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Article
Publication date: 17 September 2024

Narciso Antunes, Ana Simaens and Patrícia Costa

This research aims to investigate post-forest fire perceptions of businesses towards the environment as a stakeholder. Through interviews with affected businesses, the authors aim…

45

Abstract

Purpose

This research aims to investigate post-forest fire perceptions of businesses towards the environment as a stakeholder. Through interviews with affected businesses, the authors aim to understand whether disasters prompt sustainability prioritisation beyond legal or market demands, shedding light on potential shifts in environmental attitudes and decision-making processes.

Design/methodology/approach

The authors used qualitative methods to investigate post-disaster shifts in environmental perceptions. Using site visits, preparatory meetings and semi-structured interviews between October 2017 and April 2021, the authors gained insights into destruction, recovery efforts and stakeholder perspectives. Content analysis provided valuable decision-making insights, particularly in understanding the landscape dominated by SMEs reliant on short-term strategies.

Findings

Interviews revealed varied perspectives on stakeholder recognition, especially concerning the natural environment. Although some managers promptly acknowledged stakeholder groups, the recognition of the natural environment as one varied. Concerning the natural environment as a stakeholder, responses ranged from ecological acknowledgment to denying its stakeholder status. Despite differing views, many agreed on the forest's importance, especially for resource-reliant industries. The findings suggest that although many decision makers verbally acknowledge the natural environment as a stakeholder, their actions reveal the opposite.

Research limitations/implications

The limitations are the COVID-19 pandemic in the data research phase. The methodology applied (qualitative) can be a limitation in itself and the authors recommend further research, applying mixed or quantitative methods. The research covers one event in one country. It is relevant to test our questions and conclusions in other countries/after other natural disasters. Incorporating other stakeholders' views and exploring alternative theories could enhance understanding and challenge existing results.

Practical implications

This study holds practical implications for understanding the relationship between organisations and the natural environment, particularly in recognising it as a stakeholder. By acknowledging the environment as a stakeholder, organisations can mitigate the effects of future natural disasters, as well as reducing their environmental footprints. Implementing these insights can lead to more informed decision-making processes and contribute to more effective resources and stakeholder management.

Social implications

Recognizing the environment as a stakeholder fosters environmental consciousness and community engagement. Addressing the natural environment as such enhances the ownership and responsibility of the surrounding natural environment.

Originality/value

The study's originality lies in its exploration of organisational responses to natural disasters, particularly in recognizing the environment as a stakeholder. It offers unique insights into decision-making processes and attitudes towards environmental responsibility, contributing to advancing understanding and informing strategies for sustainable disaster management on a global scale.

Details

Social Responsibility Journal, vol. 20 no. 10
Type: Research Article
ISSN: 1747-1117

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Article
Publication date: 15 August 2017

Patrícia Lopes Costa, Ana Margarida Passos, Arnold B. Bakker, Rafael Romana and Cláudia Ferrão

The aim of this study is to describe work-engaged teams in terms of interpersonal interaction.

1581

Abstract

Purpose

The aim of this study is to describe work-engaged teams in terms of interpersonal interaction.

Design/methodology/approach

Six teams (N = 31 individuals) were videotaped during a decision-making task, for one hour. Based on a priori defined categories, the authors coded the videos in terms of the degree of interaction between team members, the physical distance between members, the degree of team’s activation and the valence of their interaction. The videos were also coded in terms of motivational and affective processes. Team work engagement was assessed using questionnaires.

Findings

Highly engaged team members work physically close and have an increment on their interactions up until the task’s temporal midpoint. They have an initial peak of activation and show more positive emotional valence in the first and the last moments of the task. The most interpersonal processes used are affective. The worst performing team had the highest initial interaction levels followed by an abrupt decrease both in their levels of interaction and in their levels of activation. Simultaneously, they present higher peaks of positive emotional valence.

Practical implications

Although engaged teams are essentially characterized by the presence of positive interactions, it is fundamental to alternate more “exited” and fun moments with more task focused ones and collective interaction moments with individual work.

Originality/value

This study answers to Kozlowski and Chao’s (2012) call for studying emergence in a more direct way, using qualitative analysis of video data.

