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Article
Publication date: 1 February 1991

Tamara J. Erickson

Companies manage R&D in a number of ways: globally, multinationally, internationally, or transnationally. Each represents a different strategic approach to meet the bases of…

76

Abstract

Companies manage R&D in a number of ways: globally, multinationally, internationally, or transnationally. Each represents a different strategic approach to meet the bases of competition in an industry.

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Journal of Business Strategy, vol. 12 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 February 1991

Philip A. Rousselon, Kamal N. Saadn and Tamara J. Erickson

Third generation management of R&D seeks to create a strategic and operational partnership between researchers and other functional units that will meet both the challenging…

210

Abstract

Third generation management of R&D seeks to create a strategic and operational partnership between researchers and other functional units that will meet both the challenging technological needs of today and tomorrow.

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Planning Review, vol. 19 no. 2
Type: Research Article
ISSN: 0094-064X

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Article
Publication date: 16 September 2013

Tamara J. Erickson

The quest to produce a good or service to satisfy a customer has always been at the heart of business activity, whether in feudal times, the days of guilds, through the industrial

302

Abstract

Findings

The quest to produce a good or service to satisfy a customer has always been at the heart of business activity, whether in feudal times, the days of guilds, through the industrial revolution and today. Drucker's observation has always been true.

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Strategic Direction, vol. 29 no. 10
Type: Research Article
ISSN: 0258-0543

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Available. Content available
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Publication date: 3 December 2016

Paul R. Carlile, Steven H. Davidson, Kenneth W. Freeman, Howard Thomas and N. Venkatraman

Free Access. Free Access

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Reimagining Business Education
Type: Book
ISBN: 978-1-78635-368-9

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Book part
Publication date: 29 October 2018

Jamie J. Chapman

Nursing, as a gendered occupation, is one that requires vast amounts of emotional labor to be performed. As careworkers, nurses are required to assume multiple roles at work…

Abstract

Nursing, as a gendered occupation, is one that requires vast amounts of emotional labor to be performed. As careworkers, nurses are required to assume multiple roles at work: medical expert, companion, and personal care provider. Roles, or expected behaviors associated with different statuses, have the potential to spillover between work and home environments. The purpose of this chapter is to investigate how nurses perceive their role-taking and emotional labor processes to influence experiences of work–family spillover.

Rooted in interactionist role theory, this investigation seeks to qualitatively examine how nurses assign meaning to their various roles and how they perceive their roles to influence work–family spillover. Using audio diary and interview data, this chapter proposes that nurses who practice role-person merger (Turner, 1978) and empathic role-taking (Shott 1979) will also perceive work–family spillover to be related to their caretaking roles as nurses. Three distinct themes emerged in this qualitative analysis related to how experiences of work–family spillover are influenced by the emotional labor demands of the job and the practice of empathic role-taking by nurses: (1) spillover related to required emotional labor is experienced both positively and negatively; (2) nurses actively exercise personal agency in an attempt to decrease negative spillover; and (3) nurses reported increased work–family spillover when they practiced empathic role-taking.

This analysis extends the literature in this area by demonstrating the connection between the structural influences on emotion, the individual perceptions of roles, and the subsequent experiences of work–family spillover.

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The Work-Family Interface: Spillover, Complications, and Challenges
Type: Book
ISBN: 978-1-78769-112-4

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Book part
Publication date: 21 January 2019

Stefanie Ruel

Abstract

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Stem-Professional Women’s Exclusion in the Canadian Space Industry
Type: Book
ISBN: 978-1-78769-570-2

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Book part
Publication date: 26 November 2016

Karin Klenke

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Abstract

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Qualitative Research in the Study of Leadership
Type: Book
ISBN: 978-1-78560-651-9

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Article
Publication date: 1 May 1989

I. Hoffman and J.S. Koga

Provides a bibliography of CD‐ROM for librarians, covering casestudies, costs, product evaluation guidelines, databases, CDI,downloading/copyright and CD vs. online, for use when…

36

Abstract

Provides a bibliography of CD‐ROM for librarians, covering case studies, costs, product evaluation guidelines, databases, CDI, downloading/copyright and CD vs. online, for use when making decisions about the adoption of CD‐ROM.

