Jos Benders, Robert‐Jan van den Berg and Mark van Bijsterveld
Business process re‐engineering (BPR) is described as a management fashion. Manage‐ment fashions are introduced on the market for management knowledge by fashion‐setters, who are…
Abstract
Business process re‐engineering (BPR) is described as a management fashion. Manage‐ment fashions are introduced on the market for management knowledge by fashion‐setters, who are often consultants. Characteristic for management fashions are multi‐interpretability and promises of performance improvements. The demand for and supply of management fashions is constituted in iterative cycles. By drawing on primary and secondary data, we show how Dutch consultants handle the management fashion BPR. They tend to be highly pragmatic in using this fashionable label. In close interaction with clients, elements of the original BPR concept are dropped and notions of other concepts are included in what are called “BPR‐projects”. The label “BPR” is used for commercial reasons, yet it is easily decoupled from the original concepts and coupled to notions of other concepts. The consequences of these findings for the current literature on management fashions are discussed.
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Debbie Marianne Tromp and Robert Jan Blomme
– The purpose of this paper is to discuss the impact of leadership styles on negative work-home interference among highly educated employees in the hospitality industry.
Abstract
Purpose
The purpose of this paper is to discuss the impact of leadership styles on negative work-home interference among highly educated employees in the hospitality industry.
Design/methodology/approach
A survey was conducted among a sample of 126 highly educated hospitality employees working in various different companies. Hierarchical regression analyses were carried out to examine the effects of leadership styles, work-home arrangements and overtime on perceived negative work-home interference.
Findings
Autocratic leadership style, working overtime and a lack of work-home arrangements contributed significantly to negative work-home interference.
Research limitations/implications
The study was conducted with a limited sample in a relatively limited part of the sector. Further research is needed in other layers of hospitality organisations.
Practical implications
The findings provide insight into the impact of leadership on negative work-home interference. A variety of studies have identified negative work-home interference as an important precursor for employee turnover, and this study helps managers in developing beneficial management styles as well as HR policies to address negative work-home interference and its subsequent organisational effects.
Originality/value
What is new in this paper is the measurement of leadership style in relation to negative work-home interference in the hospitality industry. In addition, next to charismatic and transactional leadership styles, autocratic leadership style is taken into account.