their jobs.” Instead, they want people who will make them profitable. And because profit‐generation is increasingly in the hand of “teams” of co‐workers who collaborate on short‐ or long‐term projects, or even permanently, companies are looking for people who can fit this type of work structure. This article discusses how a high performance team is much like a wolf pack, and gives a background on the purpose of teams, and describes the many reasons for failure of teams, discussing the qualities needed for successful teams in the 21st century.

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Journal of Workplace Learning, vol. 12 no. 4
Type: Research Article
ISSN: 1366-5626

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Article
Publication date: 1 January 1989

Evelyn S. Meyer

When Eugene O'Neill died, theatre critic Brooks Atkinson said of him, “A giant writer has dropped off the earth….He shook up the drama as well as audiences and helped to transform…

81

Abstract

When Eugene O'Neill died, theatre critic Brooks Atkinson said of him, “A giant writer has dropped off the earth….He shook up the drama as well as audiences and helped to transform the theatre into an art seriously related to life.” (New York Times, 30 December 1953).

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Reference Services Review, vol. 17 no. 1
Type: Research Article
ISSN: 0090-7324

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Article
Publication date: 1 May 2007

Ciara Devlin

The Junction is a unique mental health service for young people between the ages of 18 and 25 ‐ a social outlet that provides opportunities not only to meet new friends, but also…

37

Abstract

The Junction is a unique mental health service for young people between the ages of 18 and 25 ‐ a social outlet that provides opportunities not only to meet new friends, but also to develop new skills that could support entry into training and employment. Ciara Devlin, Karen McElligott and Justin O'Neill describe what if offers, and the benefits reported by young people.

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A Life in the Day, vol. 11 no. 2
Type: Research Article
ISSN: 1366-6282

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Publication date: 29 April 1994

Karen Markey Drabenstott and Diane Vizine-Goetz

Abstract

Details

Using Subject Headings for Online Retrieval: Theory, Practice and Potential
Type: Book
ISBN: 978-0-12221-570-4

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Article
Publication date: 19 August 2020

Beth G. Chung, Michelle A. Dean and Karen Holcombe Ehrhart

This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and…

1451

Abstract

Purpose

This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and social) capital serves as a contingency variable in moderating the relationship between practices and outcomes.

Design/methodology/approach

Organizational-level data were collected from 79 senior-level executives. Hypotheses were examined via regression analyses and the product-of-coefficients approach was used to test for indirect and conditional indirect effects.

Findings

This study found a positive relationship between inclusion values and inclusive HR practices and between inclusive HR practices and organization-level outcomes. Inclusive HR practices mediated the relationship between values and outcomes and intellectual capital moderated the relationship between practices and outcomes, such that inclusive HR practices played a greater role in augmenting outcomes for organizations with lower intellectual capital.

Practical implications

Alignment of inclusion values and inclusive HR practices is important for organizational effectiveness, and inclusive HR practices are likely to play a particularly important role when an organization is relatively weak in intellectual capital.

Originality/value

This paper broadens the inclusion literature by using a macro-level lens to understand how organizational inclusion values and practices may relate to organizational outcomes. It also shows the importance of intellectual capital as a contextual variable in the inclusion practice to outcome relationship.

Details

Personnel Review, vol. 50 no. 2
Type: Research Article
ISSN: 0048-3486

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Book part
Publication date: 29 April 1994

Karen Markey Drabenstott and Diane Vizine-Goetz

Abstract

Details

Using Subject Headings for Online Retrieval: Theory, Practice and Potential
Type: Book
ISBN: 978-0-12221-570-4

Access Restricted. View access options
Book part
Publication date: 29 April 1994

Karen Markey Drabenstott and Diane Vizine-Goetz

Abstract

Details

Using Subject Headings for Online Retrieval: Theory, Practice and Potential
Type: Book
ISBN: 978-0-12221-570-4

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Article
Publication date: 13 July 2012

Sheila Simsarian Webber, Karen Bishop and Regina O'Neill

The purpose of this paper is to examine the trust repair efforts of top management within an organization specifically focusing on the impact of perceived organizational support…

2488

Abstract

Purpose

The purpose of this paper is to examine the trust repair efforts of top management within an organization specifically focusing on the impact of perceived organizational support and issue‐selling success. Building on the theoretical trust repair literature, the authors bridge the gap between the laboratory dyad trust repair settings and the severe organization‐wide trust repair settings.

Design/methodology/approach

The authors focus on one organizational context that experienced competency‐ and integrity‐based trust violations between managers and top management. Surveys and interviews were conducted with 32 managers to capture trust in top management, issue‐selling success rate, and perceived organizational support.

Findings

Results demonstrate that perceived organizational support is significantly and positively related to trust in top management. In contrast, issue‐selling success rate is negatively related to trust in top management above and beyond the impact of perceived organizational support.

Practical implications

Trust repair approaches should include demonstrations of organizational support of employees by showing care and concern along with engaging employees in a change process that demonstrates top management commitment to repairing trusting relationships. In addition, top management trust repair efforts should focus on providing managers with the opportunity to engage in multiple issue‐selling episodes.

Originality/value

The paper contributes to an existing research base by extending the approaches to repairing trust in organizational settings to specifically examine the impact of perceived organizational support and issue‐selling.

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