William S. Harvey, Vince-Wayne Mitchell, Alessandra Almeida Jones and Eric Knight
A major part of knowledge management for knowledge-intensive firms such as professional service firms is the increasing focus on thought leadership. Despite being a well-known…
Abstract
Purpose
A major part of knowledge management for knowledge-intensive firms such as professional service firms is the increasing focus on thought leadership. Despite being a well-known term, it is poorly defined and analysed in the academic and practitioner literature. The aim of this article is to answer three questions. First, what is thought leadership? Second, what tensions exist when seeking to create thought leadership in knowledge-based organisations? Third, what further research is needed about thought leadership? The authors call for cross-disciplinary and academic–practitioner approaches to understanding the field of thought leadership.
Design/methodology/approach
The authors review the academic and practitioner literature on thought leadership to provide a rich oversight of how it is defined and can be understood by separating inputs, creation processes and outcomes. The authors also draw on qualitative data from 12 in-depth interviews with senior leaders of professional service firms.
Findings
Through analysing and building on previous understandings of the concept, the authors redefine thought leadership as follows: “Knowledge from a trusted, eminent and authoritative source that is actionable and provides valuable solutions for stakeholders”. The authors find and explore nine tensions that developing thought leadership creates and propose a framework for understanding how to engage with thought leadership at the industry/macro, organisational/meso and individual/micro levels. The authors propose a research agenda based on testing propositions derived from new theories to explain thought leadership, including leadership, reducing risk, signalling quality and managing social networks, as well as examining the suggested ways to resolve different tensions.
Originality/value
To the best of the authors’ knowledge, they are the first to separate out thought leadership from its inputs, creation processes and outcomes. The authors show new organisational paradoxes within thought leadership and show how they can play out at different levels of analysis when implementing a thought leadership strategy. This work on thought leadership is set in a relatively under-explored context for knowledge management researchers, namely, knowledge-intensive professional service firms.
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Roy Chandler, John Richard Edwards and Malcolm Anderson
The purpose of the paper is to present an analysis of the disciplinary action taken against members of the founding bodies of the Institute of Chartered Accountants in England and…
Abstract
Purpose
The purpose of the paper is to present an analysis of the disciplinary action taken against members of the founding bodies of the Institute of Chartered Accountants in England and Wales (ICAEW). This exercise illuminates an aspect of accounting's past which has tended to be overlooked in conventional histories of the profession.
Design/methodology/approach
An analysis of the internal records of the ICAEW has been conducted. In addition, the archives of the ICAEW's predecessor bodies, entries in various censuses and contemporary sources have been reviewed for relevant material.
Findings
Analysis of the records of the ICAEW and its founding bodies reveals a number of cases where disciplinary action was taken for breaches of ethical principles. The expulsion of a member, however, was always preceded by an external “prompt” such as the member's conviction on criminal charge, his disappearance or bankruptcy. This perhaps suggests that the early professional bodies were more inclined to protect the private interests of their members rather than the public interest.
Originality/value
The paper's findings add to the literature on the professionalisation of the British accountancy profession. By focussing on the less‐celebrated aspects of the founders' behaviour, this paper puts the success of the profession in achieving public acceptance into sharper perspective.
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Hongqin Li, Oswald Jones, William S. Harvey and Jie Yang
This article examines the influence of Daoist nothingness on leadership in growing Chinese small and medium enterprises (SMEs). Daoism is based on a “letting-go” approach through…
Abstract
Purpose
This article examines the influence of Daoist nothingness on leadership in growing Chinese small and medium enterprises (SMEs). Daoism is based on a “letting-go” approach through maintaining inherent openness, which challenges goal-oriented and hierarchical approaches typical of Western and Confucian leadership theories. This facilitates the cross-fertilization of ideas related to the effective management of smaller firms.
Design/methodology/approach
This study focuses on SME leaders in a group of 12 growing SMEs in the Shanghai logistics industry in China. Narrative and semi-structured interviews explored emerging aspects beyond the established model of leadership associated with reputation-building. This led to in-depth, thick descriptions, broadening our understanding of leadership and reputation-building.
