Paul Barrett, John Gaskins and James Haug
Leadership development is a significant organizational investment and is considered a foundation for a culture change process. In a highly disruptive environment, higher education…
Abstract
Purpose
Leadership development is a significant organizational investment and is considered a foundation for a culture change process. In a highly disruptive environment, higher education administrators are investigating the potential benefits of this investment. Specifically, while the great recession was underway in 2010, and with a backdrop of continuous enrollment decline, a business school in a public university in the USA utilized an experimental design to test a globally recognized business model for leadership development and its impacts on leadership effectiveness. The paper aims to discuss these issues.
Design/methodology/approach
The intervention included a two-day training session followed by a year-long process for cementing in learning, while examining ensuing leadership effectiveness. Potential control variables in the model included measures of four dimensions of leadership fitness which were defined as the physical, socio-emotional, spiritual and mental dimensions. When the leadership development intervention showed promising results the business school forged ahead to implement a culture change process based on the leadership development intervention to foster teamwork and innovation.
Findings
As a longitudinal implementation and assessment process, subsequent results of the culture change process spurred year over year increases in enrollments, student retention, student placement, along with consistently escalating faculty research and academic program rankings. The culture change process spread organically from the business school throughout the university as a whole with similar positive impacts.
Research limitations/implications
Implications, including an assertion that leadership development is a viable tool for higher education’s organizational sustainment are discussed.
Originality/value
Future research opportunities of institutional outcomes in higher education due to a systemic investment in annual culture enhancement are also discussed.
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This paper describes the efforts of an academic and practitioners to work together to improve the care of people with a dual diagnosis within one acute mental health care ward…
Abstract
This paper describes the efforts of an academic and practitioners to work together to improve the care of people with a dual diagnosis within one acute mental health care ward. The project was informed by a practitioner action research approach. The group sought to build alliances between academics and practitioners to address problems in practice. The paper focuses on the outcomes for the nurses and trainers, as well as considering its impact on overall care delivery.
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This paper describes a project developed to help an inpatient mental health team improve their care of service users with comorbid mental health and substance misuse problems. The…
Abstract
This paper describes a project developed to help an inpatient mental health team improve their care of service users with comorbid mental health and substance misuse problems. The project aims to enable team members to become active participants in improving their own practice through use of a practitioner action research model.
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Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
The theft of intellectual property is as old as invention and private enterprise themselves. The Chinese guarded their monopoly on silk production with terrifying fanaticism, putting anyone who challenged them to death. But even the ultimate threat was not enough to safeguard their secrets forever. About 1,800 years ago, monks smuggled silkworm eggs out of China in bamboo walking sticks. The first steps had been taken to breaking an early Chinese monopoly.
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Social implications
Provides strategic insights and practical thinking that can have a broader social impact.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
A statement from Michell (Michell, J., “Normal science, pathological science, and psychometrics”, Theory and Psychology, Vol. 10 No. 5, 2000, pp. 639‐67), “psychometrics is a…
Abstract
A statement from Michell (Michell, J., “Normal science, pathological science, and psychometrics”, Theory and Psychology, Vol. 10 No. 5, 2000, pp. 639‐67), “psychometrics is a pathology of science”, is contrasted with conventional definitions provided by leading texts. The key to understanding why Michell has made such a statement is bound up in the definition of measurement that characterises quantification of variables within the natural sciences. By describing the key features of quantitative measurement, and contrasting these with current psychometric practice, it is argued that Michell is correct in his assertion. Three avenues of investigation would seem to follow from this position, each of which, it is suggested, will gradually replace current psychometric test theory, principles, and properties. The first attempts to construct variables that can be demonstrated empirically to possess a quantitative structure. The second proceeds on the basis of using qualitative (non‐quantitatively structured) variable structures and procedures. The third, applied numerics, is an applied methodology whose sole aim is pragmatic utility; it is similar in some respects to current psychometric procedures except that “test theory” can be discarded in favour of simpler tests of observational reliability and validity. Examples are presented of what future practice may look like in each of these areas. It is to be hoped that psychometrics begins to concern itself more with the logic of its measurement, rather than the ever‐increasing complexity of its numerical and statistical operations.
