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Article
Publication date: 1 February 1996

Onne Janssen and Evert van de Vliert

A hidden issue is whether the more de‐escalatory behavior of cooperatively‐motivated compared to competitively‐motivated conflict parties is the result of less concern for one's…

1379

Abstract

A hidden issue is whether the more de‐escalatory behavior of cooperatively‐motivated compared to competitively‐motivated conflict parties is the result of less concern for one's own goals, more concern for the other's goals, or both. A scenario study and a simulation experiment among undergraduate students confirmed the hypothesis that the difference in other‐concern is the critical explanator. The stronger other‐concern of cooperatively‐motivated compared to competitively motivated parties fostered more accommodating, more problem solving, more compromising, and less forcing, resulting in more de‐escalation or less escalation.

Details

International Journal of Conflict Management, vol. 7 no. 2
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 22 February 2021

Yufang Huang and Xin Chen

As personalized work arrangements, idiosyncratic deals can activate employees’ energy and thus affect their innovative performance. The purpose of this study was to examine…

793

Abstract

Purpose

As personalized work arrangements, idiosyncratic deals can activate employees’ energy and thus affect their innovative performance. The purpose of this study was to examine whether employee vitality mediates the relationships between two different types of idiosyncratic deals and the innovative performance of employees and whether the mediating effects are moderated by employees’ age.

Design/methodology/approach

Matched data were collected from 620 employees and their direct supervisors who work in two large Chinese technology R&D organizations.

Findings

Results indicate that two different types of i-deals (task and work responsibilities i-deals and flexibility i-deals) are positively related to the innovative performance of employees and that vitality mediates those relationships. Further, chronological age enhances the positive relationship between task and work responsibilities i-deals and vitality, and it enhances the indirect effect that task and work responsibilities i-deals relate to the innovative performance of employees through vitality. However, the results of this study indicate that the moderating effect of chronological age on flexibility i-deals and vitality, as well as the moderated mediation effects of vitality on the relationship between flexibility i-deals and the innovative performance of employees, did not meet the standard for significance.

Originality/value

Based on the cognitive evaluation theory, this study explores more deeply the mechanism by which task and work responsibilities i-deals and flexibility i-deals activate employees’ energy and thus influence their innovative performance. In addition, this study comprehensively considers the moderating effect of chronological age, an important demographic variable, on the mechanism of idiosyncratic deals.

Details

Chinese Management Studies, vol. 15 no. 4
Type: Research Article
ISSN: 1750-614X

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Book part
Publication date: 9 August 2017

Milou Habraken and Tanya Bondarouk

This chapter aims to encourage and guide smart industry HRM-related research by addressing upcoming challenges developed using a job design lens.

Abstract

Purpose

This chapter aims to encourage and guide smart industry HRM-related research by addressing upcoming challenges developed using a job design lens.

Methodology/approach

The challenges are constructed based on a developed overview of the existing body of work related to job design and a description of smart industry.

Research implications

The challenges are meant as an indication of the issues that arise within job design due to smart industry and, in so doing, suggest directions for future research in this specific field. Additionally, through laying out challenges for this particular example, the chapter encourages scholars to consider the possible impact of smart industry within other HRM areas.

Details

Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

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Article
Publication date: 4 January 2016

Hans P. Giltaij, Paula S. Sterkenburg and Carlo Schuengel

The purpose of this paper is to describe the mental and intellectual developmental status of children with combined intellectual disabilities, reactive attachment disorder (RAD)…

543

Abstract

Purpose

The purpose of this paper is to describe the mental and intellectual developmental status of children with combined intellectual disabilities, reactive attachment disorder (RAD), and/or disinhibited social engagement disorder (DSED), and to describe the presence of comorbid diagnoses.

Design/methodology/approach

The study included 55 children that were referred for psychiatric consultation due to low intellectual functioning (borderline or mild; IQ 50-84). Attachment diagnoses were based on the Clinical Observation of Attachment (COA) procedure. Development was measured with the Dutch version of the Vineland Adaptive Behaviour Scales. Psychopathology was measured with the DISC-IV and AUTI-R. Emotional and behavioural problems were measured with the Dutch version of the Developmental Behaviour Checklist.

Findings

Children with and without attachment diagnoses had similar IQs. However, children with disturbed attachment, RAD, and/or DSED had lower levels of adaptive behaviour than those without attachment diagnoses. No comorbidity was associated with autism or ADHD. However, 80 per cent of children with RAD and/or DSED were also diagnosed with ADHD. Parents of children with DSED often reported disruptive anti-social behaviour.

Practical implications

Children with RAD and/or DSED may have unused developmental potential. Disturbed attachment should be considered in some cases of ADHD.

Originality/value

Findings suggested that diagnostic expertise provided added value for distinguishing disordered attachment in young clients with intellectual disability.

