1,721,010 research outputs found
Which training for senior managers of nonprofit organizations in an era of professionalism?
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Learning to trust in social enterprises: The contribution of organisational culture to trust dynamics
No full textGeneral models for trust development in organisations suggest a linear path founded on three bases (calculus, knowledge, identification). Seeking to capture a more dynamic nature for the trust development pathway, this study focuses on the role of organisational culture in shaping these paths by conveying sensemaking processes. Through exploratory group interviews, we examined how trust can be boosted or weakened among senior and newcomer members of two Italian social enterprises (NPSEs) as organisational contexts whose core values make trust a valuable relational asset. Our in-depth analysis of key trust processes showed that the NPSE members refer principally to a non-linear path of trust-building in their professional experience, and acknowledge the knowledge base as the starting point for, and the main source of, trust. Two other processes for implementing trust also emerged, the spillover of trust capabilities to other kinds of relationships, and their leaders' ability to establish organisational routines that can consolidate trust. Overall, our findings contribute to connecting trust-building dynamics to broader organisational culture, highlighting specific routines and practices–intentional as well as informal–that encourage their members to learn to trust. Applicative implications for building trust in workplaces are discussed
Child work: attitudes, perceptions, evaluations and policies of buying goods made by children
No full textThis research is based on the hypothesis that the perception of the forms and modalities which characterise child labour and exploitation are strongly linked to the social representations given to us by the media and by the conditions of life in the developing countries, while other forms of child labour and exploitation, actually present in the industrialised countries, are not perceived
Teenagers who conbine school with economic activities: Perception and assessment of their experience
No full textThe role of social identity in predicting customer's choice of non-traditional products and services
No full textThe present study aims at exploring the importance of social identification with consumers’ group in predicting the intention to buy, within a modified version of the Theory of Self-Regulation (Bagozzi, 1992; Bagozzi & Edwards, 1998). The research involved 1718 customers of non-traditional products and services, which are organic food (N=300), phytotherapy (N=367), homeopathy (N=250), oriental medicine (N=420), and musicotherapy (N=381), coming from all around Italy. For each service/product, the following variables were measured: 1. Affective attitude; 2. Evaluative attitude; 3. Perceived Behavioural Control; 4. Subjective Norms; 5. Behaviour frequency (mean= 4.13 times/month); 6. Behaviour recency (39 times/year); 7. Desire to buy 8; Intention to buy; 9. Social Identity. We regressed these TSR’s components on the Intention to Buy. Results indicated that Organic food’s customers are guided by Desire to buy, Perceived Behavioral Control and Behavior Recency, whereas Desire to buy and Behavior Recency explain Musicotherapy choice. Most importantly, in three areas out of five, Social Identity account for a significant part of variance of the Intention to buy variable. In these three services, the only other significant predictor is Desire to buy. The direction in which Social Identity predicts the Intention to buy is positive, except for oriental medicine, so that for phytotherapy and homeopathy a high sense of Social Identity predicts a high Intention to buy. On the contrary, it is reasonable to hypothesize that eastern medicine’s customers feels the need to preserve their own, western, identity
Representation of intellectual capital’s components amongst Italian social enterprises.
Full text linkPurpose - The purpose of this paper is to understand the representation that senior managers of Italian social enterprises have about their organization’s intellectual capital (IC), precisely about the human capital, relational capital and organizational capital. Design/methodology/approach - This paper used a qualitative approach. A total of 81 senior managers were interviewed individually. Interview data were analyzed using different techniques of content analysis, particularly by using the T-Lab software (analysis of word occurrence and co-word mapping, analysis of Markovian sequences). Findings - Findings confirm the divide between theory and practice of IC. The representation of the IC dimensions is rather different from the definition that is found in the academic literature. Limited awareness about IC components and their generative power of knowledge determines a limited exploitation of the social enterprises’ organizational knowledge. Research limitations/implications - The group reached is limited to Italy and is not statistically representative of all Italian social enterprises. Practical implications - Social enterprises are crucial in the development and well-being of societies. However, the findings suggest that many social enterprises managers are not fully aware of the importance of IC and how it may create value for their organizations. This paper stresses that senior managers of social enterprises need to, through various methods, have a better understanding of IC management and knowledge creation if they are to fully utilise the potential of IC in their organizations for survival and growth. Originality/value - This is the first attempt to explore the perception of IC’s components among social enterprises, which represent an important development of non-profit organizations
Intellectual capital management among Italian non-profit socio-cooperatives
No full textThe purpose of this paper is to deepen the knowledge on the role played by the intellectual capital (IC) of small and medium non-profit socio-cooperatives (SMSCs) in generating knowledge and organisational growth, as well as on the challenges and the difficulties of the management of IC among these organisations
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