Given the dramatic changes taking place in society, the economy, and technology, 21st-century organizations need to engage in new, more spontaneous, and more innovative ways of…
Abstract
Given the dramatic changes taking place in society, the economy, and technology, 21st-century organizations need to engage in new, more spontaneous, and more innovative ways of managing. I investigate why an increasing number of companies are including artists and artistic processes in their approaches to strategic and day-to-day management and leadership.
Robert D. Austin and Lee Devin
Interest in the uses and effects of art and methods of art making in businesses of all kinds is on the rise. In this paper, we show that the “arts‐in‐business movement” is no mere…
Abstract
Purpose
Interest in the uses and effects of art and methods of art making in businesses of all kinds is on the rise. In this paper, we show that the “arts‐in‐business movement” is no mere fad, that it is, in fact, driven by fundamental economic forces, two tectonic shifts moving the business world. Financial crises and other like disruptions not withstanding, these shifts will increasingly influence how companies, especially those based in developed economies, compete. Consequently, business success in a not‐too‐distant future will, for many companies, require a new understanding of art and art making, a sophisticated appreciation of, and a feel for, aesthetic principles.
Design/methodology/approach
We develop an economics and business strategy based model using historical facts and empirical patterns to illustrate how two tectonic shifts now gathering force and momentum will change the way businesses, especially those based in developed economies, compete. The first shift, toward differentiation based business strategies, arises from the emerging realities of the globalized economy, and is enabled by increasingly mature communications and transportation networks. The second shift, toward iterative modes of production that lead to more artful innovation, is supported by recent developments in information technology. We compare the transformation from Industrial to Post‐Industrial economy to a centuries earlier transition from Craft to Industrial economy, demonstrating that the changes underway have potential to be every bit as important as those earlier changes. Our arguments and analyses are based on and summarize findings from a multi‐year field based research project.
Findings
Business success in the not‐too‐distant future will, for many companies, require a new understanding of art and art making, a sophisticated appreciation of, and a feel for, aesthetic principles. Managers will need to improve their understanding of these principles, will succeed or fail in business competition based on how well they master them. Although many have long labeled certain poorly understood aspects of business “art” and wished to turn them into science or engineering, to make them more industrial, something more like the opposite will occur – some formerly industrial aspects of business will evolve into something very like art.
Practical implications
Firms that develop and exploit artful methods will be a step ahead of their competition. Insightful managers should begin now gaining a better understanding of how notions like “aesthetic coherence” can improve their ability to compete.
Originality/value
This paper looks at current events from a perspective rare in business practice and research, presenting familiar facts in a new light, and urging a long‐term view quite different to the current short‐term reasons for moving work off shore. We reach conclusions opposite (or nearly so) what many might casually assume, reaching counterintuitive endpoints of our empirically and analytically developed arguments, which many readers will consider surprising.
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Amy P. Lippa, Linda C. Lee, Meghan D. Lehr, Daniel D. Spikes, Leslie A. Coward, Bradley W. Davis, Mark A. Gooden and Dorothy R. Hall
As a team of eight scholars at the University of Texas, we collaborate to research issues that directly focus on the development, training, and experiences of anti-racist and…
Abstract
As a team of eight scholars at the University of Texas, we collaborate to research issues that directly focus on the development, training, and experiences of anti-racist and social justice leaders in urban secondary schools. Each of us considered a personal event, or series of events, that significantly influenced our thinking about social justice. We share experiences of personal and institutional racism, and reflect on how these experiences continue to shape our awareness of race. Our perspectives capture how issues of race and racial discrimination persist in a status quo educational system and how past experiences directly influence our work.
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Yuxi Zhao, Elaine Arici, Kostas Galanakis and Piers Thompson
Studies have suggested that entrepreneurship is a key mechanism for rejuvenating and facilitating economic growth in deprived areas. To provide further understanding of the…
Abstract
Studies have suggested that entrepreneurship is a key mechanism for rejuvenating and facilitating economic growth in deprived areas. To provide further understanding of the persistently low entrepreneurial intentions found in deprived areas this chapter identifies key mechanisms and theoretical frameworks that link the formation of appropriate human capital to the prevailing environment, and that influences may flow in both directions. This contributes to the existing literature to provide a fuller understanding of interest to policy-makers of why past interventions have struggled to boost entrepreneurial intentions and where new interventions may be most effective in generating more positive entrepreneurial intentions in deprived areas.
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Arthur Kearney, Denis Harrington and Felicity Kelliher
The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields. The paper aims to…
Abstract
Purpose
The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields. The paper aims to address these issues.
Design/methodology/approach
The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields.
Findings
Four criteria of micro firm managerial capability emerge from micro firm managerial traits in the literature namely, leadership; strategic thinking; problem solving and people relationships. The review also shows that micro firms are embedded in three resource pools which include stakeholder ties; the local community and the proximate market environment. Micro firm managerial capability is argued to emerge from the interaction of the managerial capability criteria and the resources in a process mediated by the resource based and dynamic capabilities perspectives from the strategic management literature.
Research limitations/implications
A gap in the academic literature is identified and the proposed theoretical model is presented to address this deficiency in the literature. Future empirical research is recommended.
Practical implications
This proposed model will allow practitioners to better conceptualise and design programmes that will assist companies in developing managerial capabilities to innovate. Deep links between hotel industry practitioners and the academic community will enable the effective dissemination of the research.
Originality/value
Hotel micro firms play an important social and economic role. There has been little research into how they innovate and specifically into managerial capability for innovation in context. The present research uses conceptual research to map the field and identify critical avenues for future research.
