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We provide a review of the research in this volume and suggest avenues for future research.

Review of the research in this volume and unstructured interviews with health care executives.

We identified the three central themes: (1) trust in leadership, (2) leading by example, and (3) multi-level leadership. For each of these themes, we highlight the shared concerns and findings, and provide commentary about the contribution to the literature on leadership.

While relation-oriented leadership is important in health care, there is a danger of too much emphasis on relations in an already caring profession. Moreover, in most health care organizations, leadership is distributed and scholars need to adopt the appropriate methods to investigate these multi-level phenomena.

In health care organizations, hands-on leadership, through role modeling, may be necessary to promote change. However, practicing what you preach is not as easy as it may seem.

We provide a framework for understanding current research on leadership in health care organizations.

The World of Concrete trade show organizers negotiate a block of approximately 30,000 rooms with a different location each year. The case was developed through interviews with the trade show director. The issues under negotiation include the room rate, cancellation clauses, and amenities for the conference organizers and VIPs. The case is written for a negotiations course and may be used in two ways: as an intermediate exercise for refining student skills at information management and integrative bargaining or as a fairly advanced exercise about appropriate preparation for major negotiations.

In February 1995, Simon Jones and Tony Railton of Barings Bank planned a meeting that afternoon with their star Singapore trader, Nick Leeson, to iron out a few financial discrepancies that had arisen in his Far Eastern office. A few minutes after the meeting was confirmed, Leeson made an excuse to leave the office … and never came back. It is common knowledge (as well as management folklore) what Leeson did leave behind – debts of over £850 million that brought down one of England’s most prestigious banks. At the time we thought that this scandal was a one‐off, never to be repeated story of deception and mismanagement. But when John Rusnak was arrested for covering up losses of £529 million at AIB earlier this year, senior managers were forced to ask themselves “could this happen to my organization?”

Reverse positioning, market segmentation, customer-centric organization.

Postgraduate program; Master in strategic marketing and Master in business administration.

Declining radio listenership is triggered by lack of attention of the radio managers to the desires of radio listeners. Delta FM radio, as part of Masima Media Group, is a radio that realized the need for revitalization. They changed their target audience and positioning to regain its former glory. Delta FM radio get back to the core benefit with the tagline: “100% Great Songs”. Shifting from highlighting the emotional benefits to functional benefits and to cut a variety of benefits is called “reverse positioning”.

The objective of this case study is to give deeper comprehension a new concept called reverse positioning or reverse branding. It is an example of the dynamic of hyper competition in media market in practice, in the emerging market such as Indonesia. It provides clear picture of the difference between listener oriented vs advertiser oriented company and the impact of the imbalance portion between them.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The purpose of this paper is to present a framework for improving innovation capability through performance measurement in small- and medium-sized enterprises (SMEs). The development of an organisation’s innovation capability is considered increasingly important in the current literature. Developing such capability is essential, as innovation plays a key role in the survival and growth of organisations. A review of current literature highlights the need for a framework on the development of innovation capability, especially in SMEs.

A literature review was used to form an understanding of previous work in the research area. Previous literature was used to define the key concepts and further to build the conceptual framework.

As a result of the study, a framework for improving innovation capability through performance measurement in SMEs is presented. Key issues that must be addressed are highlighted and discussed.

The paper contains suggestions for improving innovation capability through performance measurement. Using the results of this study, practitioners can enhance their innovation capability by measurement and by taking better account of different situations regarding the development of innovation capability. The framework clarifies the issue of how innovation capability and its determinants can be managed through measurement, and therefore it assists especially SMEs in their attempts to cope with the increasing need for innovation as an asset of their business performance.

There are very few examples in the current literature of frameworks for the issue, especially for SMEs. The role of performance measurement in developing innovation capability is also ignored in the current literature. The paper is relevant for academics, as it clarifies the existing body of knowledge and provides a platform for future research.

‘The public library is the research library for small firms in the locality. It is the place where administrative and technical workers can go to keep up with their subject and where the answer to many inquiries can be found…. Specialists using the library service can expect to be served by people familiar with their subjects to a fairly high level and knowledgeable in the relevant literature and terminology.’

Voluntary employee turnover can be a challenge for all industries but high employee turnover has been a special concern in the hospitality industry, which is the context of this paper. The purpose of this paper is to incorporate a “trickle-down” perspective into the conventional research on turnover intention and satisfaction with supervision. The authors assess whether mid-level managers’ satisfaction with senior managers’ supervision is related positively to line employees’ satisfaction with mid-level managers’ supervision and, in turn, line employees’ turnover intentions. Further, the authors examine whether the strength of this “trickle-down” effect is affected by the middle managers’ gender.

The authors tested our theoretical argument using a sample of 1,527 full-time employees in 267 different departments at 94 hotels in the USA and Canada. Hierarchical linear modeling was employed to analyze the data.

The authors found a trickle-down effect of satisfaction with supervision, as predicted, and the effect was stronger for female than male middle managers. These findings open new avenues for addressing turnover issues for organizations and managers.

This study extends the line of research on leadership and turnover in three ways. First, it shows how senior managers, who have no direct contact with line employees, can affect turnover intentions of line employees. Second, this research helps the authors know where to target efforts at intervention; by connecting middle managers’ satisfaction with supervision with employees’ turnover intentions, the authors know to target interventions to reduce turnover not just at line employees and supervisors but also at senior-level managers as well. Third, this study sheds light on the ongoing debate over “female advantage” in leadership (Eagly and Carli, 2003a, b; Vecchio, 2002, 2003) by examining not just how women are treated, but how their experience may reshape managerial dynamics.

Behavioral integrity is the perceived fit between espoused and enacted values. We propose that the maintenance of behavioral integrity is a highly problematic and consequential element of the successful management of change. Support for this view is drawn from the literatures on management fads, transformational leadership, trust and source credibility. Practical implications are developed.