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OCLC Micro, vol. 5 no. 5
Type: Research Article
ISSN: 8756-5196

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Article
Publication date: 1 September 2005

Audrey Ellison Schriefer

Innovative workplace solutions have been known as “workplace of the future”or “alternative fficing.” Today these concepts are being adopted by a cadre of forward‐thinking…

1844

Abstract

Innovative workplace solutions have been known as “workplace of the future”or “alternative fficing.” Today these concepts are being adopted by a cadre of forward‐thinking companies of all sizes, across industries. These companies have begun to tailor their workplace to meet their particular needs. They are seeking ways to use their investments in space and technology to enable rather than inhibit progress toward their objectives. While still far from being universally embraced, these changes in workplace conceptualization and implementation are worth a closer look. This paper identifies key trends, discusses the forces driving them, debunks some myths that have arisen, outlines the potential benefits of these approaches, and discusses the need for an integrated approach to achieve successful implementation. Several examples are provided to demonstrate the appeal of workplace strategy across industries and suggest lessons that can be applied by the reader to their own unique situations. Primary workplace research conducted by the author as well as her corporate and consulting experience informs the points made throughout this article.

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Journal of Corporate Real Estate, vol. 7 no. 3
Type: Research Article
ISSN: 1463-001X

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Article
Publication date: 20 February 2019

Nidhi Arora and Vijay Dhole

The purpose of this paper is to examine expectations of Generation Y (born between 1980 and 2000) entrants to Indian industry, in respect of their perspective, job experiences…

4690

Abstract

Purpose

The purpose of this paper is to examine expectations of Generation Y (born between 1980 and 2000) entrants to Indian industry, in respect of their perspective, job experiences, considerations and initial employment expectations. Keeping in mind that organizations are required to prepare for the expectations of Generation Y. Human resources (HR) practitioners should consider the next generation as strategic business partners in the twenty-first-century workplaces, questions ignite about Generation Y’s values and aspirations and how we can engage them in our workplaces. This study was an attempt to look at Indian Gen Y employees who comprise almost half of the Indian working population and are growing at a rapid pace. Effective understanding of Gen Y will lead to the designing of effective HR policies and environment.

Design/methodology/approach

Utilizing quantitative research methods, an exploratory study was undertaken with 520 employees (all of whom fell into the category of Generation Y) from various industries.

Findings

The study found that many of the propositions contained within the Generation Y literature were reflected among participants in relation to their future career and lifestyle aspirations. This hints to the need for industry to carefully benchmark employee expectations and experiences to ensure commitment to the sector.

Research limitations/implications

Being an exploratory study, the results are not generalizable to the wider population. The findings frame a future longitudinal study on the careers of Generation Y graduates as they move from the anticipation to the encounter stage of their career development. This will seek to further explore the implications of Generation Y values, including those relating to diversity and equality which were not raised as an issue in this preliminary study.

Practical implications

The findings of this research contribute to our knowledge of the career aspirations of Generation Y. The paper indicates to employers some of the future benchmarkings in recruitment and HR practices that they might adopt to meet the needs of this generation of employees. It is anticipated that this paper will interest new and experienced HR practitioners. Interest might spark ongoing inquiry into effective approaches for employee engagements, specifically to Gen Y employees who will be ruling the workplace in the coming decade. The Gen Y has also led to attrition problems. Therefore, this paper will help in the effective understanding of Gen Y and designing strategies for internal benchmarking in various policies.

Originality/value

This work is a unique effort to look at the common expectations of the Gen Y employees, from the workplace. The findings highlighted the general expectations which are normally neglected in high strategical environment of today’s tech-savvy industry.

Details

Benchmarking: An International Journal, vol. 26 no. 5
Type: Research Article
ISSN: 1463-5771

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