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