Leonor Domingos, Maria José Sousa, Ricardo Resende, Bernardo Pizarro Miranda, Susana Rego and Rúben Ferreira
This study proposes an assessment framework for improving smart building performance in the broader context of smart city development, considering dimensions like environmental…
Abstract
Purpose
This study proposes an assessment framework for improving smart building performance in the broader context of smart city development, considering dimensions like environmental sustainability, building characteristics, intelligence, computation management and analytics. The framework is crafted to guide future research, aligning with the growing emphasis on sustainability and intelligence in evolving urban landscapes within smart cities.
Design/methodology/approach
In the initial phase, the concepts of “Smart City” and “Smart Buildings” are analyzed through a systematic literature review, considering the impact of governance on city sustainability and growth, along with the role of public policies in transforming buildings and cities. The empirical research evaluates innovation levels in small and medium-sized European cities, proposing a new framework with validated dimensions and sub-dimensions. This validation involves input from international experts through a Focus Group.
Findings
The key research findings validate the new proposed assessment framework for smart buildings within smart city development. The experts’ insights align with and support the dimensions identified in the bibliographic research, providing a comprehensive understanding of the role of smart buildings in sustainable urban development.
Originality/value
This framework not only provides insights for a new model with specific dimensions and sub-dimensions but also serves as a guide for formulating strategies and policies to enhance innovation in these settings. The value of this approach is strengthened by the validation and consolidation process involving international experts in the field.
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Keywords
The purpose of this paper is to refract March’s views on leadership to re-frame them within an authentic model that understands optimistic failure and mindful resilience as likely…
Abstract
Purpose
The purpose of this paper is to refract March’s views on leadership to re-frame them within an authentic model that understands optimistic failure and mindful resilience as likely byproducts of enabling ambiguous innovation. An analysis of March’s theories of slack, and the concepts of exploration and exploitation, as well as that of foolishness, are used to support the adoption of authentic and ethical leadership as an intelligent practice and, more concretely, to portray the leader as a resilient “juggling fool.”
Design/methodology/approach
This paper makes use of primary data by focusing on March’s published works, as well as on interviews and other materials written about him, or those discussing his contributions. A post-hoc practice of “appreciation” facilitated a fresh refraction of the “evidence” to identify or recognize new perspectives and/or challenges to March’s conceptualization of leadership, while relying on literature and metaphor to engage in “polymorphic research.”
Findings
This paper presents March as a complex thinker, whose thoughts on leadership have received, perhaps, less attention for being thought to be more refractive and less empirical. Nonetheless, his reflections on leadership re-discover him as a solid leadership philosopher. His use of literature, his theories of slack and the concepts of exploration and exploitation, as well as that of foolishness, may help leadership scholars to understand the essence of authentic and ethical leadership as an intelligent practice.
Practical implications
This paper proposes to extrapolate March’s vast insights about organizational theory to further develop the framework of authentic leadership. This re-framing of the leader as a “juggling fool” constitutes an empowered view of leadership that comes closer to balancing the complementary purposes of leadership and management; an effort that rests at the core of the future of leadership.
Originality/value
Despite the ostensible popularity of leadership over management as a desired organizational outcome, March’s phenomenal insights remind current and developing leaders of just how much the two fields must overlap in constant tension. It is, perhaps, the conceptualization of a leader as an authentic and resilient “juggling fool” what adds depth of meaning to March’s contributions to the field of leadership beyond that of management.
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Carla Curado and Susana Martins Teixeira
This study’s purpose is to contribute to literature on training evaluation following Kirkpatrick’s four-levels model and estimating each training program’s return on investment…
Abstract
Purpose
This study’s purpose is to contribute to literature on training evaluation following Kirkpatrick’s four-levels model and estimating each training program’s return on investment (ROI) using evidence from a small firm.
Design/methodology/approach
This case study uses data collected at a logistics company based upon training output indicators like training program evaluation data; individual performance evaluation reports; information on attained objectives; service and productivity levels; quality audit reports; and accounting data.
Findings
Results show that all the training programs addressed report evaluation procedures at the four different levels (reactions, learning, behavior and results). ROI for each training program was estimated based upon costs and benefits associated to each program. The two training programs presenting above-average returns address work quality and conditions. The program addressing corporate social responsibility issues produced below-average results.
Research limitations/implications
Limitations to this study may result from collecting data in a single moment in time and using data from a single organization, excluding generalization and extrapolation of results.
Practical implications
This case study should inspire managers in small and medium enterprises (SME) to implement training evaluation practices and ROI estimation. Having the ROI estimation available allows better management of the training budget, as ROI’s presentation is an argument to assign value and progress.
Originality/value
The originality of this study regards the way it reports training evaluation practices at the four levels established by Kirkpatrick’s framework (2005) and complements it with ROI estimation regarding five training courses run at a Portuguese SME logistics firm.