The case includes theoretical references to family business, organizational culture, resource-based value and leadership.
Abstract
Theoretical basis
The case includes theoretical references to family business, organizational culture, resource-based value and leadership.
Research methodology
The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants.
Case overview/synopsis
In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment.
Complexity academic level
The case is designed for a management course for upper-level undergraduates.
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Angela Wroblewski and Rachel Palmén
Gender equality plans (GEPs) are currently the preferred approach to initiate structural change towards gender equality in research organisations. In order to achieve structural…
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Gender equality plans (GEPs) are currently the preferred approach to initiate structural change towards gender equality in research organisations. In order to achieve structural change, GEPs have to be more than just a formally adopted institutional policy. Effective GEPs lead to a transformation of gendered practices and thus to structural change. This chapter presents the innovative approach developed for an H2020 structural change project and its theoretical background. We argue that due to the dual logic, which characterises academic organisations, the organisational logic and the academic logic, change is a complex endeavour. To deal with this complexity, one of the main functions of a GEP is to provide space and initiate reflexivity at an individual as well as at an institutional level. A theory of change approach supports reflexivity in all stages of a GEP as it ensures that basic assumptions of the institutional change process are questioned and reflected on by the different stakeholder groups involved in the implementation.
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Martin Connor and George Kissen
This article describes the strategy for delivering integrated care in Trafford on a whole‐systems basis. It describes an approach to integrating services across primary care…
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This article describes the strategy for delivering integrated care in Trafford on a whole‐systems basis. It describes an approach to integrating services across primary care, community health services, social services and acute care. It covers the (clinically led) process of developing the strategic framework, the principles developed and used, and the specific programme to be carried out in 2010/11.
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Rhona Flin, Paul O’Connor and Kathryn Mearns
The aviation industry recognised the significance of human error in accidents in the 1970s, and has been instrumental in the development of special training, designed to reduce…
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The aviation industry recognised the significance of human error in accidents in the 1970s, and has been instrumental in the development of special training, designed to reduce error and increase the effectiveness of flight crews. These crew resource management (CRM) programmes focus on “non‐technical skills” critical for enhanced operational performance, such as leadership, situation awareness, decision making, team work and communication. More recently CRM has been adopted by other “high reliability” team environments including anaesthesiology, air traffic control, the Merchant Navy, the nuclear power industry, aviation maintenance, and the offshore oil industry. This review paper describes the basic principles of crew resource management, then outlines recent developments in aviation and other high reliability work environments.
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Charlotte Connor, aka Charlotte Martin and Susan Carter
The introduction of female writers to The Archers in 1975 brought a new perspective to the programme, revitalising its profile and cementing its place in the British psyche. This…
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The introduction of female writers to The Archers in 1975 brought a new perspective to the programme, revitalising its profile and cementing its place in the British psyche. This ‘feminisation’ of the programme was an important turning point for the women of Ambridge with increasing focus on issues important to them. This chapter argues that until this time storylines had tended to position women in the background of farming life, their identities shaped solely in terms of their relationships with the men of the village, as homemakers, carers and love-interests. The new band of female writers meant that the women of Ambridge were able to emerge as fully-rounded characters in their own right, as professionals, farmers, business women and matriarchs, at the forefront of village life. It goes on to discuss the character and function of Susan Carter, from the writer's perspective of both a research psychologist and the actor who plays Susan. It is argued that Susan utilises gossip not only as a tool with which to create interpersonal alliances and cement friendships but also to enhance her damaged self-worth and increase her status and power as a fount of all Ambridge knowledge.
At a recent inquest upon the body of a woman who was alleged to have died as the result of taking certain drugs for an improper purpose, one of the witnesses described himself as…
Abstract
At a recent inquest upon the body of a woman who was alleged to have died as the result of taking certain drugs for an improper purpose, one of the witnesses described himself as “an analyst and manufacturing chemist,” but when asked by the coroner what qualifications he had, he replied : “I have no qualifications whatever. What I know I learned from my father, who was a well‐known ‘F.C.S.’” Comment on the “F.C.S.” is needless.
Anastasia Kulichyova, Sandra Moffett, Judith Woods and Martin McCracken
Purpose: This chapter explores the strategic role of human resource development (HRD) as a function of talent management (TM) and discusses how HRD activities can help to…
Abstract
Purpose: This chapter explores the strategic role of human resource development (HRD) as a function of talent management (TM) and discusses how HRD activities can help to facilitate more creative behaviours, in the international hospitality industry.
Approach: We focus on TM and HRD research exploring how these lenses are conceptually positioned given our current knowledge on creativity. We draw on the system-based approach to creativity and reconceptualise the creativity components by levels of flexibility/plasticity and outline how such approaches can help creative practice development.
Findings: We rationalise the existing conceptual approaches to creativity and propose a simplified model considering the developmental aspects of creativity. First, we theorise the TM/HRD strategies, such as training and development via learning, as a mechanism to connect TM/HRD to creativity in the organisational setting. We inform the current literature on whether and how creative processes emerge at work and affect creative flow in the bottom-top and top-bottom directions. Second, we advance the development of creativity theory by reconceptualising the established creativity components by degrees of flexibility/plasticity. Such re-conceptualisation allows for more nuanced examinations of organisational stimuli (i.e. training and development) on developmental conceptions of creativity.
Originality: This is the first piece of work that has investigated the fit between TM/HRD and creativity research. Our conceptual model illustrates that creativity can be promoted and developed at work by incorporating developmental initiatives such as TM/HRD.