Findings
SME leaders follow nothingness by continuously adopting a letting-go approach which spontaneously fosters reputation-building. By maintaining inherent openness, nothingness functions as an enabling principle that mobilizes multi-beings leading to reputation-building in unintended ways.
Research limitations/implications
A greater plurality of empirical and methodological contexts in Western and non-Western countries helps to understand the dynamics and intersection of Daoist nothingness, leadership and reputation-building.
Practical implications
SME leaders recounted how they discursively practised nothingness for extended periods in their everyday practice. The study shows the significance of nothingness for SME leaders who aspire to grow their businesses by reputation-building among salient stakeholders.
Social implications
Daoist nothingness provides insights into the distinctive approach of Chinese SME leaders and their relationships with local and distant stakeholders. By engaging in active non-action they relax pre-determined intentions and immerse themselves in the process of leading, where the connections between goals and processes are automatically animated. Such an approach differs from the top-down and goal-oriented approach to leadership adopted in many Western SMEs.
Originality/value
This paper makes two theoretical contributions. First, it indicates the powerful influence of Daoist nothingness on leadership by drawing on the broader context of entrepreneurship in Chinese SMEs. Secondly, it enriches existing concepts such as reputation by endowment and reputation borrowing by demonstrating how Daoist nothingness silently fosters both local reputation and generalized reputation.
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Halimah Abdul Manaf, William S. Harvey, Steven J. Armstrong and Alan Lawton
This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian public sector. Strengthening…
Abstract
Purpose
This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian public sector. Strengthening knowledge sharing function is essential for enabling public institutions around the world to be more productive.
Design/methodology/approach
This quantitative study involves 308 employees from management and professional groups within 98 local authorities in the Malaysian local government. Stratified random sampling techniques were used and the sampling frame comprised 1,000 staff using postal surveys. Data analyses were carried out using analysis of variance and correlations to test the research hypotheses.
Findings
The findings reveal that expert managers are more proactive in sharing their knowledge, particularly those with the personality traits of conscientiousness and openness. These two personality traits were also related to expert behaviours such as thoroughness, responsibility and persistence, which led to work competency and managerial success.
Originality/value
This study provides theoretical insights into how managerial tacit knowledge differs and can accumulate, depending on the personality traits of middle managers. The paper shows the different mechanisms of knowledge sharing, tacit knowledge and personality among expert, typical and novice managers. Practically, this study is important for guiding senior managers in their attempts to identify the most appropriate personalities of their middle managers. This study found that the expert group was higher in conscientiousness, openness and overall personality traits compared with the typical and novice groups. The paper also highlights the value of sharing managerial tacit knowledge effectively.
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Justin Featherstone and William S. Harvey
This paper aims to look at the practices within the principal Konyak kingdoms in Nagaland, and how leaders in other cultural contexts can learn from reconciling tough and kind…
Abstract
Purpose
This paper aims to look at the practices within the principal Konyak kingdoms in Nagaland, and how leaders in other cultural contexts can learn from reconciling tough and kind forms of leadership.
Design/methodology/approach
For centuries, the villages of the principal Konyak kingdoms in Nagaland raided each other to take the heads of men, women and children in ritualised hostilities. Originally to bring fertility and good harvests, this practice evolved almost exclusively into an expression of power and success. One of the authors spent three weeks in January 2020 living in a Konyak village learning about leadership from the last surviving face-tattooed warriors, once successful headhunters.
Findings
The authors found a servant leadership culture based on kindness and collaboration, in some ways at odds with the brutal tradition associated with their society. Framing this compassionate leader and follower relationship is the concept of matkapu, or standing for the truth of things.
Practical implications
The authors explore whether contemporary organisations looking to sustain operational excellence and well-being, and often seeking to balance the needs of different stakeholders, can learn from the Konyaks based on centuries of continual conflict and volatility.
