Robert A. Reber and Jerry A. Wallin
Performance management involves using behavior modification techniques to improve organizational performance. The application of performance management to the area of occupational…
Abstract
Performance management involves using behavior modification techniques to improve organizational performance. The application of performance management to the area of occupational safety is especially well matched, since most workplace injuries can be attributed to behavioral problems (i.e., unsafe acts). This investigation further extends the growing body of literature on safety performance management to yet another industry—offshore oilfield diving. It further bridges the gap between behavior modification theory and practice by heavily incorporating in‐house personnel to implement the performance management interventions.
The current Industry 4.0 era is considered not only as a process that dominates technological developments but also as a process that influences the leadership styles. Management…
Abstract
The current Industry 4.0 era is considered not only as a process that dominates technological developments but also as a process that influences the leadership styles. Management 4.0 is essential for businesses to find and apply the appropriate technologies in the age of Industry 4.0. The leadership styles that business managers will adopt in order to be successful in this process and to survive in an intensely competitive environment can play an important role. At this point, a significant problem arises: identifying leadership styles that will bring success. In this context, the primary purpose of this chapter is to explain the modern leadership styles that business managers can adopt or follow in the age of Industry 4.0. In line with this purpose, the chapter first describes the historical development of leadership, leadership theories and modern leadership styles, such as transactional, transformational, technological, strategic, visionary and agile leadership, and all these concepts are discussed based on the Industry 4.0 perspective.
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Vijaykumar Krishnan, James J. Kellaris and Timothy W. Aurand
Auditory branding is the association of a non‐verbal, auditory identity for a brand. Sonic logos, or “sogos,” are a key element of sonic branding. This paper seeks to examine the…
Abstract
Purpose
Auditory branding is the association of a non‐verbal, auditory identity for a brand. Sonic logos, or “sogos,” are a key element of sonic branding. This paper seeks to examine the systematic influence of an objective property, the number of tones in a sogo, on consumers' willingness‐to‐pay for the associated brand.
Design/methodology/approach
A laboratory experiment was conducted to test hypotheses.
Findings
Findings suggest that the number of tones in a sogo systematically influences willingness‐to‐pay in a non‐linear manner. Sogos with very few (three) tones or numerous (nine) tones are perceived to be less valuable than sogos with a moderate number (six) tones. This influence is mediated by the fluency with which the sogos are processed.
Research limitations/implications
Although this study examines only one objective property of a sogo, it lays the theoretical foundation for a new research stream by connecting the processing fluency literature and logo literature to provide objective design guidelines for auditory branding elements. Future research could address the influence of other objective properties such as the contour (ascending/descending) of a sogo.
Practical implications
Although sogos are important and costly branding devices, their creation depends on intuition rather than objective parameters. Findings demonstrate that number of tones in a sogo systematically influences willingness‐to‐pay for the associated brand – a direct economic practical implication.
Originality/value
Despite its undeniably central role, sonic branding is a sparsely researched area. This paper demonstrates a strategic outcome for a brand leveraging sound as information.
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Arie Halachmi and Amy M. Woron
Spontaneous inter-organizational learning differs from organizational learning in that the latter relies on conflict occurring within the organization prior to action being taken…
Abstract
Spontaneous inter-organizational learning differs from organizational learning in that the latter relies on conflict occurring within the organization prior to action being taken. Inter-organizational learning suggests that organizations have the opportunity to learn from the experiences of others and proactively establish policies and regulations either preventing or lessening the chances that a similar situation will occur in their organization. The description "spontaneous" is proposed to differentiate serendipitous and intentional opportunities for learning. A public federal level case study is presented in support of spontaneous interorganizational learning.
Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.
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Bryan H. Reber, Baiba Pētersone and Bruce K. Berger
This paper aims to analyze the opinions of newsletter editors in the Sierra Club in an effort to understand the roles an editor and newsletter content play in building…
Abstract
Purpose
This paper aims to analyze the opinions of newsletter editors in the Sierra Club in an effort to understand the roles an editor and newsletter content play in building relationships in an activist setting. There are two goals: to examine editorial decision making in an activist organization; and to examine the role of interpersonal interaction as part of an organizational‐public relationship (OPR).
Design/methodology/approach
In‐depth interviews with 14 Sierra Club newsletter editors examined issues related to newsletter content choice, issue frames, sources, and mission.