Details

Team Performance Management: An International Journal, vol. 23 no. 5/6
Type: Research Article
ISSN: 1352-7592

Keywords

Available. Open Access. Open Access
Article
Publication date: 17 May 2023

Isabelle Fisher and Patrícia Costa

This study aims to explore how individual personal growth initiative (PGI) mediates the relationship between a positive error orientation and job crafting. Furthermore, it…

4160

Abstract

Purpose

This study aims to explore how individual personal growth initiative (PGI) mediates the relationship between a positive error orientation and job crafting. Furthermore, it explores the moderating role of the feedback from the leader in this relationship.

Design/methodology/approach

Data was collected through a survey conducted on 209 international employees from multiple occupations.

Findings

A positive error orientation is indirectly related to job crafting through its relationship with PGI. Also, feedback from leadership has a negative effect on the relationship between a positive error orientation and PGI. Indeed, the mediation effect of PGI on the relationship between a positive error orientation and job crafting loses significance when the leadership feedback is high.

Practical implications

As far as job crafting is concerned, it is essential to develop an error management culture to promote proactive behaviors among individuals.

Originality/value

Although the literature tends to highlight the positive effects of receiving feedback from the leader on employee’s professional development, this paper highlights the potential detrimental effects of leader feedback on PGI, therefore opening a new interesting area that demands attention.

Details

The Learning Organization, vol. 30 no. 4
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 22 July 2020

Sultan Serkan Cakiroglu, António Caetano and Patrícia Costa

The purpose of this study is to explore the military team members’ (mid-senior multinational officers’) perceptions of shared leadership and analyze the facilitation of shared…

584

Abstract

Purpose

The purpose of this study is to explore the military team members’ (mid-senior multinational officers’) perceptions of shared leadership and analyze the facilitation of shared leadership in military teams.

Design/methodology/approach

The sample size was 20 interviewees that participants must hold leadership positions at the mid-senior management level and from NATO member countries. To analyze the data, the authors used Gioia’s thematic analysis methodology (Gioia et al., 2013) and manual coding rather than computer usage for the analysis, due to the small data pool and their proficiency in literature.

Findings

Complexity and the new information era force military organizations toward the change and that with shared leadership they can even change the organization’s culture. The final framework highlights five main dimensions that emerged from mid-multinational military officers’ experience: driving forces of change, triggers to shared leadership, specific cases shared leadership, operational team environment and operational team characteristics. Results of the study supported that driving forces of change comprised the primary factor affecting shared leadership in military project teams.

Practical implications

The Headquarter environment (strategic and operational planning) and planning were critical factors for the successful implementation and development of shared leadership in military project teams. Thus, military organizations could easily implement the shared leadership approach in the military research teams and planning teams.

Originality/value

The authors present a framework of leadership change context for military teams, which depicts how shared leadership could be implemented differently in military teams.

Details

Team Performance Management: An International Journal, vol. 26 no. 5/6
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 17 August 2021

Pedro Marques-Quinteiro, Sjir Uitdewilligen, Patricia Costa and Ana Margarida Passos

This paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams.

854

Abstract

Purpose

This paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams.

Design/methodology/approach

Study 1 regarded 210 individuals (N = 44 teams) executing five decision-making tasks. Study 2 regarded 60 individuals (N = 20 teams) executing four decision-making tasks. Study 1 was longitudinal, with no experimental manipulation. Study 2 had an experimental longitudinal design comprising two between-team manipulations: medium of communication and team reflexivity; the outcome was team performance improvement.

Findings

Study 1’s results show that team reflexivity positively moderates the effect of virtuality on team performance improvement over time. Study 2’s results shows that a reflexivity manipulation benefits face-to-face teams more so than virtual teams, probably because team reflexivity is more effective when media richness is high.

Originality/value

The implications of reflexivity’s lack of effect in low virtuality (Study 1) and high virtuality (Study 2) teams are discussed. This study contributes to the team learning and virtual teams’ literatures by expanding current knowledge on how team reflexivity can facilitate team learning under face-to-face versus virtual communication conditions.

