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The purpose of this paper is to describe how one group of ADVANCE Project researchers investigated faculty co-authorship networks to identify relationships between women’s positions in these networks, their research productivity and their advancement at the university – and to make those relationships transparent.

Multiple methods for capturing faculty network data were evaluated, including collecting self-reported data and mining bibliometric data from various web-based sources. Faculty co-authorship networks were subsequently analyzed using several methodologies including social network analysis (SNA), network visualizations and the Kaplan–Meier product limit estimator.

Results suggest that co-authorship provides an important way for faculty to signal the value of their work, meaning that co-authoring with many others may be beneficial to productivity and promotion. However, patterns of homophily indicate that male faculty tend to collaborate more with other men, reducing signaling opportunities for women. Visualizing these networks can assist faculty in finding and connecting with new collaborators and can provide administrators with unique views of the interactions within their organizations. Finally, Kaplan–Meier survival studies showed longitudinal differences in the retention and advancement of faculty based on gender.

Together, these findings begin to shed light on subtle differences that, over time, may account for the significant gender disparities at STEM institutions, patterns which should be investigated and addressed by administrators. Lessons learned, as well as the novel use of SNA and Kaplan–Meier in investigating gender differences in STEM faculty, provide important findings for other researchers seeking to conduct similar studies at their own institutions.

The purpose of this paper is to examine to what extent service delivery in the Canadian federal government actually improved after a decade of reform efforts, and how employee empowerment accounted for any improvements that arose.

Five focus group interviews were conducted in 2002 with federal government employees involved in service delivery. Interview transcripts were content analyzed. The employee empowerment and service quality literatures, including critical perspectives, provide the theoretical underpinnings of the study.

Productivity and service enhancement did materialize, but little empowerment occurred. Work intensification was revealed. The shortcomings of applying private sector‐style definitions of productivity to the public sector were identified.

Study findings have limited generalizability due to small sample size. Findings must be verified through additional research. Comparative findings from countries that introduced service reforms more comprehensively than did Canada would be of interest.

Public sector efforts to improve service delivery should address possible material barriers affecting service delivery and pay more attention to employee needs. The efficacy of quantitative performance targets should be re‐examined.

The outcomes of a public service reform initiative intended to improve service quality by allegedly empowering front‐line workers are presented from an employee perspective. As there is limited empirical research done on this topic from that perspective it should be of general interest to researchers in the fields of public policy and human resources management.

Information management practice falls under various themes: vision and policy, change implementation, alignment of strategies to information technology (IT), business process re‐engineering, the review of new systems and IT infrastructure. It has been found from exploratory case studies in the construction industry that the current management of information is characterized by systems in which: (1) information exchange between project parties is limited to paper, a medium in which retrieval is very slow and inefficient; (2) functional departments maintain their own data structured to suit their particular needs; (3) most information searching and transfer between project parties and clients are paper based, providing constant source of delays; (4) no efficient interfaces exist between departmental systems to access information electronically;and (5) the impact of IT investment to date has been limited. These characteristics can be first traced to the general lack of coherent management policy and vision on information management. Also, although construction is a distinctly collaborative business environment, for historical, cultural and legal reasons, there is no desire to consider seriously the use of collaborative IT tools. Thirdly, although there is a degree of knowledge of business process evaluation and improvement techniques such as business process re‐engineering (BPR), it appears there is less confidence for management to adopt such tools in its drive to solve information management problems. Finally, the lack of progress in adopting IT to widely improve communication is related to the fact that until now stand‐alone departmental systems have been the norm. Above all, the culture of the industry dictates that each function maintains total independence in all aspects including information retrieval and exchange. The result is that experience of implementing corporate IT systems is lacking and it is clearly affecting the ability to examine the potential of emerging IT or appraise current infrastructure.

Traditional management theory is grounded in the concept of bureaucracy which provides a platform for managers to control behavior. When behavior is controlled, personal freedom and the ability to innovate are curtailed, yet creativity is a key driver competitive advantage. Creativity is unleashed when individuals are provided with the opportunity to express their individual freedom, when they feel their actions make a difference. Organizations, bounded only by economic motives, fail to provide such an environment, but when an organization extends its focus to encompass society and the environment, members of the organization can be inspired to share the dream of the organization. This paper explores the traditional management concepts, and presents the reader with a philosophy that both encourages individual freedom and maintains an ordered society. The paper concludes by applying the philosophy to a model for organization design, which facilitates individual freedom and retains the controls necessary to meet performance targets.