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Sunyoung Cho, Lars Mathiassen and Michael Gallivan
The purpose of this paper is to help explain the paradox between the high potential of telehealth innovations and their slow diffusion by investigating the challenges involved in…
Abstract
Purpose
The purpose of this paper is to help explain the paradox between the high potential of telehealth innovations and their slow diffusion by investigating the challenges involved in a successful case.
Design/methodology/approach
The paper is based on a longitudinal study of a telestroke program from 2003‐2007 seen from the point‐of‐view of the inventors. The program was initially used by a network of hospitals; it faced several challenges when the inventors sought to diffuse it to a broader marketplace; but, the inventors eventually succeeded to create a viable technology and business model.
Findings
The authors offer a process model of this telehealth innovation consisting of four phases: invention, pilot test, commercialization, and penetration – with each phase demarcated by specific actors and activities. In addition, a chasm between the pilot test within a network of hospitals and the subsequent commercialization of a product aimed for the market is identified. Finally, the authors reveal how key actors negotiated the chasm to successfully diffuse the innovation beyond the initial hospital setting.
Originality/value
The paper offers two contributions. First, it contributes a new model of IT‐enabled innovation processes seen from the inventor's perspective and emphasizing the diffusion chasm as a key challenge. Second, it contributes a longitudinal, in‐depth analysis of a telehealth innovation from initial invention to successful market penetration.
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Piero Formica and Martin Curley
In the knowledge economy, greater togetherness is the prerequisite for innovating and having more: selflessness extends scope while selfishness increases limitations. But human…
Abstract
In the knowledge economy, greater togetherness is the prerequisite for innovating and having more: selflessness extends scope while selfishness increases limitations. But human beings are not automatically attracted to innovation: between the two lies culture and cultural values vary widely, with the egoistic accent or the altruistic intonation setting the scene. In the representations of open innovation we submit to the reader’s attention, selfishness and selflessness are active in the cultural space.
Popularized in the early 2000s, open innovation is a systematic process by which ideas pass among organizations and travel along different exploitation vectors. With the arrival of multiple digital transformative technologies and the rapid evolution of the discipline of innovation, there was a need for a new approach to change, incorporating technological, societal and policy dimensions. Open Innovation 2.0 (OI2) – the result of advances in digital technologies and the cognitive sciences – marks a shift from incremental gains to disruptions that effect a great step forward in economic and social development. OI2 seeks the unexpected and provides support for the rapid scale-up of successes.
‘Nothing is more powerful than an idea whose time has come’ – this thought, attributed to Victor Hugo, tells us how a great deal is at stake with open innovation. Amidon and other scholars have argued that the twenty-first century is not about ‘having more’ but about ‘being more’. The promise of digital technologies and artificial intelligence is that they enable us to extend and amplify human intellect and experience. In the so-called experience economy, users buy ‘experiences’ rather than ‘services’. OI2 is a paradigm about ‘being more’ and seeking innovations that bring us all collectively on a trajectory towards sustainable intelligent living.
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This article introduces the special issue “Beyond psychometrics: assessment for the new millennium” and further speculates on how a number of organisational trends may influence…
Abstract
This article introduces the special issue “Beyond psychometrics: assessment for the new millennium” and further speculates on how a number of organisational trends may influence selection practice in the future. These trends include the continuing emphasis on delayering, of selecting “core” strategic staff, of organisational fit, the impact of technology, the devolution and outsourcing of selection, the rise of teleworking, the questioning of Western assumptions alongside globalisation, and diversity. Developments in selection responses to these factors are identified, such as the popularity of assessment centres, psychometric tests, personality instruments and genetic testing. Some suggestions are made for possible future developments including whole team (or board) selection, the greater use of depth interviews, clinical tests of neurological functioning, and of virtual simulations, and the notion of the possession by individuals of a portable and verifiable assessment portfolio.
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Under this heading are published regularly abstracts of all Reports and Memoranda of the Aeronautical Research Council, Reports and Technical Memoranda of the United States…
Abstract
Under this heading are published regularly abstracts of all Reports and Memoranda of the Aeronautical Research Council, Reports and Technical Memoranda of the United States National Advisory Committee for Aeronautics and publications of other similar Research Bodies as issued