Judy Matthews, Tracy Stanley and Paul Davidson
The purpose of this paper is to provide insights into the project challenges, human factors and knowledge development that influence the nature of employee engagement in a project…
Abstract
Purpose
The purpose of this paper is to provide insights into the project challenges, human factors and knowledge development that influence the nature of employee engagement in a project team within a global project-based organisation.
Design/methodology/approach
A qualitative research design used semi-structured interviews, and observations in team meetings and the work environment to identify characteristics in the work environment which influenced employee engagement.
Findings
Workplace characteristics that influence employee engagement relate to the project challenges, the problem-solving nature of work, and achieving specified outcomes within time allocations. Human factors including the manager’s behaviours with feedback and recognition of effort, mentoring, and encouraging collaboration are important in team environment. The potential for learning and knowledge development from the project and with the team positively influence engagement.
Research limitations/implications
This study examines the characteristics of an established project team of 13 consultant engineers from eight nationalities, and forms a basis for future comparison with other project teams with different job types and demographic profiles.
Practical implications
This study contributes to project management (PM) research by broadening the focus from human factors influencing employee engagement to project challenges and knowledge development, with implications for managers in project-based organisations in terms of job design, development of team climate, team processes and their own behaviours.
Originality/value
This study contributes to human factors in PM literature through exploratory research into the antecedents of employee engagement.
Details
Keywords
Michelle Shumate and Liz Howard
In this case, lessons from the Chicago Benchmarking Collaborative illustrate key principles of collaborative action and the importance of using data to achieve SMART goals.In…
Abstract
In this case, lessons from the Chicago Benchmarking Collaborative illustrate key principles of collaborative action and the importance of using data to achieve SMART goals.
In 2015, the Chicago Benchmarking Collaborative (CBC) was a network of seven agencies in Chicago, Illinois, serving 12,000 low-income residents. Each of the agencies had early childhood, school-age children, and adult education programs. At the prompting of the Chicago Community Trust, they came together to (1) benchmark their education programs outputs and outcomes; (2) learn and share best practices through developing a common set of metrics and measurements and implementing these measurements into a case management software system; and (3) share the costs of the case management software system to be used for program evaluation and continuous quality improvement.
Three aspects of CBC are particularly noteworthy. First, there are no joint program activities or clients among these agencies. Their exchange is limited to sharing data and other information. This makes CBC distinct from collaborations formed to begin a program or to advocate for a policy. Second, the group requires each agency to enter data on a timely basis and to set SMART goals based on the data reports. The agencies are held mutually accountable for their work to achieve their own SMART goals during the year and report on progress. Third, CBC used monetary incentives to ensure that data entry and SMART goal action remained a priority for each agency.
Details

Keywords
Tracy Stanley and Paul Davidson
Purpose — The purpose of this chapter is to outline the findings of research into knowledge transfer across countries and culture and the implications of the findings for human…
Abstract
Purpose — The purpose of this chapter is to outline the findings of research into knowledge transfer across countries and culture and the implications of the findings for human resource practitioners.
Methodology/approach — Use of a qualitative case study methodology approach was employed.
Findings — The findings highlight the inherent difficulty of knowledge transfer and the broad range of factors that influence the knowledge transfer process and which are connected together in a complex and non-linear manner.
Research implications — The research revealed insight into those managers most likely to be effective at knowledge transfer and what characteristics and experiences had supported this openness to knowledge from outside of their cultural context. The lessons from the research can be incorporated into the selection and development processes for expatriates.
Originality value — The study affirmed the critical importance of face-to-face interaction in knowledge transfer. The research also resulted in the development of a practical model and tool, which pulls together the broad range of factors that impact on knowledge transfer.
