Steven A. Sinclair and Edward C. Stalling
Describes the uses and advantages of perceptual mapping, aconsumer‐based modelling technique having both diagnostic and strategicapplications, particularly in determining the…
Abstract
Describes the uses and advantages of perceptual mapping, a consumer‐based modelling technique having both diagnostic and strategic applications, particularly in determining the threat posed by substitute products and in developing competitive strategies. Uses a case study approach of analysing companies in traditional manufacturing industries who are attempting to move from basic commodities to faster growing “value‐added” products. Concludes that perceptual maps are effective in developing new products and product positioning and can be easily used by managers in developing actions.
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Robert J. Bush and Steven A. Sinclair
States that while mature industries are a major part of the USeconomy, little empirical information is available on competitivestrategies appropriate in the mature environment…
Abstract
States that while mature industries are a major part of the US economy, little empirical information is available on competitive strategies appropriate in the mature environment. Discusses, via a case study of the US hardwood lumber industry, the idea that cost‐based strategies based on Overall Cost Leadership are not sufficient for mature basic industries. Concludes that the results offer understanding of the strategic changes which can occur during the maturity stage of the industry life cycle and recommends possible ways of competing in this environment.
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On 2 September 2015, it was announced that Tom Ford would again be ‘dressing James Bond’, Daniel Craig, in Spectre (Mendes, 2015) after tailoring his suits for Quantum of Solace…
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On 2 September 2015, it was announced that Tom Ford would again be ‘dressing James Bond’, Daniel Craig, in Spectre (Mendes, 2015) after tailoring his suits for Quantum of Solace (Forster, 2008) and Skyfall (Mendes, 2012). Ford noted that ‘James Bond epitomises the Tom Ford man in his elegance, style and love of luxury. It is an honour to move forward with this iconic character’.
With the press launch of ‘Bond 25’(and now titled No Time to Die) on 25 April 2019, it is reasonable to speculate that Ford will once again be employed as James Bond’s tailor of choice, given that it is likely to be Craig’s last outing as 007. Previous actors playing the role of James Bond have all had different tailors. Sean Connery was tailored by Anthony Sinclair and George Lazenby by Dimitro ‘Dimi’ Major. Roger Moore recommended his own personal tailors Cyril Castle, Angelo Vitucci and Douglas Hayward. For Timothy Dalton, Stefano Ricci provided the suits, and Pierce Brosnan was dressed by Brioni. Therefore, this chapter will analyse the role of tailoring within the James Bond films, and how this in turn contributes to the look and character of this film franchise more generally. It aims to understand how different tailors have contributed to the masculinity of Bond: an agent dressed to thrill as well as to kill.
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Kristen Gillespie-Lynch, Patrick Dwyer, Christopher Constantino, Steven K. Kapp, Emily Hotez, Ariana Riccio, Danielle DeNigris, Bella Kofner and Eric Endlich
Purpose: We critically examine the idea of neurodiversity, or the uniqueness of all brains, as the foundation for the neurodiversity movement, which began as an autism rights…
Abstract
Purpose: We critically examine the idea of neurodiversity, or the uniqueness of all brains, as the foundation for the neurodiversity movement, which began as an autism rights movement. We explore the neurodiversity movement's potential to support cross-disability alliances that can transform cultures.
Methods/Approach: A neurodiverse team reviewed literature about the history of the neurodiversity movement and associated participatory research methodologies and drew from our experiences guiding programs led, to varying degrees, by neurodivergent people. We highlight two programs for autistic university students, one started by and for autistics and one developed in collaboration with autistic and nonautistic students. These programs are contrasted with a national self-help group started by and for stutterers that is inclusive of “neurotypicals.”
Findings: Neurodiversity-aligned practices have emerged in diverse communities. Similar benefits and challenges of alliance building within versus across neurotypes were apparent in communities that had not been in close contact. Neurodiversity provides a framework that people with diverse conditions can use to identify and work together to challenge shared forms of oppression. However, people interpret the neurodiversity movement in diverse ways. By honing in on core aspects of the neurodiversity paradigm, we can foster alliances across diverse perspectives.
Implications/ Values: Becoming aware of power imbalances and working to rectify them is essential for building effective alliances across neurotypes. Sufficient space and time are needed to create healthy alliances. Participatory approaches, and approaches solely led by neurodivergent people, can begin to address concerns about power and representation within the neurodiversity movement while shifting public understanding.
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Steven H. Appelbaum, Kyle J. Deguire and Mathieu Lay
The purpose of this article is to perform a literature review of the existing body of empirically‐based studies relating to the causes and implications of how the ethical climate…
Abstract
Purpose
The purpose of this article is to perform a literature review of the existing body of empirically‐based studies relating to the causes and implications of how the ethical climate of a company ultimately affects the incidence of workplace deviance.
Design/methodology/approach
The article examines the issue of ethical contexts and climates within organizations, as measured by the Ethical Climate Questionnaire developed in 1987 by Victor and Cullen , and their implications in the daily work lives of participants. The causes of unethical behaviour, including the presence of counter norms, the environment in which a firm operates, and organizational commitment, as well as the manifestation of this behaviour in the form of workplace deviance, are reviewed. Finally, current trends in preventing workplace deviance are investigated, including promoting a strong culture of ethics, and the use of “toxic handlers”, individuals who take it upon themselves to handle the frustrations of fellow employees.