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Jeeyoon Kim, Elizabeth Delia and Patrick Walsh
National Olympic Committees (NOCs) in small states operate in a unique market (e.g. small population, confined market and limited private sector) that brings challenges in…
Abstract
Purpose
National Olympic Committees (NOCs) in small states operate in a unique market (e.g. small population, confined market and limited private sector) that brings challenges in securing sponsors and funding athletes. Whereas more than a quarter of International Olympic Committee (IOC)-recognized NOCs represent small states, not much is known about the sponsorship landscape in the market. This study explores the importance and challenges of NOC sponsorship in small states, with a focus on the Caribbean region.
Design/methodology/approach
Interviews were conducted with representatives from NOCs in Caribbean small states. Textual analyses were conducted with Leximancer to identify key themes on the importance and challenges of NOC sponsorship.
Findings
Athletes, funding and community were identified as key themes for the importance of NOC sponsorship. Olympic Movement, time, priority, resources and overcome were themes for sponsorship challenges. Compared to existing sponsorship knowledge driven from developed economies, known determinants for the sponsor's decision-making (e.g. interest in sport, competitor) were found to affect NOC sponsorship in Caribbean small states, but in distinctive ways. Particularly, the lacking appreciation of Olympic values and sport within society, resource constraints (e.g. volunteer-based and operating “within reality”) and competition against member federations and government were highlighted as unique situations/challenges faced in the market.
Originality/value
This study is one of the first to explore NOC sponsorship in the important, yet overlooked, market of Caribbean small states. Theoretical insights on how existing sponsorship knowledge applies to and practical implications for securing NOC sponsorship in the marginalized market are provided.
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Devin DePalmer, Steven Schuldt and Justin Delorit
Limited facilities operating and modernization budgets require organizations to carefully identify, prioritize and authorize projects to ensure allocated resources align with…
Abstract
Purpose
Limited facilities operating and modernization budgets require organizations to carefully identify, prioritize and authorize projects to ensure allocated resources align with strategic objectives. Traditional facility prioritization methods using risk matrices can be improved to increase granularity in categorization and avoid mathematical error or human cognitive biases. These limitations restrict the utility of prioritizations and if erroneously used to select projects for funding, they can lead to wasted resources. This paper aims to propose a novel facility prioritization methodology that corrects these assessment design and implementation issues.
Design/methodology/approach
A Mamdani fuzzy logic inference system is coupled with a traditional, categorical risk assessment framework to understand a facilities’ consequence of failure and its effect on an organization’s strategic objectives. Model performance is evaluated using the US Air Force’s facility portfolio, which has been previously assessed, treating facility replicability and interruptability as minimization objectives. The fuzzy logic inference system is built to account for these objectives, but as proof of ease-of-adaptation, facility dependency is added as an additional risk assessment criterion.
Findings
Results of the fuzzy logic-based approach show a high degree of consistency with the traditional approach, though the value of the information provided by the framework developed here is considerably higher, as it creates a continuous set of facility prioritizations that are unbiased. The fuzzy logic framework is likely suitable for implementation by diverse, spatially distributed organizations in which decision-makers seek to balance risk assessment complexity with an output value.
Originality/value
This paper fills the identified need for portfolio management strategies that focus on prioritizing projects by risk to organizational operations or objectives.
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Stephen Kempster and Jason Cope
The purpose of this paper is to explore the nature of leadership learning in the entrepreneurial context, by building a dynamic learning perspective of entrepreneurship. It draws…
Abstract
Purpose
The purpose of this paper is to explore the nature of leadership learning in the entrepreneurial context, by building a dynamic learning perspective of entrepreneurship. It draws on contemporary leadership literature to appreciate entrepreneurial leadership as a social process of becoming located in particular contexts and communities.
Design/methodology/approach
Through qualitative phenomenological interviews with nine entrepreneurs the lived experience of learning to lead is explored. The principles of interpretative phenomenological analysis (IPA) are utilised to analyse the data and enable inductive theory‐building.
Findings
The findings illustrate situated leadership patterns and relationships unique to the entrepreneurial context. A number of significant structural and experiential factors are identified that both shape and restrict the development of leadership practice in small ventures. Specifically, the limited opportunities for leadership enactment and observation, the dominance of the business as the crucible for leadership learning, the influence of the family and the low salience of leadership are highlighted.
Research limitations/implications
In appreciating the leadership learning task that nascent entrepreneurs are faced with it is vital that further research delves deeper into the varying levels of “leadership preparedness” brought to new venture creation. From a policy perspective, there is significant value in enabling entrepreneurs to engage in meaningful dialogue, critical reflection and purposive action with their peers through the creation of leadership “learning networks”.
Originality/value
The research demonstrates leadership learning processes and pathways that are significantly different to those experienced by managers in the employed context. In so doing, this article represents the first systematic attempt to apply a learning perspective to the subject of entrepreneurial leadership.
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The time is right for renewed and updated attention to the relationship between public relations (PR) and human resources (HR) departments in the context of corporate social…
Abstract
The time is right for renewed and updated attention to the relationship between public relations (PR) and human resources (HR) departments in the context of corporate social responsibility (CSR) and sustainability. For too long, conflict between the two practice areas has obscured opportunities for collaboration which benefits organizations and stakeholders. This chapter offers theoretical underpinnings for examining an interdepartmental, cross-unit working relationship between HR and PR – and advances a vision for why it is needed now.