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Article
Publication date: 28 September 2010

Naimatullah Shah and Syed Ghulam Sarwar Shah

This paper aims to explore the relationships and predictive power of supervisor and peer relations along with demographic factors towards employee readiness for organisational…

5542

Abstract

Purpose

This paper aims to explore the relationships and predictive power of supervisor and peer relations along with demographic factors towards employee readiness for organisational change in a developing country.

Design/methodology/approach

Adopting a quantitative approach, this cross sectional study applies a self‐administered survey questionnaire for data collection. Descriptive statistics and Pearson's correlations are obtained using Statistical Package for Social Sciences (SPSS), Version 15.0 for Windows. Multiple regression analysis (MRA) is used to test a number of hypotheses. Finally, multianalysis of variances (MANOVA) is applied to find the relationships between change readiness and demographic characteristics.

Findings

The results show that supervisor and peer relations (independent variable) and the number of dependents and younger employees (independent variables) have positive and significant relationships to readiness for change. In addition, these predictors are the key determinants of employee readiness for organisational change in a developing country.

Research limitations/implications

This study has methodological limitations as it employed a “one point in time” measurement; however, it involved several subsidiary organisations of a large public‐sector organisation.

Practical implications

This study contributes to the literature on change management, particularly from a developing country perspective, and assists management and practitioners of human resources management, organisational behaviour and change agents in assessing, designing and evaluating new or existing programs for organisational change.

Originality/value

This study provides empirical evidence of employee readiness predictor variables for organisational change.

Details

Journal of Enterprise Information Management, vol. 23 no. 5
Type: Research Article
ISSN: 1741-0398

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Article
Publication date: 1 October 2006

Syed Ghulam Sarwar Shah and Ian Robinson

Medical device users are one of the principal medical device technology stakeholders. The involvement of users in medical device technology development and assessment is central…

4789

Abstract

Purpose

Medical device users are one of the principal medical device technology stakeholders. The involvement of users in medical device technology development and assessment is central to meet their needs. This study aims to examine this issue.

Design/methodology/approach

A structured review of the literature published from 1980 to 2005 in peer‐reviewed journals was carried out from a social science perspective to investigate user involvement practice in the development and assessment of medical device technologies. This was followed by a qualitative thematic analysis.

Findings

Medical device users include clinicians, patients, carers and others. Different kinds of medical devices are developed and assessed by user involvement. The user involvement occurs at different stages of the medical device technology lifecycle and the degree of user involvement is in the order of: design>testing and trials>deployment>concept stages. The methods most commonly used for capturing users' perspectives are usability tests, interviews and questionnaire surveys.

Research limitations/implications

The relevant engineering, medical and nursing literature, which might have been useful, was not reviewed. However, useful findings emerge that apply to health care generally.

Originality/value

This study shows that medical device users are not homogeneous but heterogeneous in several aspects, such as needs, skills and working environments. This is an important consideration for incorporating users' perspectives in medical device technologies.

Details

International Journal of Health Care Quality Assurance, vol. 19 no. 6
Type: Research Article
ISSN: 0952-6862

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Article
Publication date: 30 November 2021

Gul Afshan, Umar Farooq Sahibzada, Hira Rani, Yasir Hayat Mughal and Ghulam Muhammad Kundi

Past studies have largely focused on leaders' influence on employees' attitudes and behaviors, largely ignoring the followership and its consequences. This study investigates the…

789

Abstract

Purpose

Past studies have largely focused on leaders' influence on employees' attitudes and behaviors, largely ignoring the followership and its consequences. This study investigates the social impact that followers induce on leaders through their intentions and actions. Following social impact theory (SIT), this study contributes to the growing research on supervisory knowledge hiding (KH) and related positive consequences beyond the traditional leader-centered approach. This paper investigates the serial mediation link between supervisory KH and supervisory knowledge-based trust (KBT) via perceived prosocial impact and supervisor directed citizenship behavior.

Design/methodology/approach

Time-lagged dyadic data of 348 employees working in a bank under 54 supervisors were collected from Saudi Arabia.

Findings

The findings suggest that supervisory KH entails a potential prosocial impact on employees to engage in supervisor-directed citizenship behavior that builds the KBT in supervisors about subordinates. The empirical support provides an understanding of the social impact of subordinates' influence on supervisors above and beyond traditional leadership literature by depicting the active role of followers in influencing leaders' behavior in building trust in knowledge management. Theoretical and practical implications of the findings are also discussed.

Originality/value

By studying the followership effect on leadership, this study extends the social impact process beyond a social phenomenon to the workplace in a supervisor–subordinate relationship. Moreover, examining the positive framing of a leader's KH to transform such behaviors through active followership role provides a new insight into positive consequences of supervisory behavior through social impact.

Details

Aslib Journal of Information Management, vol. 74 no. 2
Type: Research Article
ISSN: 2050-3806

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