Details

Advances in Mental Health and Intellectual Disabilities, vol. 10 no. 1
Type: Research Article
ISSN: 2044-1282

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Article
Publication date: 11 July 2019

Devi Yulia Rahmi and Nurul Indarti

This study aims to examine the role of knowledge sharing as a mediating variable on the effect of cognitive diversity on team innovation. Additionally, the study also tests the…

1739

Abstract

Purpose

This study aims to examine the role of knowledge sharing as a mediating variable on the effect of cognitive diversity on team innovation. Additionally, the study also tests the role of a moderating variable team climate on the relationship between cognitive diversity and knowledge sharing.

Design/methodology/approach

The study used an explanatory approach to test the hypothesis. A survey with structured questionnaires was distributed to 39 creative teams between radio and television broadcasting institutions in the Province of Yogyakarta, Indonesia.

Findings

The current study shows cognitive diversity has a significant association with knowledge sharing, and knowledge sharing positively associated with team innovation. The findings of this study indicate that team climate moderates the relationship between cognitive diversity and knowledge sharing. Additionally, knowledge sharing is found not to be a significant mediation on the relationship between cognitive diversity and team innovation.

Research limitations/implications

The study promises to examine how diverse teams work particularly in the context of creative teams in radio and television broadcasting institutions. However, this study only focuses on relationships; it does not examine the processes underlying those relationships. This study implies for future research agenda focusing on the mechanism affecting the relationships. Additionally, examining the relationship model in the context of a less-creative team such as banking industry could also a call for future research.

Practical implications

The results of the study contribute to managerial implications which suggest that to enhance team innovation, a team leader must design a comfortable working climate that stimulates productive knowledge sharing.

Originality/value

The study provides a comprehensive understanding of knowledge sharing and team climate on the relationship between cognitive diversity and team innovation, which are missing in previous empirical studies. Then, the study is relevant because of inconclusive findings from past studies examining the relationship between cognitive diversity and team innovation.

Details

Team Performance Management: An International Journal, vol. 25 no. 5/6
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 11 September 2017

Stephen Ayodele Odewale, Jacob Ademola Sonibare and Lukuman Adekilekun Jimoda

Recent developments in the electricity generation sector of Nigeria necessitated the re-assessment of its contribution to air emission level in the country as information provided…

255

Abstract

Purpose

Recent developments in the electricity generation sector of Nigeria necessitated the re-assessment of its contribution to air emission level in the country as information provided by previous inventory is nearly out-of-date. The purpose of this paper is to quantify the carbon dioxide (CO2) emissions generated from existing thermal power plants in the country.

Design/methodology/approach

Thermal power plants in Nigeria and their installed capacities were identified, and estimation of CO2 emission from each of the plants was carried out using the emission factor method. In addition to the direct emissions generated through the combustion operation of the power plants, indirect emissions resulting from upstream activities such as extraction, production, and transportation of fuels consumed by the thermal power plant was determined using the same method.

Findings

In total, 40 thermal power plants are currently operational in Nigeria. Additional 18 thermal plants are at different stages of completion. The operational thermal plants have average generation output of 40 percent of their installed capacity and produce 87.3 million metric tonne (mmt)/annum CO2 emissions. In total, 66.9 percent of the estimated emissions are direct emissions, i.e. fuel combustion emissions; the rest are indirect emissions. Additional 67.9 mmt was estimated as expected overall emissions from the thermal power plants under construction. Considering the global warming potential of CO2, proactive measures must be taken to regulate its emissions from the country’s thermal power plants.

Originality/value

This paper bridged the information gap existing in the emission inventory from the Nigeria electricity sector by providing up-to-date data on the contribution of the sector to greenhouse gas emission level in the country.

Details

Management of Environmental Quality: An International Journal, vol. 28 no. 6
Type: Research Article
ISSN: 1477-7835

Keywords

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Article
Publication date: 10 June 2014

Dana Yagil

Prior theoretical research focuses primarily on inauthentic emotional displays during the enactment of service roles, in the form of emotional labour, with little attention paid…

1687

Abstract

Purpose

Prior theoretical research focuses primarily on inauthentic emotional displays during the enactment of service roles, in the form of emotional labour, with little attention paid to factors that promote genuine emotional expressions during employees’ customer interactions. The purpose of this paper is to propose a model in which employee trust in the supervisor leads to more authentic emotional displays. Supervisors’ positive and negative affectivity constitute antecedents of this trust.

Design/methodology/approach

To analyse the data, collected from supervisors and employee–customer dyads, this study used hierarchical linear modelling.

Findings

Trust in the supervisor relates to authentic emotional displays in service encounters, according to both employees’ self-reports and customers’ evaluations. Supervisors’ positive affectivity relates positively to employees’ trust; trust mediates the relationship of affectivity with employees’ authentic emotional displays.

Practical implications

Positive supervisor affectivity and employee trust in the supervisor influence employee authenticity, and customers notice employees’ authenticity during service encounters.

Originality/value

This study advances understanding of the factors that enhance employees’ authenticity in service interactions while also contributing to understanding of the role of the supervisor in service organizations.

Details

Journal of Service Management, vol. 25 no. 3
Type: Research Article
ISSN: 1757-5818

Keywords

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