Details

The Learning Organization, vol. 29 no. 1
Type: Research Article
ISSN: 0969-6474

Keywords

Available. Content available
Article
Publication date: 9 March 2015

Petru Lucian Curseu

3798

Abstract

Details

Team Performance Management, vol. 21 no. 1/2
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 1 February 2005

Patrícia Dockhorn Costa, Luís Ferreira Pires and Marten J. van Sinderen

Context‐aware services platforms aim at supporting the handling of contextual information in order to provide better user‐tailored services. This paper proposes a novel services…

247

Abstract

Context‐aware services platforms aim at supporting the handling of contextual information in order to provide better user‐tailored services. This paper proposes a novel services platform architecture to support mobile context‐aware applications, giving emphasis to the configurability of the platforms generic functionality. The paper introduces concepts and a language to cope with configurability aspects. The paper also reports on the implementation of a prototype, which implements a Web services‐based context‐aware services platform that runs on top of 3G networks.

Details

International Journal of Pervasive Computing and Communications, vol. 1 no. 1
Type: Research Article
ISSN: 1742-7371

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Article
Publication date: 9 May 2016

Patrícia Lopes Costa, Ana Margarida Passos and Arnold B. Bakker

– The purpose of this paper is to test whether work engagement can be predicted by two core dimensions, energy and involvement, both at the individual and team levels.

2395

Abstract

Purpose

The purpose of this paper is to test whether work engagement can be predicted by two core dimensions, energy and involvement, both at the individual and team levels.

Design/methodology/approach

Based on the circumplex model of affective well-being (Russell, 1980), the authors propose the work engagement grid and collect data on individual and team work engagement (TWE) from two different samples (n=1,192 individuals).

Findings

Results show a significant positive relationship between the individual engagement grid and individual work engagement. However, only the energy dimension significantly predicted TWE. The authors also provide evidences for the relationship between the engagement grid and related variables (e.g. adaptive performance, team cohesion, satisfaction), and show that the combination of energy and involvement present smaller correlations with those variables than the complete engagement scales.

Research limitations/implications

Data were collected from simulation samples, therefore generalization of the findings must be done with caution. The findings allow for developing a brief measure of work engagement, particularly useful for longitudinal or diary study designs.

Practical implications

When teams are the work unit, the displays of energetic behaviors ought to be fostered in order to boost collective engagement.

Originality/value

The authors add to the existing literature on work engagement, concluding that individual and team-level work engagement have structural differences between them, with the collective construct being dependent on external manifestations of energy, and that individual work engagement needs a cognitive component of absorption in order to foster performance.

Details

Journal of Managerial Psychology, vol. 31 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Available. Content available
Book part
Publication date: 29 October 2024

Free Access. Free Access

Abstract

Details

Intercultural and Inclusive Education in Latin America
Type: Book
ISBN: 978-1-83753-141-7

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Article
Publication date: 9 March 2015

Patrícia Lopes Costa, Ana Margarida Passos and M. Clara Barata

– The purpose of this article was to examine how individual positive emotions and team work engagement (TWE) relate to the perceptions of team viability.

1308

Abstract

Purpose

The purpose of this article was to examine how individual positive emotions and team work engagement (TWE) relate to the perceptions of team viability.

Design/methodology/approach

A total of 254 teams (N = 1,154 individuals) participated in this study, and a multilevel analysis was conducted of the effects of individual and team-level factors.

Findings

The multilevel analysis results suggest a partial compensatory effect. High levels of individual positive emotions and high TWE are associated with a positive effect on the perceptions of team viability. Simultaneously, being part of a highly engaged team has a protective effect on perceptions of team viability, when individuals experience low levels of positive emotions.

Research limitations/implications

As the study was conducted with teams involved in a management simulation, generalizing the results to “real world” teams must be done with caution.

Practical implications

Nonetheless, these findings have important implications for managers of work groups. They highlight the need to consider collective states of work groups as relevant for their effectiveness, and suggest that promoting positive interactions between team members may result in gains in team viability perceptions, mostly when individual emotions are less positive.

Originality/value

We consider both individual and collective affective experiences at work, and focus on a less studied outcome, team viability. Additionally, we empirically demonstrate the relevance of collective states of teams for team members’ individual perceptions, as a top-down influence mechanism.

Details

Team Performance Management, vol. 21 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

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