Originality/value
The authors show how contemporary organisations looking to sustain operational excellence and well-being can learn from the Konyaks based on centuries of continual conflict and volatility.
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William S. Harvey, Marwa Tourky, Eric Knight and Philip Kitchen
This paper aims to challenge singular definitions, measurements and applications of corporate reputation which tend to be reductionist. The authors rebuff such narrow…
Abstract
Purpose
This paper aims to challenge singular definitions, measurements and applications of corporate reputation which tend to be reductionist. The authors rebuff such narrow representations of reputation by showing the multiplicity of reputation in the case of a global management consulting firm and demonstrate how it has sustained such reputations.
Design/methodology/approach
Using a large cross-country qualitative case study based on interviews, focus groups, non-participant observations, workshops and a fieldwork diary, dimensions of reputation are highlighted by drawing on perceptions from multiple stakeholder groups in different geographies.
Findings
The authors find significant differences in perceptions of reputation between and within stakeholder groups, with perceptions changing across dimensions and geographies.
Originality/value
The theoretical implications of the research indicate a plurality of extant reputations, suggesting that a prism is more suited to representing corporate reputation than a singular, lens-like focus which is too narrow to constitute reputation. This paper offers theoretical and practical suggestions for how global firms can build and sustain multiple and competing corporate reputations.
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A. Feizerfan, S. Winchester, J. Maryosh and S.E. Liyanage
The aim of this audit was to assess the effect of guidelines on the management of corneal foreign bodies by accident & emergency staff.
Abstract
Purpose
The aim of this audit was to assess the effect of guidelines on the management of corneal foreign bodies by accident & emergency staff.
Design/methodology/approach
A prospective case note review was performed to assess local practice in the management of corneal foreign bodies. Changes in practice included the production of a guideline using locally‐agreed standards. The audit loop was continued by a further prospective case note review.
Findings
A total of 101 records were audited over a two‐month period. Prior to changes in practice, the department performed well in two criteria. Introduction of the guideline resulted in improvement in the majority of criteria.
Originality/value
Corneal foreign bodies commonly present to accident and emergency departments. Inadequate experience and training may lead to reduced clinical outcomes, with unnecessary referral or follow‐up. This audit highlights the difficulties in providing good clinical care in the management of CFBs and shows its effectiveness as a tool for improving clinical practice.
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THE beginning of a new volume is necessarily a time for reflection. Our journal is now forty‐four years old and has appeared without intermission, always with the purpose…
Abstract
THE beginning of a new volume is necessarily a time for reflection. Our journal is now forty‐four years old and has appeared without intermission, always with the purpose, enunciated by its founder, James Duff Brown—to furnish librarians of all kinds and ages with a thought‐exchange and a medium of expression independent of any other control than the editor's conviction that what was published was sincere in intention and likely to be of use to the profession. This does not mean, as our pages to‐day witness, that matters of controversy or even of severe criticism of those who lead the profession officially are excluded. On the contrary, we believe that the best spur to advance is a critical vigilance. Thus it has occurred occasionally that our writers have been at variance with some current policy of the Library Association, some phases of its examinations or its conference policy. Occasionally, too, there have been criticisms of library authorities which an official journal might hesitate to make because those authorities may be in membership of the Library Association. Such criticism was never more necessary than now. The library movement has to be kept alive under the greatest strain in history; indeed, it should progress.
The term “medical” will be interpreted broadly to include both basic and clinical sciences, related health fields, and some “medical” elements of biology and chemistry. A…
Abstract
The term “medical” will be interpreted broadly to include both basic and clinical sciences, related health fields, and some “medical” elements of biology and chemistry. A reference book is here defined as any book that is likely to be consulted for factual information more frequently than it will be picked up and read through in sequential order. Medical reference books have a place in public, school, college, and other non‐medical libraries as well as in the wide variety of medical libraries. All of these libraries will be considered in this column. A basic starting collection of medical material for a public library is outlined and described in an article by William and Virginia Beatty that appeared in the May, 1974, issue of American Libraries.