Ashley M. Thomas, Christopher L. Newman, Stacey R. Finkelstein, Yoon-Na Cho and Allyn Cascio
Retailers are continuously seeking to improve upon the in-store shopping experience for their customers. The present research aims to examine consumers’ responses to one such…
Abstract
Purpose
Retailers are continuously seeking to improve upon the in-store shopping experience for their customers. The present research aims to examine consumers’ responses to one such initiative – the shopper solution – that, despite its growing marketplace prominence, remains largely unexamined in academic literature.
Design/methodology/approach
Two studies employed a 2(shopper solution: present vs. absent) between-subjects design. MANOVA and regression analyses were used to test hypothesized relationships.
Findings
Findings across two studies reveal that the presence (vs absence) of solutions positively influenced shoppers’ perceptions of shopping convenience, as well as their purchase intentions. These favorable effects also extended to the provider in higher word-of-mouth and loyalty intentions. Shopping convenience was identified as the mechanism underlying the impact of solutions, while “smart shopper” self-perceptions were shown to moderate these mediating effects.
Practical implications
Shopper solutions represent a low-cost, in-store marketing tactic that enhances shopping convenience. They are easy to implement, result in little to no overhead costs and can benefit both shoppers and retailers.
Originality/value
To the best of the authors’ knowledge, this research represents the first academic examination of the impact of shopper solutions. The authors identify key mediating and moderating influences of the effects of solutions.
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Wayne F. Cascio and David G. Collings
Despite considerable development in our understanding of potential over the past two decades, we argue that the failure to adequately conceptualize and manage “potential” in the…
Abstract
Despite considerable development in our understanding of potential over the past two decades, we argue that the failure to adequately conceptualize and manage “potential” in the context of talent management has significantly limited the ability of organizations to meet their talent needs. In this chapter, we begin by defining the concept of potential, calling attention to the need to separate it from performance. We also address the need to specify the target for judgments of potential (e.g., management level, specific roles), along with the identification of constructs to measure. The chapter highlights two contextual variables – gender and culture, including translations of language that describe relevant constructs – that may impact judgments of potential. This chapter concludes by summarizing what we know and by identifying a variety of future directions for research on the important construct of potential.
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Mary A. Ferdig and James D. Ludema
Complexity theorists propose that organizations are made up of complex responsive processes in which people create and recreate organizational forms through dynamic micro-level…
Abstract
Complexity theorists propose that organizations are made up of complex responsive processes in which people create and recreate organizational forms through dynamic micro-level interactions. Social constructionists add that conversations are the means by which these interactions occur. Our analysis illustrates how the U.S. Nuclear Regulatory Commission (NRC) engaged a wide range of stakeholders in a successful dialogue process to recreate a new system for monitoring nuclear reactors. The success was due, in large part, to the conversational qualities tacitly and explicitly agreed to by those involved in the process which included a spirit of freedom, inclusion, inquiry, spontaneity, and possibility. Using a grounded theory building process, we show how these qualities produced transformative change by increasing levels of interconnectivity, shared identity, and collective capacity among participants. These findings provide the beginnings of a model for understanding continuous and transformative change and demonstrate the value of engaging the “whole system” in sustained dialogue, even in complex, highly regulated environments.
This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in…
Abstract
This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.
Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.
The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.
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Shanthi Gopalakrishnan and Mohinder Dugal
This paper revisits the debate between environmental determinism and strategic choice. It compares the two theories on their philosophical underpinnings, their view of decision…
Abstract
This paper revisits the debate between environmental determinism and strategic choice. It compares the two theories on their philosophical underpinnings, their view of decision making, and the environment. Although we argue that the theory of strategic choice generally prevails, we recognize that there are factors that restrict the choice and discretion of managers. Here we look at three types of factors—industry related factors (extent of regulation and stage of life cycle), organization related factors (characteristics of top management and organization size), and time related factors and explain how each of these factors either inhibit or enhance managerial discretion. Implications for theory and practice are discussed.
Dinuka B. Herath, Davide Secchi, Fabian Homberg and Gayanga B. Herath
The purpose of this paper is to analyse change processes in the post‐merger integration (PMI) phase from a complexity theory perspective. Therefore, it looks at the merged…
Abstract
Purpose
The purpose of this paper is to analyse change processes in the post‐merger integration (PMI) phase from a complexity theory perspective. Therefore, it looks at the merged organisation as a complex adaptive system (CAS).
Design/methodology/approach
Post‐merger situations borrowed from literature and a one‐day expert workshop with integration managers are related to the characteristics of CASs. During the workshop, data of the change process in different PMI phases are collected and the integration activities are analysed with a coded event history analysis.
Findings
Change processes in the PMI phase are very complex and the newly merged organisations experience tension and non‐linear behaviour, but positive self‐organisation, a major property of CASs, cannot always emerge as the required prerequisites are sometimes not given.
Research limitations/implications
Insights of the workshop are limited to personal statements of the participants. In order to further investigate the PMI process under a complexity perspective, additional research in the form of longitudinal case studies including methods of storytelling and narratives should be considered.
Practical implications
Leaders and integration managers need a great repertoire of behaviours in order to both manage the challenging change processes by planning and controlling the integration activities and allow self‐organisation to emerge.
Originality/value
The paper offers a deeper understanding of the complex change processes in the PMI phase by using the metaphor of complexity theory and CASs.
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J.R. Allert and S.R. Chatterjee
Trust is built largely through the way in which the culture of communication is implemented by the organizational leadership. The role of the leader as a listener, communicator…
Abstract
Trust is built largely through the way in which the culture of communication is implemented by the organizational leadership. The role of the leader as a listener, communicator and educator is imperative in formulating and facilitating a positive organizational culture. Addresses the proposition that the central tenet of successful leadership is the building, consolidating and maintenance of successful relationships. These relationships are increasingly being identified as the cornerstone of the soft skills needed to manage and lead organizations of the twenty‐first century where an empowered workforce engages in trust‐initiated roles.