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Article
Publication date: 1 March 1996

Mark Steadman, Tom Albright and Kimberly Dunn

Firms which adapt new manufacturing technologies, such as flexible manufacturing systems (FMS) or computer integrated manufacturing (CIM) and concepts such as just‐in‐time (JIT)…

1515

Abstract

Firms which adapt new manufacturing technologies, such as flexible manufacturing systems (FMS) or computer integrated manufacturing (CIM) and concepts such as just‐in‐time (JIT), can expect to exert a significant influence on various stakeholder groups. Additionally, innovative accounting systems which are currently being developed to monitor and evaluate the performance of manufacturing systems will have a direct impact on certain stakeholder constituencies. Uses stakeholder theory as a basis for explaining the complex relationships among the firm and various constituencies or stakeholders. Major stakeholder groups include educators, auditors, trainers, line managers, human resource managers, suppliers, customers, stockholders, labour unions, the financial community, government, local community organizations, environmentalists, employees, directors, management and bondholders. The needs of the various groups are placed in the context of the new global competitive environment.

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Managerial Auditing Journal, vol. 11 no. 2
Type: Research Article
ISSN: 0268-6902

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Article
Publication date: 1 March 2019

Miguel Inzunza, Tova Stenlund and Christina Wikström

Perspective taking (PT), as part of the empathy concept, is an important ability in the police profession. It is important to understand how PT can be measured, but also whether…

346

Abstract

Purpose

Perspective taking (PT), as part of the empathy concept, is an important ability in the police profession. It is important to understand how PT can be measured, but also whether it changes over time. The purpose of this paper is to compare the outcomes of three different measures of PT, and to see whether police students’ PT changes at different stages of their education.

Design/methodology/approach

Three measures, one self-reported and two objective tests, were administered to Swedish National Police recruits at three distinct stages of their police training. The outcomes of the measures were psychometrically analyzed, after which associations between measures and between-group differences were assessed.

Findings

The result showed that the measures provided results that were in line with what had been reported in earlier studies. There were no significant correlations between the total scores of the three measures, yet students who graded their abilities higher on the subjective instrument did perform better on one of the objective tests. The findings also showed that recruits in later parts of their training self-reported significantly lower PT values than recruits at the beginning of their training.

Originality/value

This study adds knowledge on the ability of different types of instruments to measure PT and how this construct may develop over time among police recruits.

Details

Policing: An International Journal, vol. 42 no. 5
Type: Research Article
ISSN: 1363-951X

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Article
Publication date: 1 January 2004

Kendra S. Albright

Reports on the conference, "Ethics of Electronic Information in the 21st Century 20032, held in Tennessee, October 2003.

1426

Abstract

Reports on the conference, "Ethics of Electronic Information in the 21st Century 20032, held in Tennessee, October 2003.

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Library Hi Tech News, vol. 21 no. 1
Type: Research Article
ISSN: 0741-9058

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Article
Publication date: 19 June 2009

Simon Shurville, Tom Browne and Marian Whitaker

Educational technologists make significant contributions to the development, organisational embedding and service provision of technology‐enhanced learning (TEL) environments…

3664

Abstract

Purpose

Educational technologists make significant contributions to the development, organisational embedding and service provision of technology‐enhanced learning (TEL) environments, which are key enablers for mass access to flexible higher education (HE). Given the increasing centrality of this role, it is advocated that institutions investigate sustainable career structures for educational technologists. This paper aims to address these issues.

Design/methodology/approach

The arguments are evidence‐driven by the small body of research literature describing the role of educational technologists and contextualized by the experiences as academics and leaders of TEL projects in HE, including managing educational technologists.

Findings

The roles of educational technologists are very diverse, requiring competencies in educational leadership, both management and technical. Their career paths, backgrounds, legitimate powers and organisational locations exhibit considerable variation.

Research limitations/implications

University leaders require evidence to formulate appropriate human resource strategies and performance management strategies for educational technologists. Further empirical research to analyze current issues and future trajectories relating to their aspirations, career structures, legitimate power, management and organisational contexts is proposed.

Originality/value

Given the strategic importance of educational technologists to information and communications technology‐driven transformation, university leaders will require evidence to formulate appropriate human resource and performance management strategies for these key academic‐related/professional staff. This paper brings together relevant literature for the first time, generates recommendations for further research and policy discussion.