Findings
Clearly, unethical and deviant behaviour problems are of great concern to organizations, which must take steps to solve them, at the same time as fostering strong positive ethical cultures. Feels that further studies are needed using more definitive and qualitative measurements to learn more about these behaviours.
Originality/value
This article would be useful to those who wish to obtain an overview of the current literature, specifically readers who do not specialize in the subject area.
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Steven H. Appelbaum and Lee Wohl
The powerful forces that are transforming healthcare can generate enormous economic potential for those who are able to employ effective survival techniques in the short term and…
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The powerful forces that are transforming healthcare can generate enormous economic potential for those who are able to employ effective survival techniques in the short term and at the same time plan for success in the long term. To accomplish this, an organization must harness the forces driving transformation and use them to its advantage. Despite the best efforts of senior healthcare executives, major change initiatives often fail. Change threatens the very stability and continuity that managers are attempting to control; therefore change and managers are not natural partners. Even managers aware of the need to change resist the parts that appear too major, too risky, or too “different”. This understanding of change, transformation and reinvention are crucial for all health‐care organizations moving forward at turbulent speeds. Change has its problems and successes are not abundant. This article will examine change strategies; their failures and successes; the role of the leader in this process; overcoming barriers and resistance, key steps to succeed in change efforts and, finally, alternative strategies to build the change process.
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Donna Ladkin and Steven S. Taylor
Although within the leadership literature there is a body of research concerning the physical attributes of leaders, close examination reveals that much of it offers a rather…
Abstract
Although within the leadership literature there is a body of research concerning the physical attributes of leaders, close examination reveals that much of it offers a rather surface level of analysis. A number of studies, for example, attempt to correlate leaders’ height with their success, and attempts have been made to identify a relationship between leaders’ performance and their attractiveness. In this book, a range of scholars from differing perspectives delve below the apparent level of physicality to highlight its paradoxically ‘invisible’ aspects including: the impact of gesture, the way in which the physical is intrinsically interwoven with the social and the contradictory nature of bodily taboos. The book shows how each of these aspects plays an important role in the creation and maintenance of leadership relationships.
This chapter introduces three tussles we and our authors have faced in navigating this territory. Firstly, we have worked hard to find forms of writing which ‘point towards’ the experience of physicality. Realising that written language can never ‘be’ that experience (just as Magritte demonstrates with his painting, ‘Ceci n’est pas une pipe’ that the reproduction of the pipe is not the pipe itself) we have encouraged authors to contribute first-person accounts, in-depth case studies focused on individuals and even activities which involve the reader in order to evoke a sense of the physical. Secondly, we have endeavoured to distinguish the ‘inside-out’ phenomenon of ‘embodiment’ from the ‘outside-in’ occurrence of ‘physicality’. Finally, our authors have worked to reveal the mutual entanglement of social and material worlds, such that paradoxically, the physical reveals itself to be ‘in flow’ and continually in a process of ‘becoming’. After describing how we have sought to resolve these challenges, a taster from each chapter is offered. The chapter concludes by reasserting the importance of recognising the physical nature of the connection at the heart of human relationships experienced as leadership.
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Mario Giraldo, Luis Garcia-Tello and Steven William Rayburn
This study aims to explore the lived experience of vendors as they enact street vending practice that emerges as transformative entrepreneurship and service where they live and…
Abstract
Purpose
This study aims to explore the lived experience of vendors as they enact street vending practice that emerges as transformative entrepreneurship and service where they live and work.
Design/methodology/approach
This research qualitatively explores street vending in a multi-cultural, multi-local study to understand how these businesses operate to positively impact individual, collective and societal well-being.
Findings
This research reveals street vending is a creative, transformative entrepreneurial activity that improves individual and collective well-being. The research exposes multiple forms of habitual and transformative value delivered by vendors, resulting in improved eudaimonic and hedonic well-being that ripples out from vendors to families, communities and society.
Research limitations/implications
A framework of street vending practice is provided to guide service designers and policymakers as they seek to support street vendors as they move from informal to formal and from survival to growth business modes.
Originality/value
This research extends existing conceptualizations of transformative entrepreneurship beyond prior focus on economic transformation and prior limitations of transformative entrepreneurship to business in growth modes.
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Steven G. Fisher, K W.D. and John H. Semple
Consideration of Belbin’s team role model led to the view that some of the roles proposed might require the exercise of control, but others much less so. A hypothesis which…
Abstract
Consideration of Belbin’s team role model led to the view that some of the roles proposed might require the exercise of control, but others much less so. A hypothesis which indicated which roles might be expected to manifest expressed and wanted control was developed and then tested using Schutz’s FIRO‐B questionnaire. A mixture of graduates in employment and undergraduates still at university were utilised as subjects for the investigation. After consideration of the validity of Schutz’s constructs, the data obtained were construed as supporting the hypothesis and adding weight to the claims for the validity of the Belbin team role model.
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The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and…
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The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.