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Matthew J. Sowcik, Anthony C. Andenoro and Austin Council
Now and into the foreseeable future, both effective leadership and creativity are going to be important when addressing complex problems. The connection between effective…
Abstract
Now and into the foreseeable future, both effective leadership and creativity are going to be important when addressing complex problems. The connection between effective leadership and creativity will be critical as leaders look to turn big ideas into innovative solutions. However, it seems that there is often a disconnect between the two constructs of creativity and effective leadership. The article draws upon scholarly research within the field to address this gap and better understand the power of humility to mitigate this disconnect. The goal of this article is to encourage the field of Leadership Education to look inward into how we as a community are creating an environment where creative leaders can be developed.
David O’Donnell, Gayle Porter, David McGuire, Thomas N. Garavan, Margaret Heffernan and Peter Cleary
John Seely Brown notes that context must be added to data and information to produce meaning. To move forward, Brown suggests, we must not merely look ahead but we must also learn…
Abstract
John Seely Brown notes that context must be added to data and information to produce meaning. To move forward, Brown suggests, we must not merely look ahead but we must also learn to “look around” because learning occurs when members of a community of practice (CoP) socially construct and share their understanding of some text, issue or event. We draw explicitly here on the structural components of a Habermasian lifeworld in order to identify some dynamic processes through which a specific intellectual capital creating context, CoP, may be theoretically positioned. Rejecting the individualistic “Cogito, ergo sum” of the Cartesians, we move in line with Brown’s “we participate, therefore we are” to arrive within a Habermasian community of practice: we communicate, ergo, we create.
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Philip O’Regan, David O’Donnell and Margaret Heffernan
Intangible intellectual resources, arising from changes in the nature of economic forces, have now joined the more traditional tangible triad of land, labour and capital. One of…
Abstract
Intangible intellectual resources, arising from changes in the nature of economic forces, have now joined the more traditional tangible triad of land, labour and capital. One of the keys to commercial success, therefore, will be the capacity of a firm to identify, manage, foster and invest in these intellectual resources, and, in particular, in the people which underpin them. This article makes two contributions to the emerging literature on intellectual capital. First, based on empirical data, it offers some preliminary results of a study of the drivers and generators of intellectual capital. This enables the tentative identification of some key relationships and knowledge drivers within this sector and of the consequent challenges for disciplines such as accounting and management. Second, it posits a theoretical/methodological approach to intellectual capital based upon Habermas’ concept of communicative action.
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Margaret Heffernan, Brian Harney, Kenneth Cafferkey and Tony Dundon
While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this…
Abstract
Purpose
While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped, while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, the purpose of this paper is to examine key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures, including employee performance and HR performance.
Design/methodology/approach
The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland.
Findings
The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship. The impact of HPWS on performance is judged universal with little evidence of variation by strategic orientation.
Practical implications
Sophisticated HRM is found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent HR philosophy to realise HR, employee and organisational performance.
Originality/value
The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Creativity climate offers an important vehicle to better understand how the HRM-performance relationship actually operates. The paper also highlights the potential of examining multiple organisational performance outcomes to offer more nuanced and considered insights.
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Margaret M. Heffernan and Patrick C. Flood
This paper is developed from research conducted with the Irish Management Institute. A model is presented to illustrate the relationships between the adoption of competency‐based…
Abstract
This paper is developed from research conducted with the Irish Management Institute. A model is presented to illustrate the relationships between the adoption of competency‐based human resource management and a range of other variables. These include HRM sophistication and several organisational characteristics. The linkages to business performance are also explored. The empirical evidence to validate this model was derived from a 114‐company respondent survey. Key findings are that organisational characteristics impact on the adoption of competencies, particularly company size and length of time in operation. Another finding is the effect of HR sophistication on the incidence of competency frameworks at company level. Organisations which already have sophisticated and well resourced HR processes in place are more likely to use competencies. The final finding relates to organisational performance. Organisations which are performing well are more likely to adopt competencies. This might also be interpreted as meaning that organisations which adopt competencies are more superior performers, although the cross‐sectional evidence presented here does not allow us to make this assertion with full confidence.