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Campus-Wide Information Systems, vol. 26 no. 3
Type: Research Article
ISSN: 1065-0741

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Article
Publication date: 29 June 2010

Simon Shurville, Tom Browne and Marian Whitaker

This paper seeks to examine the emerging role of the Senior Academic Technology Officer (SATO) in higher education. It aims to consider two existing templates for this…

849

Abstract

Purpose

This paper seeks to examine the emerging role of the Senior Academic Technology Officer (SATO) in higher education. It aims to consider two existing templates for this professional role derived from mainstream information management and information technology: the Chief Information Officer (CIO) and the Chief Technology Officer (CTO). Characteristically, CIOs and CTOs might be expected to have different appetites for creative destruction. The paper seeks to focus on the match between a SATO's own appetite for radical technological change and innovation – that is, for creative destruction – and that of their institution. The paper concludes with some observations concerning role design and appropriate recruitment and selection criteria for SATOs in higher education.

Design/methodology/approach

The paper informs its discussion with a micro case study and the outcomes of a virtual anecdote circle comprised of 20 senior academics, administrators, and educational technologists from higher education institutions in Asia, Australia, North America, and the UK.

Findings

The research suggests that the preferred model for a SATO is closest to that of a CIO with a leaning towards innovation and change. However, the paper finds that a SATO's personal appetite for creative destruction may be in conflict with the institution's culture, norms and values, resulting in poor outcomes for both. In order to avoid extreme mismatch the paper recommends a realistic approach to the recruitment and selection of SATOs that is aligned with the organisation's tolerance for innovation and change.

Research limitations/implications

The paper contributes to the body of research‐based literature concerning the strategic management and development of professional scientific and technical staff.

Originality/value

Given the strategic importance of SATOs to ICT‐driven transformation, university leaders will require evidence to formulate appropriate human resource and performance management strategies for these key academic‐related/professional staff. The paper brings together evidence from a highly informed group of stakeholders with active interests in the field using a virtual anecdote circle.

Details

Campus-Wide Information Systems, vol. 27 no. 3
Type: Research Article
ISSN: 1065-0741

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Article
Publication date: 1 December 2004

Dick Kawooya

Outlines some of the presentations at the Electronic information in the 21st century (EEI21) symposium at the University of Memphis in October 2004. EEI21 is an internationally…

1162

Abstract

Outlines some of the presentations at the Electronic information in the 21st century (EEI21) symposium at the University of Memphis in October 2004. EEI21 is an internationally recognized ethics meeting attracting scholars, practitioners and students interested in a wide range of information ethics and related topics. The EEI21 tradition of thematic focus areas continued with intellectual property rights as the special topic for 2004.

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Library Hi Tech News, vol. 21 no. 10
Type: Research Article
ISSN: 0741-9058

Keywords

Available. Open Access. Open Access
Article
Publication date: 18 February 2025

Tom A.S. McLaren, Erich C. Fein, Michael Ireland and Aastha Malhotra

The purpose of this study is to test whether presenting organizational change in a way that promotes the status quo will result in increased employee support for the change.

8

Abstract

Purpose

The purpose of this study is to test whether presenting organizational change in a way that promotes the status quo will result in increased employee support for the change.

Design/methodology/approach

Using quantitative methodology, categorical data were collected through an online cross-sectional survey in which 222 adult respondents participated. The items used vignette-based question blocks with fixed response options. Item responses were analyzed using an exact binomial test – focusing on the relationship between status quo bias and other responses to change communications.

Findings

The findings demonstrated that status quo bias has an association with employee sensemaking. These results suggest that status quo bias can be utilized by organizational leaders and change practitioners to endorse change efforts. Furthermore, it not only appears that promoting what is staying the same but also including a small reason to justify the change can bring additional advantage. Advertising a vision of radical transformation is problematic as it may actually heighten employee resistance.

Originality/value

This research explores and presents a convergence between organizational change management and behavioral economics – specifically, status quo bias. No other comparable study collecting data across a number of organizational change themes and critiquing existing change management models could be found during the preparation of this research effort.

Details

Journal of Organizational Change Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0953-4814

Keywords

Available. Content available
Book part
Publication date: 5 December 2024

Mike O'Donnell

Free Access. Free Access

Abstract

Details

Crises and Popular Dissent, Second Edition
Type: Book
ISBN: 978-1-83549-549-0

Available. Content available
Book part
Publication date: 30 September 2021

Mike O'Donnell

Abstract

Details

Crises and Popular Dissent
Type: Book
ISBN: 978-1-80043-362-5

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Book part
Publication date: 11 October 2019

David Beer

Abstract

Details

The Quirks of Digital Culture
Type: Book
ISBN: 978-1-78769-916-8

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