Sonia Taneja, Mildred Golden Pryor and Mario Hayek
The purpose of this paper is to address the challenges faced by small businesses and to explain the importance of using strategic innovation to achieve long-term sustainability…
Abstract
Purpose
The purpose of this paper is to address the challenges faced by small businesses and to explain the importance of using strategic innovation to achieve long-term sustainability and viability.
Design/methodology/approach
This study of small business innovation includes reviewing the types and determinants of innovation as well as strategies to overcome innovation barriers. In addition, the authors developed a model that portrays elements needed for strategic innovation that supports the long-term viability of small businesses.
Findings
Small businesses serve as the economic foundation for many nations because they stimulate innovation, provide jobs, foster competitiveness and support overall economic growth. Small businesses can rapidly adapt to change, adopt new strategies and provide flexibility that supports strategic innovation. As a result, strategic innovation is a key driver of sustainable competitive advantage for small businesses.
Practical implications
Small business leaders need to integrate strategic innovation with their strategic planning to remain competitive. The strategic innovation model presented in this paper can assist them in understanding elements needed for successful strategic innovation and long-term viability.
Social implications
Globally, small businesses exert a strong influence on economic growth and create opportunities, employment and technological development. This paper will assist small business leaders as they strive to use strategic innovation to strengthen their competitive capabilities.
Originality/value
The unique strategic innovation model that the authors developed can help small businesses to achieve long-term sustainability and viability in the competitive marketplace.
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Sonia Taneja, Scott S. Sewell and Randall Y. Odom
The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the…
Abstract
Purpose
The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the tactical adaptations necessary to develop and implement global strategy in an increasingly complex and dynamic marketplace.
Design/methodology/approach
The authors focused on the global managers charged with the responsibilities of developing and creating a culture of employee engagement as an important strategy for the competitive advantage of organizations.
Findings
Employee engagement should be viewed as a long-term commitment between the employees and the organization, each supporting the other in an era of increasing international operations. In fact, employee engagement is an important strategy for long-term organizational sustainability in international markets.
Practical implications
Employee engagement is critical to the management and retention of talented employees in the organization. It can be achieved by managing global mobility in increasingly complex global workplaces; talent so that it enhances business results; training and development; rewards, recognitions and engagement; manager/employee communication and interaction; and leadership and development.
Originality/value
In today’s global society, it is critical for organizational leaders to focus on creating a culture of employee engagement to attract and retain quality employees in an increasingly competitive market. Engaged employees are more committed to their work and feel connected to the success of their organization. In addition, they are more likely to believe in their organization’s values, mission and vision. The increasing utilization of boundary less organizations poses a challenge for leaders who strive to create and maintain employee engagement within an organization.
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Mildred Golden Pryor and Sonia Taneja
Fayol's theories were the original foundation for management as a discipline and as a profession. Also Fayol was the first to advocate management education. Yet he has critics who…
Abstract
Purpose
Fayol's theories were the original foundation for management as a discipline and as a profession. Also Fayol was the first to advocate management education. Yet he has critics who revile him (or at least disparage his work) as well as followers who respect and revere him. This paper intends to enlighten today's practitioners and academicians about the relevance and value of Fayol's theories today.
Design/methodology/approach
The paper addresses Fayol's contributions as well as the disparagement and the reverence. It compares Fayol's work with that of Follett, Mintzberg, Taylor, and Porter. In addition, it demonstrates the original and current interpretation and application of his theories. Finally, it indicates the alignment of Fayol's theories with strategic leadership and management.
Findings
Fayol's theories are valuable and relevant for organizational leaders because Fayol was a practitioner who documented theories that worked best for him and his co‐workers. While there are those who criticize Fayol's theories, there are many others who respect them and find them useful as academicians and as practitioners. The theory of management functions aligns well with strategic leadership and management models and theories.
Originality/value
The paper is the first to integrate Fayol's theories with a strategic leadership model.
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Manpreet Kaur and Sonia Chawla
The current study assesses the contribution of entrepreneurship education (EE) in strengthening entrepreneurial attitudes (EAs) and entrepreneurial intentions (EIs) among…
Abstract
Purpose
The current study assesses the contribution of entrepreneurship education (EE) in strengthening entrepreneurial attitudes (EAs) and entrepreneurial intentions (EIs) among engineering graduates in India.
Design/methodology/approach
Cross-sectional data were collected through an electronic questionnaire from 340 engineering students. Structural equation modeling was performed for hypothesis testing through SmartPLS4 software.
Findings
The findings demonstrated that EE, EA and EI are positively and significantly correlated. However, the moderation effect of gender on EE–EI linkage was found to be insignificant.
Research limitations/implications
The study provides comprehensive insights to understand EE effectiveness on students' EI and further opens the path for future researchers to investigate how the inclusion of other constructs in theory of planned behavior and human capital theory can raise the EI among students. Future research should target a larger sample size comprising students from diverse educational streams.
Practical implications
The findings of this research offer various practical contributions for educational establishments, policymakers and the government in formulating constructive educational interventions that fully trigger the student's EIs.
Originality/value
This study adds to the scarce theoretical examination of EE–EI using the human capital approach in developing countries. In addition, this study is highly relevant to the scarce theoretical and empirical support for investigating the contribution of EE in HEIs in India.
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Sonia Schifano, Andrew E. Clark, Samuel Greiff, Claus Vögele and Conchita D'Ambrosio
The authors track the well-being of individuals across five European countries during the course of the coronavirus disease 2019 (COVID-19) pandemic and relate their well-being to…
Abstract
Purpose
The authors track the well-being of individuals across five European countries during the course of the coronavirus disease 2019 (COVID-19) pandemic and relate their well-being to working from home. The authors also consider the role of pandemic-policy stringency in affecting well-being in Europe.
Design/methodology/approach
The authors have four waves of novel harmonised longitudinal data in France, Italy, Germany, Spain and Sweden, covering the period May–November 2020. Well-being is measured in five dimensions: life satisfaction, a worthwhile life, loneliness, depression and anxiety. A retrospective diary indicates whether the individual was working in each month since February 2020 and if so whether at home or not at home. Policy stringency is matched in per country at the daily level. The authors consider both cross-section and panel regressions and the mediating and moderating effects of control variables, including household variables and income.
Findings
Well-being among workers is lower for those who work from home, and those who are not working have the lowest well-being of all. The panel results are more mitigated, with switching into working at home yielding a small drop in anxiety. The panel and cross-section difference could reflect adaptation or the selection of certain types of individuals into working at home. Policy stringency is always negatively correlated with well-being. The authors find no mediation effects. The well-being penalty from working at home is larger for the older, the better-educated, those with young children and those with more crowded housing.
Originality/value
The harmonised cross-country panel data on individuals' experiences during COVID-19 are novel. The authors relate working from home and policy stringency to multiple well-being measures. The authors emphasise the effect of working from home on not only the level of well-being but also its distribution.