Amira Guirguis, John M. Corkery, Jacqueline L. Stair, Stewart Kirton, Mire Zloh, Christine M. Goodair, Fabrizio Schifano and Colin Davidson
– The purpose of this paper is to determine pharmacists’ knowledge of legal highs (novel psychoactive substances (NPS)).
Abstract
Purpose
The purpose of this paper is to determine pharmacists’ knowledge of legal highs (novel psychoactive substances (NPS)).
Design/methodology/approach
A questionnaire was handed out at two London pharmacist continuing education events in mid-2014. These events update pharmacists about developments of interest/relevance to the profession and to improve their practice. A total of 54 forms were returned; a response rate of 26 percent.
Findings
Most pharmacists had poor knowledge of NPS and many considered that NPS were not important to their work, with few having had to advise customers in this area. Despite this, the majority thought that they had insufficient information about NPS. There was a negative correlation between the age of the pharmacist and knowledge of NPS.
Research limitations/implications
The sample is a self-selected one drawn from registered pharmacists working in community pharmacies in northwest London, and thus does not include hospital pharmacies. Self-selection means that respondents may only reflect those who are interested in the NPS phenomenon and not the wider pharmacy community. The geographical area covered may not be representative of London as a whole, or indeed other parts of the UK or other EU countries.
Practical implications
It is clear that pharmacists do not know much about NPS but would like to know more. This information might improve their practice.
Social implications
Pharmacists, easier to see than general practitioners, could be a useful source of information for NPS misusers.
Originality/value
There have been no previous attempts to gauge the level of knowledge by pharmacists of legal highs/NPS in the UK or elsewhere to our knowledge.
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Kevin LaMont Johnson, Wade M. Danis and Marc J. Dollinger
In this study we confirm the often assumed but largely untested belief that entrepreneurs think and behave differently than others. We examine a group of more than 700 nascent…
Abstract
In this study we confirm the often assumed but largely untested belief that entrepreneurs think and behave differently than others. We examine a group of more than 700 nascent entrepreneurs and 400 nonentrepreneurs. We determine the entrepreneurs’ cognitive style propensity for problem solving (Innovator versus Adaptor); we compare their expectations; and, we examine the outcomes (performance and start-up) of their ventures. We find that nascent entrepreneurs are more likely to be overly optimistic Innovators, most people are Adaptors, and oneʼs cognitive style can indeed play a role in the initial development and outcome for the venture, but not always as expected.
Keith H Brigham and Julio O De Castro
The concept of fit is central to theories in both the fields of strategic management and organizational behavior. It is our contention that many key questions in the field of…
Abstract
The concept of fit is central to theories in both the fields of strategic management and organizational behavior. It is our contention that many key questions in the field of entrepreneurship might also be successfully addressed through a fit approach. For instance, why do entrepreneurs often make poor managers? And why must founders often be replaced by professional managers as their firms grow? The idea of misfit is implicit in both of these questions. A fit perspective may also be beneficial in better understanding specific entrepreneurial behaviors. For example, why does one entrepreneur start and grow multiple businesses over his or her career (serial) while another might be content with starting only one business (novice)? or Why does one entrepreneur continually strive to grow his or her firm while another is content to arrest development (lifestyle) at a certain level? All of these questions, and obviously many more, can be viewed and examined as questions of fit.
Lynette Priddey and Sue Williams
Outlines the findings of a study designed to inform current practice in developing UK National Vocational Qualifications (NVQ) and Scottish Vocational Qualifications (SVQ)…
Abstract
Outlines the findings of a study designed to inform current practice in developing UK National Vocational Qualifications (NVQ) and Scottish Vocational Qualifications (SVQ). Explores the link between an individual’s cognitive style and their successful management and completion of such a structured award. Adopts the Kirton Adaptation‐Innovation (KAI) instrument, as this represents an inventory designed to explore problem‐solving and information management styles. Provides insights to illuminate particular coping strategies and methods using candidates’ profiles and reports from interviews. The KAI results indicate that both adapters and innovators showing a low efficiency score managed more effectively with the storyboard and whole NVQ process. Points to the likely benefits for both candidates and organisations of appropriate supportive mechanisms to enhance the developmental aspects of gaining an NVQ.
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Selvi Kannan and Selin Metin Camgöz
This chapter explores how resilience in the face of difficult and crisis-ridden circumstances influences innovation. By examining Qantas and the critical role played by the CEO…
Abstract
This chapter explores how resilience in the face of difficult and crisis-ridden circumstances influences innovation. By examining Qantas and the critical role played by the CEO and Managing Director Alan Joyce, we discuss how innovation leadership amid a crisis requires resilience with a balanced approach. With a lens of self-level innovation leadership, we showcase Alan Joyce’s resilience and how that flowed onto his team and the organisation to action required changes in a creative and novel way to revitalise. The chapter contributes to the literature by further detailing about how resilience from a business leadership perspective influences the organisation’s ability to encourage innovation in a difficult and crisis-ridden environment. We believe that the lessons learned from the Qantas case can inspire companies and industries that face similar challenges to understand what it means to demonstrate resilience as a leader.
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Marina McCarthy, Nancy DiTomaso and Corinne Post
This chapter explores a relatively underresearched assumption in the diversity literature, namely, that more variety in demographic characteristics, educational or functional…
Abstract
This chapter explores a relatively underresearched assumption in the diversity literature, namely, that more variety in demographic characteristics, educational or functional backgrounds, or hierarchical status in the workforce represents a wider repertoire of perspectives, approaches, and ways of thinking. Using data from members of innovation teams across 27 organizations in 11 industries (for which variation in thinking should be highly valued), we explore at the individual level whether people with different demographic and informational backgrounds evidence differences in ways of thinking which we define in terms of cognitive styles, learning styles, cultural orientations, and communication preferences. We find large differences in ways of thinking due to culture and communication preferences but modest and limited differences in ways of thinking by level and type of education, occupational function, and hierarchical status. We find few differences by gender. The findings raise questions about the frequently repeated claims that categorical and informational diversity among organizational members reflects differences in ways of thinking.
