Kristine M. Fleming, Kenya N. Washington Johnson and Maria U. Okeke
The purpose of this study is to share the experience of delivering a culturally responsive teaching program, the R.E.F.O.R.M. Café, at a historically Black college and university…
Abstract
Purpose
The purpose of this study is to share the experience of delivering a culturally responsive teaching program, the R.E.F.O.R.M. Café, at a historically Black college and university. The R.E.F.O.R.M. Café provided an opportunity for undergraduate students to participate in dialogue that reinforces the need for social justice in preserving Black lives. Before participating in the R.E.F.O.R.M. Café, lectures using a critical perspective to connect health to the history of the modern-day civil rights movement were conducted.
Design/methodology/approach
Using the World Café as a model, a qualitative methodology was used to implement the R.E.F.O.R.M. Café as part of community health education course curriculum to address health disparities plaguing Black communities. The breakout room function in Zoom was used to substitute for the tables used in traditional World Cafés because of COVID-19 restrictions, which allowed for small, focus-group-like dialogues to occur.
Findings
The R.E.F.O.R.M. Café challenged students to consider the power and opportunity for individuals on the front line to contest racial disparities. Students indicated the R.E.F.O.R.M. Café reinforced the importance of meaningful conversations, the connection to confronting health disparities and the effectiveness of program design and implementation to engage in dialogue around issues of race and equity. Students indicated the importance of hearing the perspective of peers when considering their personal identities as change agents.
Originality/value
This paper contributes to the literature that extends the body of knowledge related to implementing culturally responsive teaching programs at a historically Black college and university. Studies currently available related to implementing culturally responsive teaching programs among undergraduate students do not focus specifically on Black, Indigenous, and People of Color.
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Kristine M. Kuhn, Jeroen Meijerink and Anne Keegan
This work examines the intersection between traditional human resource management and the novel employment arrangements of the expanding gig economy. While there is a substantial…
Abstract
This work examines the intersection between traditional human resource management and the novel employment arrangements of the expanding gig economy. While there is a substantial multidisciplinary literature on the digital platform labor phenomenon, it has been largely centered on the experiences of gig workers. As digital labor platforms continue to grow and specialize, more managers, executives, and human resource practitioners will need to make decisions about whether and how to utilize gig workers. Here the authors explore and interrogate the unique features of human resource management (HRM) activities in the context of digital labor platforms. The authors discuss challenges and opportunities regarding (1) HRM in organizations that outsource labor needs to external labor platforms, (2) HRM functions within digital labor platform firms, and (3) HRM policies and practices for organizations that develop their own spin-off digital labor platform. To foster a more nuanced understanding of work in the gig economy, the authors identify common themes across these contexts, highlight knowledge gaps, offer recommendations for future research, and outline pathways for collecting empirical data on HRM in the gig economy.
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Jacob L. Petter, Jonathan D. Ritschel and Edward D. White
Delineating where stability occurs in a contract provides the window of opportunity for procurement officials to positively affect cost and schedule outcomes. While the concept of…
Abstract
Delineating where stability occurs in a contract provides the window of opportunity for procurement officials to positively affect cost and schedule outcomes. While the concept of a Cost Performance Index (CPI) "stability rule" has been routinely cited by Earned Value Management (EVM) authors since the early 1990's, more recent research questions the veracity of this stability rule. This paper resolves the controversy by demonstrating that the definition of stability matters. We find a morphing of the stability definition over time, with three separate definitions permeating the literature. Next, an analysis of Department of Defense contracts for both cost and schedule stability properties finds that the veracity of the stability rule is intricately tied to the definition used.
Kerstin Sahlin and Ulla Eriksson-Zetterquist
Over the past few decades, university reforms in line with management and enterprise ideals have been well documented. Changes in the ideals underlying the missions of…
Abstract
Over the past few decades, university reforms in line with management and enterprise ideals have been well documented. Changes in the ideals underlying the missions of universities have led to changes in their modes of governing and organizing, which in turn drive further transformation of their missions. One set of reforms in Swedish higher education has been the dissolution of collegial bodies and procedures. At the same time, in recent years, we have witnessed an increased interest in collegiality and a reintroduction of collegial bodies and procedures. New translations of collegiality appear not only in how universities are organized, but also in other core aspects of research and higher education. We review examples of peer reviewing, research assessment, and direct recruitment of professors and ask: Can these new translations of collegiality be understood as a revitalization of collegiality, or is it – to draw a parallel with greenwashing – rather a matter of collegiality-washing?
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Minling Chen, Ziye Tong and Jing Xue
Based on theories such as knowledge management and resource base, this paper explores the effect of knowledge domain coupling on R&D team innovation performance under the…
Abstract
Purpose
Based on theories such as knowledge management and resource base, this paper explores the effect of knowledge domain coupling on R&D team innovation performance under the perspective of technological innovation networks as well as the mediating role of digital transformation, and further validates the moderating role played by organizational innovation climate and environmental turbulence.
Design/methodology/approach
Taking the data of 239 Chinese enterprises with high R&D intensity and strong innovation ability as samples, SPSS and AMOS are used for empirical testing.
Findings
The findings suggest that knowledge domain coupling and its decomposition variables (complementary knowledge coupling and iterative knowledge coupling) have a significant positive effect on R&D team innovation performance, digital transformation partially mediates the relationship between knowledge domain coupling and R&D team innovation performance, and that there is a positive moderating effect of organizational innovation climate and environmental turbulence in the influence path.
Originality/value
The study has enlightening value for innovative enterprises and their R&D teams on how to effectively couple the knowledge, make reasonable use of iterative technologies and promote digital transformation practices to enhance innovation performance.
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The purpose of this paper is to refract March’s views on leadership to re-frame them within an authentic model that understands optimistic failure and mindful resilience as likely…
Abstract
Purpose
The purpose of this paper is to refract March’s views on leadership to re-frame them within an authentic model that understands optimistic failure and mindful resilience as likely byproducts of enabling ambiguous innovation. An analysis of March’s theories of slack, and the concepts of exploration and exploitation, as well as that of foolishness, are used to support the adoption of authentic and ethical leadership as an intelligent practice and, more concretely, to portray the leader as a resilient “juggling fool.”
Design/methodology/approach
This paper makes use of primary data by focusing on March’s published works, as well as on interviews and other materials written about him, or those discussing his contributions. A post-hoc practice of “appreciation” facilitated a fresh refraction of the “evidence” to identify or recognize new perspectives and/or challenges to March’s conceptualization of leadership, while relying on literature and metaphor to engage in “polymorphic research.”
Findings
This paper presents March as a complex thinker, whose thoughts on leadership have received, perhaps, less attention for being thought to be more refractive and less empirical. Nonetheless, his reflections on leadership re-discover him as a solid leadership philosopher. His use of literature, his theories of slack and the concepts of exploration and exploitation, as well as that of foolishness, may help leadership scholars to understand the essence of authentic and ethical leadership as an intelligent practice.
Practical implications
This paper proposes to extrapolate March’s vast insights about organizational theory to further develop the framework of authentic leadership. This re-framing of the leader as a “juggling fool” constitutes an empowered view of leadership that comes closer to balancing the complementary purposes of leadership and management; an effort that rests at the core of the future of leadership.
Originality/value
Despite the ostensible popularity of leadership over management as a desired organizational outcome, March’s phenomenal insights remind current and developing leaders of just how much the two fields must overlap in constant tension. It is, perhaps, the conceptualization of a leader as an authentic and resilient “juggling fool” what adds depth of meaning to March’s contributions to the field of leadership beyond that of management.