Findings
The findings illustrate normative practices for grassroots gatekeepers. Editors saw their role as facilitating relationship building and activism among members. This has theoretical implications for OPR theory by suggesting a new facilitative relationship type.
Research limitations/implications
As all qualitative research, the findings of this study are not generalizable. This study is further limited because it focuses on a single organization and one communication channel.
Practical implications
Most editors suggested that content selection was based on the expertise of the editor or an editorial or executive board. This provides strategic communication opportunities for both the national and the grassroots organization, if the editorial decision making model is identified by strategists.
Originality/value
Mid‐level gatekeepers, such as newsletter editors, are an important public to study because of their potential impact on key publics. This paper provides both practical and theoretical implications. Practical implications include insights into how some activist gatekeepers make decisions and into information salience.
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Suk Chong Tong and Fanny Fong Yee Chan
With the prevailing use of online communication platforms, this study revisits the definitions of trust in an online context. By exploring organizational online communications…
Abstract
Purpose
With the prevailing use of online communication platforms, this study revisits the definitions of trust in an online context. By exploring organizational online communications from a practitioners' perspective, a conceptual framework that illustrates the nature of trust and its relationship with dialogic communication between organizations and organizations' stakeholders in the digital era is proposed.
Design/methodology/approach
A total of 27 in-depth interviews were conducted with public relations and marketing practitioners involved in coordinating organizational online communications in Hong Kong.
Findings
From the practitioners' perspective, stakeholders' online trust toward an organization, which is a hybridity of initial and rapidly evolving trust, begins with stakeholders swift and initial judgment of the organization according to category-based cues (including knowledge-based attributes of the organization, institutional cues, and particular attributes of online dialogic communication) available on online platforms and further develops over time. Practitioners regard the integration of online and offline communication platforms to be the most effective way to build trust in organization–stakeholder relationships in the digital era, while dialectical tensions can hinder trust formed in online communication.
Originality/value
Along with the proposed conceptual framework, this study advances the discussion of online trust in public relations practices from the practitioners' perspective. A qualitative approach provides rich descriptions that may help to enrich theories in public relations and communication management regarding the interplay of trust and dialogic communication in organizational practices in the digital era.
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The purpose of this paper is to examine the literature on influencing upwards in organisations for practical approaches, which can be used in libraries.
Abstract
Purpose
The purpose of this paper is to examine the literature on influencing upwards in organisations for practical approaches, which can be used in libraries.
Design/methodology/approach
The literature is examined to see if there is any agreement on which factors are successful when influencing upwards within organisations. Both management and library literatures are examined and a list of possible influencing behaviours is complied.
Findings
Although there is little specific library literature on this topic there is enough in the management literature to suggest influence strategies and behaviours which librarians might consider using in order to increase influence within organisations. Influence of the core group in particular is looked at as is the correlation between influence and leadership style. As well as identifying specific influence strategies there is some discussion of the underpinning values of librarianship and how these can be used to influence the organisation more widely.
Originality/value
This paper provides food for thought for library practitioners on how they might work within organisations to take the library's agenda forward.
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Marela Lucero, Alywin Tan Teng Kwang and Augustine Pang
One explicit leadership role the chief executive officer (CEO) can play during crisis is to assume the role of being the organization's spokesperson. What remains unclear is at…
Abstract
Purpose
One explicit leadership role the chief executive officer (CEO) can play during crisis is to assume the role of being the organization's spokesperson. What remains unclear is at what point of the crisis should the CEO step up and how does that impact crisis communication? The purpose of this paper is to examine this question.
Design/methodology/approach
The meta‐analysis method is used to combine different data in various studies of one topic into one comprehensive study. More than 30 crises are meta‐analyzed.
Findings
The CEO needs to step up to revise earlier statements or when the integrity of the organization is questioned. Additionally, the CEO should step up at the beginning of the crisis if the crisis pertains to organizational transgression or when the crisis becomes unbearable to organizational reputation. As counter‐intuitive as it may, CEOs should refrain from stepping up at the height of the crisis.
Research limitations/implications
It is an exploratory study. Some cases have lesser information to analyze than others.
Practical implications
Instructive for both corporate communications practitioners and CEOs as they have a framework to guide them on when the CEOs should step up, and when the presence of corporate communications would suffice.
Originality/value
Little has been studied to clarify the exact nature, role, and impact of the CEO as organization spokesperson in crises. This paper provides the initial template.