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…
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
Keywords
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…
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.
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…
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.
Details
Keywords
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…
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).
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…
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.
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…
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
Keywords
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…
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.