Details
Keywords
Alexandre Perrin, Nicolas Rolland and Tracy Stanley
This paper seeks to take up the challenges of examining the issues of knowledge transfer in an organization operating across Europe, the Middle East, Africa and Latin America. The…
Abstract
Purpose
This paper seeks to take up the challenges of examining the issues of knowledge transfer in an organization operating across Europe, the Middle East, Africa and Latin America. The purpose is directed to understanding whether knowledge management efforts can lead to the improvement of knowledge transfer.
Design/methodology/approach
The paper adopts a qualitative analysis based on a case study whose aim is to evaluate the effectiveness of a global knowledge management programme in achieving best practices transfer in sales and marketing practices throughout business units of Europe, Middle East, Africa and Latin America. The principal data‐gathering method is a structured interview conducted with senior staff from within 28 markets.
Findings
The study's findings reveal that there is a level of complexity and non‐linear interconnectivity within and between business units, which confirms that knowledge transfer is a complex, multifactor process relying on a number of interacting variables.
Research limitations/implications
The results of a case study are somewhat limited in terms of their generalizability. Also, reflecting on the findings, it is useful to think of the challenge of achieving knowledge transfer across countries and cultures as a journey.
Originality/value
The value‐added of this paper is to give emphasis to the factors impacting knowledge transfer on a global scale.
Details
Keywords
A ‘World Wide Web search engine’ is defined as a retrieval service, consisting of a database (or databases) describing mainly resources available on the World Wide Web (WWW)…
Abstract
A ‘World Wide Web search engine’ is defined as a retrieval service, consisting of a database (or databases) describing mainly resources available on the World Wide Web (WWW), search software and a user interface also available via WWW. After intro ducing early Internet search engines, which are pertinent as precursors for the current range of WWW search engines, the problems of searching the WWW (link persistence, lack of integrated search software) and the resulting search engine types (keyword or directory) are analysed. Search engines of all types are then compared across their generic features (database content, retrieval software, and search interface), rather than on a search engine by search engine basis. Finally, wider information access issues aris ing from the nature of the Internet and web search engines are considered, and a general strategy for using web search engines is proposed.
In Chapter 1, Susan Shortland (2011) examined theories and models that could be used to explain female expatriate participation with a view to identifying the most promising…
Abstract
In Chapter 1, Susan Shortland (2011) examined theories and models that could be used to explain female expatriate participation with a view to identifying the most promising theoretical lenses for future research. Her study took as its basis, issues, evidence and explanations from both the ‘women in management’ and ‘women expatriates’ literature to identify four main theoretical domains: family issues, assignee characteristics, host and home country norms, and institutional factors. Findings revealed that the most promising explanations of women's low expatriate participation were identified as being linked to occupational gender stereotyping and sex roles in employment, women's reduced social capital and patriarchal attitudes towards their identity and homemaker roles. These were reinforced by institutional isomorphic behaviour through which organisations mimic each other's human resource practices.
Nicole L.P. Stedman, Tracy A. Rutherford and T. Grady Roberts
Internship experience is a valuable component of an undergraduate degree. This is especially true in leadership education programs, where leadership development may take place in…
Abstract
Internship experience is a valuable component of an undergraduate degree. This is especially true in leadership education programs, where leadership development may take place in a variety of contexts. Theory purports reflection enhances a learners’ experience through a linkage of education, work, and personal development (Kolb, 1984). It is not clear, however, if reflection guided by feedback will enhance or diminish the learning and development. This study utilized a pretest-posttest experimental design in an attempt to determine if providing feedback to weekly internship reflections would make a difference in leadership skill development. Thirty-six undergraduate students were randomly assigned to treatment and control groups following enrollment in a 10-week summer internship course. All participants submitted weekly reflections. The control group received no feedback and the treatment group was provided feedback by a research team member to invoke deeper reflection and development of leadership skills. Leadership skill development was measured using the Leadership Skills Inventory-Self©. Results of the study did not yield statistically significant differences between the two groups, but did demonstrate observable differences in the mean scores. Replication of this study is recommended utilizing quantitative and qualitative measures to further understand this phenomenon.