The aim of this paper is to address three broad questions: Are preferences for branding attributes similar for entry and for retention? Are there generational and career stage differences in one's entry and exit priorities? How is current satisfaction with brand image attributes related to overall commitment, satisfaction and retention?

This paper reports on the results of a survey of 144 workers employed at 37 day care centers in a medium sized Canadian city.

Although the level of respondents' priorities for entry and exit differed, most priorities remained in the same order. However, their perspectives were more disaggregated for entry than for exit, where branding attributes were more strongly correlated. Consistent with the exploration stage of career development, younger people planned to stay a shorter length of time with a particular center.

This study includes only child care workers in a small geographic region. Future research should be undertaken in larger scale firms that also offer greater heterogeneity in professions as well as career options. Also, a longitudinal study that follows new entrants for several years, using both instrumental and symbolic measures, would provide information on what attracted individuals and what influenced their intention to leave.

Although there were few differences by age or career stage, the variation within each factor suggests that a brand image may need to be relatively broad to accommodate diversity. HR practitioners can use the practice symbolic pattern to build and maintain a culture that is attractive to present and prospective employees. The opposite symbolic practice pattern may help current employees understand reasons for new practices.

Organizations face significant challenges in designing programs for recruitment and retention. This study considers how employees' to two questions – “why do people enter the organization” and “why do people remain?” – may differ.

The purpose of this paper is to discuss process philosophy’s potential contributions to understanding and investigation of innovation processes associated with organizational contexts.

The paper is a theoretical piece that examines the concept of process philosophy by relating it to the relevant literature and use of examples.

In particular, the authors develop some ideas and encourage future discussion around two aspects: process philosophy-oriented conceptualizations of innovation processes and process philosophy-oriented methods of investigation about innovation processes. The authors conclude that more process philosophy-oriented research of innovation processes must be conceptually multidimensional and methodologically performative.

There is a recent claim about a “process turn” within organization studies, which is partly represented by attempts to develop and apply a deeper meaning of process. The presentation of the concept is novel, and does add to the literature. These aspects provide clarification regarding implications of thinking and enquiring procedurally into innovation processes.

Learning capability improves knowledge resources fosters innovative capabilities and firm competitiveness. The study aims to examine the human resource management (HRM) practice and employee creativity relationship using organizational learning capability (OLC) as a mediating variable.

Data were collected from 67 small-sized and 96 medium-sized firms. Confirmatory factor analysis was applied to establish construct validity and reliability. Structural equation modeling was used to evaluate the proposed model and hypotheses.

The results show that performance appraisal and employee creativity were positively related. Employee participation and employee creativity were positively related. Compensation and employee creativity were nonsignificantly related. OLC mediates the performance appraisal and employee creativity relationship. Similarly, OLC mediates the employee participation and employee creativity relationship. However, OLC did not mediate the compensation and employee creativity relationship.

Due to the research’s SME focus and cross-sectional data, the finding’s generalizability will be constrained.

The findings of the study would be useful to policymakers, stakeholders and management of SMEs in developing a supportive learning climate that promotes experiential and continuous learning cultures to ensure strategic capabilities, sustainable competitive advantage and innovativeness.

The study contributes to the extant literature on OLC, HRM practices and employee creativity by empirically evidencing that OLC mediates the performance appraisal, employee participation and employee creativity relationship.

This study explores the strategies for promoting sustainable development (SD) adopted by the higher education institutions (HEIs) associated with the QualEnv University Consortium (QualEnv). The research examines actions in three main domains: teaching, research and outreach. This study aims to understand better how these strategies are applied and their impact on achieving the Sustainable Development Goals (SDGs). The results of this study can potentially contribute to the effectiveness of action plans for SD in HEIs and provide valuable insights for other institutions and stakeholders.

The study was based on institutionalizing sustainability research and practices in QualEnv HEIs. In this process, the research used participant observation for data collection. Data was collected through documentary research and a literature review. The data were analyzed qualitatively.

The results allowed understanding sustainability in all three areas. In teaching, most attention was paid to implementing the SDGs in the curricula and various courses at the institutions. Strategies for qualifying publications and greater dissemination and involvement of research initiatives with the SDGs were sought in research. In outreach, the means and activities the HEIs adopt to reach out to the internal and external (surrounding) communities concerning the SDGs and the search for their propagation and implementation were notable. Many of the actions result from changes to existing processes, which have been given a close look by the institutions with a view to improvement.

This study discusses the practical implications for HEIs to plan and implement SD in their teaching, research and outreach activities. It also demonstrates the effort to improve initiatives to work on education for sustainability, as it shows how the institutions belonging to the QualEnv consortium have planned their strategies to contribute to SD.