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Jim Stewart and Victoria Harte
The paper seeks to explore the proposition that there is a need for research to address the connections between talent management (TM) and managing diversity as one example of…
Abstract
Purpose
The paper seeks to explore the proposition that there is a need for research to address the connections between talent management (TM) and managing diversity as one example of achieving better integration and less separation in academic work on human resource (HR).
Design/methodology/approach
An exploratory study of one organisation at a very early stage of implementing TM which involved some documentary analysis and interviews with six senior HR professionals in the organisation.
Findings
There is some limited evidence that professionals view different aspects of HR practice in isolation and do not make connections in practice as well as they could. This evidence is taken as sufficient support for the need for more research into the proposition.
Research limitations/implications
The paper is in its early stages and findings are not argued to be generalisable. However, they are sufficient to suggest there will be value on further research on connections between TM and managing diversity. One area still to be explored in more depth is the role of human resource development (HRD) practice in making those connections.
Practical implications
Both academics and practitioners may have to consider less emphasis on narrow speciaisms and foci in their work and take on more wholistic perspectives.
Originality/value
The literature review confirmed the assumption that the two topics are researched and written about separately with little published on the connections and implications of each for the other.
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Asifa Hussain and Mohammed Ishaq
More than six years have elapsed since the much‐heralded Race Relations (Amendment) Act 2000 (hereafter also referred to as the “Act”) came into force. The Act had been prompted…
Abstract
Purpose
More than six years have elapsed since the much‐heralded Race Relations (Amendment) Act 2000 (hereafter also referred to as the “Act”) came into force. The Act had been prompted by concern at the lack of progress made in the sphere of racial equality despite the existence of the 1976 Race Relations Act. There were accusations that the 1976 Act was outdated and lacked the political teeth to be effective. The new Act imposed for the first time specific requirements on public sector institutions to be more proactive in promoting race equality. The duties would apply to public bodies that were previously exempt such as the Police and the National Health Service. This paper aims to focus on Scottish local councils and to examine the progress made by these public sector organisations in the field of race equality since the new Act came into force.
Design/methodology/approach
The researchers carried out a postal survey of Scotland's 32 local authorities in order to assess the progress made in the area of race equality. Questions focused on examining the scale of progress in relation to both employment and service delivery.
Findings
The results revealed a mixed picture. On the positive side, most councils had initiated race awareness training programmes. The majority had also incorporated aspects of race equality into their equal opportunities policies and most had instituted measures to engage with ethnic minority communities. However, there are still areas where performance is unsatisfactory, including inadequacies in the ethnic monitoring of staff, failure to reflect the size of the ethnic minority community in the workforce, and the absence of a clear and distinctive policy on racial harassment in the workplace.
Originality/value
This research will be of great value to anyone who is interested in assessing whether the legislative duties imposed by the Act have been satisfied by Scotland's local authorities. It is the first study of its kind in Scotland and is likely to appeal to both practitioners in the public sector and to academics.
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Suggests that there is a need to explore managerial public sector effectiveness given its complexity and subjective nature. Argues the case for a multi‐perspective approach to…
Abstract
Suggests that there is a need to explore managerial public sector effectiveness given its complexity and subjective nature. Argues the case for a multi‐perspective approach to public sector effectiveness, based on specific, inter‐related perspectives. Chooses these perspectives based on their ability to contribute to an explanatory framework focused on the features of effectiveness. Concludes that managerial effectiveness is essentially about understanding, reinterpreting and making sense of differing role expectations, which the framework developed will hopefully help in developing.
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Jocelyn Cranefield, Mary Ellen Gordon, Prashant Palvia, Alexander Serenko and Tim Jacks
The study aims to explore whether there is diversity of occupational culture among IT workers. Prior work conceptualizes IT occupational culture (ITOC) as based around six…
Abstract
Purpose
The study aims to explore whether there is diversity of occupational culture among IT workers. Prior work conceptualizes IT occupational culture (ITOC) as based around six distinctive values (ASPIRE) but has not explored whether there is variation in ITOC.
Design/methodology/approach
Survey data from 496 New Zealand IT workers was used to create factors representing IT occupational values based on the ASPIRE tool. Hierarchical cluster analysis and discriminant analysis were applied to identify distinctive segments of ITOC.
Findings
Four ITOC segments were identified: fun-lovers, innovators, independents and institutionalists. These differed in the relative emphasis ascribed to the ITOC values with each segment being distinguished by 1–2 dominant values. Segment membership varied according to level of responsibility and birth country. Institutionalists and innovators had higher concern about organizational and IT issues than fun-lovers and independents. Job satisfaction was lowest among innovators and highest along institutionalists.
Research limitations/implications
This study challenges the concept of a unified ITOC, suggesting that ITOC is pluralistic. It also theorizes about interactions between ITOC, individual motivation and values and national culture.
Practical implications
Management needs to be cognizant of the fact that IT occupational culture is not homogeneous and different IT occupational segments require unique management approaches, and that their own values may not match those of others in IT work. By understanding ITOC segments, managers can tailor support, assign tasks appropriately and design teams to optimize synergies and avoid conflict.
Originality/value
This study reveals the existence of ITOC segments and theorizes about the relationship of these to innovation-orientation, job satisfaction, individual motivation, work styles and national culture. The combination of cluster and discriminant analysis is a valuable replicable inductive method that is underrepresented in Information Systems (IS) research.