James L. Noel and Robert F. Dennehy
Learners in management education courses feel frustrated aboutimplementing the new learning from their courses and often express thethought that their boss should have been there…
Abstract
Learners in management education courses feel frustrated about implementing the new learning from their courses and often express the thought that their boss should have been there. The management style and climate set by the learner′s supervisor can be a powerful deterrent. To address this issue, it is recommended that the Human Resource Development professional should develop a partnership with the learner′s supervisor. A seven‐step process is outlined which leads to a strong partnership with the learner′s supervisor and increases the transfer of learning from the classroom to the workplace.
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James L. Noel and Robert F. Dennehy
What is the role of the effective human resource development (HRD)organisation in strategic business change. Best practices have emergedwhich suggest a six‐step approach: (1) a…
Abstract
What is the role of the effective human resource development (HRD) organisation in strategic business change. Best practices have emerged which suggest a six‐step approach: (1) a focused strategic approach: identify the key initiatives to which the organisation is committed and build the HRD programmes around them; (2) involvement of top management: grow from the vision and commitment of the chief executive officer; (3) refocus course content: “softer” business skills are essential for significant strategic change; (4) develop impactful learning methods: action learning is a valuable tool for organisations in transition; (5) focused participation: employees participate who can provide the greatest leverage; and (6) empowered participants: provide a learning atmosphere to lead the change. The six‐steps will help the HRD professional become a force in strategic transformation.
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Grace Ann Rosile and Robert F. Dennehy
This chapter covers the history of the Standing Conference for Management and Organizational Inquiry (sc’MOI). It develops insights into embodiment conference practices, how…
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This chapter covers the history of the Standing Conference for Management and Organizational Inquiry (sc’MOI). It develops insights into embodiment conference practices, how critical storytelling was part of our conference work from the beginning, and how the conference community used “ensemble leadership” rather than a hierarchical solo leader, or board-led approach. Sc’MOI existed for 25 years, and disbanded, while still solvent.
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Sandra Morgan and Robert F. Dennehy
Storytelling is a powerful tool that evokes visual images and heightened emotions. Business leaders who can tell a good story have tremendous impact. Presents a model and examples…
Abstract
Storytelling is a powerful tool that evokes visual images and heightened emotions. Business leaders who can tell a good story have tremendous impact. Presents a model and examples of organizational storytelling, discusses the use of stories in management development, and outlines ways to enhance managers’ storytelling skills.
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Suheil Neiroukh, Okechukwu Lawrence Emeagwali and Hasan Yousef Aljuhmani
This study investigates the profound impact of artificial intelligence (AI) capabilities on decision-making processes and organizational performance, addressing a crucial gap in…
Abstract
Purpose
This study investigates the profound impact of artificial intelligence (AI) capabilities on decision-making processes and organizational performance, addressing a crucial gap in the literature by exploring the mediating role of decision-making speed and quality.
Design/methodology/approach
Drawing upon resource-based theory and prior research, this study constructs a comprehensive model and hypotheses to illuminate the influence of AI capabilities within organizations on decision-making speed, decision quality, and, ultimately, organizational performance. A dataset comprising 230 responses from diverse organizations forms the basis of the analysis, with the study employing a partial least squares structural equation model (PLS-SEM) for robust data examination.
Findings
The results demonstrate the pivotal role of AI capabilities in shaping organizational decision-making processes and performance. AI capability significantly and positively affects decision-making speed, decision quality, and overall organizational performance. Notably, decision-making speed is a critical factor contributing significantly to enhanced organizational performance. The study further uncovered partial mediation effects, suggesting that decision-making processes partially mediate the relationship between AI capabilities and organizational performance through decision-making speed.
Originality/value
This study contributes to the existing body of literature by providing empirical evidence of the multifaceted impact of AI capabilities on organizational decision-making and performance. Elucidating the mediating role of decision-making processes advances our understanding of the complex mechanisms through which AI capabilities drive organizational success.
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Robert F. White and Roy Jacques
As postmodernity is increasingly discussed in the managementdisciplines, there is growing acceptance that the postmodernity debateschallenge the adequacy of traditional research…
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As postmodernity is increasingly discussed in the management disciplines, there is growing acceptance that the postmodernity debates challenge the adequacy of traditional research and teaching practices. Argues that, to date, this has been interpreted primarily as a need for new theoretical and/or pedagogical content. Believes the issue is more fundamental. Contrasting modernist and postmodernist theories of post‐industrialism, argues that postmodern transformations of work and society throw the very forms, even the existence of organizational theorizing, academic business education, and “management” as it is currently understood into question. While it is directed at those who have some background with these debates, attempts to provide background and citations sufficient to point the new reader towards other commentary on these issues.
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Connie Atristain-Suárez and Santiago García-Álvarez
Family business firms (FBFs) constantly struggle with the challenge of successfully reaching and surviving beyond the third generation. Narrative or storytelling is frequently…
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Family business firms (FBFs) constantly struggle with the challenge of successfully reaching and surviving beyond the third generation. Narrative or storytelling is frequently used in business to transmit knowledge, achieve goals, create and maintain a connection with stakeholders, and achieve sustained growth. Most FBFs consciously or unconsciously use narrative and possess their own discourse, which is unique to every family and family business and which may aid FBFs in achieving continuity. FBFs must have an adequate atmosphere of collaboration and cooperation so that group members can transform acquired tacit knowledge through storytelling into explicit action. FBFs should be prepared to help collaborators and other stakeholders build competencies since tacit knowledge transfer, through narrative, can aid in the solving of problems, enhance innovativeness, and improve strategic decision-making. Therefore, narrative may well aid FBFs in fulfilling their ultimate goal of continuity. The purpose of this chapter is to evaluate the potential influence of narrative on FBFs’ continuity and prevention of their precipitous expiration. This chapter contributes to previous literature that sheds light on the narrative implications of FBFs, and depicts FBFs’ narratives and the dynamics of their business objectives, as well as touches on the heterogeneous nature of each family business’ storyline. There are various advantages to FBFs’ storytelling; perhaps the most noteworthy is the achievement of sustained business growth and continuity.
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Brian Kee Mun Wong, Foong Li Law and Chin Ike Tan
The emergence of consumerism has led to regulatory measures being integrated into business practices, but the influence of consumers in developing countries remains limited…
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The emergence of consumerism has led to regulatory measures being integrated into business practices, but the influence of consumers in developing countries remains limited, resulting in businesses being less responsive. The digital retail landscape is undergoing a transformative revolution, driven by Industrial Revolution (IR) 4.0 technological advancements such as artificial intelligence (AI), wearables, virtual reality (VR), augmented reality (AR), and blockchain technology. This development focuses on convenience, personalisation, and emotional connections. Companies are adapting to modern consumer behaviour through various strategies, including online shopping, mobile commerce, data analytics, technology integration, user reviews, and contactless payments. The COVID-19 pandemic has accelerated this seismic shift in the retail industry, and online retail is expected to continue to grow post-pandemic, driven by these technologies. AI enhances the customer experience, wearables provide interactive engagement, VR offers immersive shopping, AR merges online and physical shopping, and blockchain ensures secure transactions in the emerging metaverse. As retail converges with the metaverse, the potential for borderless and personalised shopping experiences is enormous. Advances in VR technology could lead to interconnected virtual spaces that seamlessly connect physical and digital retail, providing immersive and personalised shopping experiences. However, challenges such as cost, learning curves, digital security, legal ambiguity, data privacy, financial risk, and ethical considerations need to be addressed through vigilant and informed consumer engagement in this evolving digital landscape.