164 research outputs found
Human resource management, innovation and performance : looking across levels
No full textStudies are starting to explore the role of human resource management (HRM) in fostering organisational innovation, but empirical evidence remains contradictory and theory fragmented. This is partly because extant literature by and large adopts a unitary level of analysis, rather than reflecting on the multi-level demands that innovation presents. Building on an emergent literature focused on HRM's role in shaping innovation, we shed light on the question of whether, and how, HRM might influence employees' innovative behaviours in the direction of strategically important goals. Drawing upon institutional theory, our contributions are threefold: to bring out the effect of two discrete HRM configurations – one underpinned by a control and the other by an entrepreneurial ethos, on attitudes and behaviours at the individual level; to reflect the way in which employee innovative behaviours arising from these HRM configurations coalesce to shape higher-level phenomena, such as organisational-level innovation; and to bring out two distinct patterns of bottom-up emergence, one driven primarily by composition and the other by both composition and compilation
Organizational learning and emotion: constructing collective meaning in support of strategic themes
No full textMissing in the organizational learning literature is an integrative framework that reflects the emotional as well as the cognitive dynamics involved. Here, we take a step in this direction by focusing in depth over time (five years) on a selected organization which manufactures electronic equipment for the office industry. Drawing on personal construct theory, we define organizational learning as the collective re-construal of meaning in the direction of strategically significant themes. We suggest that emotions arise as members reflect on progress or lack of progress in achieving organizational learning. Our evidence suggests that invalidation – where organizational learning fails to correspond with expectations – gives rise to anxiety and frustration, while validation – where organizational learning is aligned with or exceeds expectations – evokes comfort or excitement. Our work aims to capture the key emotions involved as organizational learning proceeds
The potential of maternal and child health service data in Australia: how lessons from the COVID-19 pandemic can accelerate data-informed decision making
No full textPerspectiveAshleigh Shipton, Meredith O, Connor, Melissa Wake, Sharon Goldfeld, Helen Lees, Catina Adams, Kristina Edvardsson, Leesa Hooker, Jatender Mohal, Rhiannon M Pilkington, Fiona K Mensa
Lithograph describing the prophecy of Old Mother Shipton, after 1828
No full textPhotograph of a lithograph describing the prophecy of Old Mother Shipton, after 1828. A cartoon is pictured above with men and women in fine dress riding and crashing in horseless carriages of all sizes and inventions, which billow smoke or steam. Underneath, the caption reads "Carriages without horses shall go, / And accidents fill the world with woe.". Under this, there is a brief commentary both touting the veracity of the statement and questioning the legitimacy of its source as a prophecy.; Photoprint reads: "Old Mother Shipton has been vindicated insofar as this part of her prophecy is concerned. Of course, it is now generally believed that the verse, of which the foregoing is only a part, was a hoax to the extent that the predictions were circulated after most of the predicted things had come to pass. But it must be admitted that the author of the introductory lines anticipated present--day traffic problems. The comic sketch here shown appeared in 1828 shortly after the advent of steam carriages which was nearly four centuries after Mother Shipton is supposed to have lived. The artist was himself something of a seer because he attempted to show how the streets would some day be clogged by horseless carriages"
How Gambians save and what their strategies imply for international aid
No full textInterventions in this small impoverished West African nation have been based mainly on credit ( debt ). Public and private lending institutions have failed dramatically, with the resultant mounting debts. Yet, lenders continue extending loans into the countryside. The author suggests that there is room for new options. One of these is for financial intermediaries to subsidize savings rather than credit. The author looks at length at the question : How do Gambians save? Saving takes many forms other than money, including livestock, jewelry, store crops, and resaleable household goods. Gambians do not prefer liquidity. They often convert wealth into forms that shelter it from the daily demands of spouses, kin, neighbors, and from their own temptation. Gambian farmers choosing saving options weigh trustworthiness and convenience more heavily than real or nominal interest rates or inflationary losses. The author concludes that the Gambians need a balance between credit and saving, liquidity and illiquidity, individualism and group responsibility.Agricultural Research,Economic Theory&Research,Banks&Banking Reform,Environmental Economics&Policies,Agricultural Knowledge&Information Systems
More than a cognitive experience: unfamiliarity, invalidation, and emotion in organizational learning
No full textLiterature on organizational learning (OL) lacks an integrative framework that captures the emotions involved as OL proceeds. Drawing on personal construct theory, we suggest that organizations learn where their members reconstrue meaning around questions of strategic significance for the organization. In this 5-year study of an electronics company, we explore the way in which emotions change as members perceive progress or a lack of progress around strategic themes. Our framework also takes into account whether OL involves experiences that are familiar or unfamiliar and the implications for emotions. We detected similar patterns of emotion arising over time for three different themes in our data, thereby adding to OL perspectives that are predominantly cognitive in orientation
Creativity Training
No full textGlobal competition and the ever more rapid emergence of new products and services means the ability to innovate and solve problems has become critical for organisational survival and prosperity (Anderson, Potočnik and Zhou, 2014). Many strategies have been adopted by organisations to enhance their innovativeness and one of the most popular is in terms of conducting creativity training for employees. Within this chapter, I discuss how widespread the use of creativity training is, the main types of interventions used in organisations, review the literature for evidence of their effectiveness and then offer some personal reflections on developing and implementing a new creativity training model (CLEAR IDEAS) for organisations. The chapter will finish off with some practical guidelines on what make for more effective creativity training interventions
HRM, organizational capacity for change, and performance: a global perspective
No full textThis special issue brings together a variety of articles, each one enriching understanding about whether and how human resource management (HRM) influences organizational performance (however defined) against a backdrop of complex change. We present a preliminary framework that enables us to integrate the diverse themes explored in the special issue, proposing a mediating role for organizational change capacity (OCC). OCC represents a particular subset within the resource- based literature labeled as “dynamic capabilities.” Although not well researched, there is evidence that OCC is positively associated with firm performance and that this relationship is stronger given conditions of high uncertainty. Our framework reflects on external and internal parameters, which we suggest moderate the relationship between human resource management (HRM), OCC, and organizational performance. Our intention is to provide compelling insight for both practitioners and researchers, especially those whose remit extends beyond national boundaries, with reference to areas of the globe as disparate as Greece, Ireland, Pakistan, Switzerland, and the United Kingdom
The impact of perceived human resource management system strength on older workers' mental well-being, in-role performance behaviours, and satisfaction with learning opportunities
No full textThe number and proportion of older workers in the workforce is increasing. This thesisexamined the effect of normal psychological aging on the future time perspective and goalorientation of this demographic group, and the effects that these age-related changes have onin-role performance behaviours, satisfaction with the learning opportunities afforded to themby their organisation, and their mental well-being. The work is grounded in socioemotionalselectivity theory (SST, Carstensen, 1992, 1993,1995; Carstensen & Charles, 1998;Carstensen, Isaacowitz & Charles, 1999) which postulates that as people age they perceivetheir future as increasingly limited and achieve greater emotional control. They resultantlybecome progressively less focused on developmental goals. This thesis examined howemployee perceptions of human resource management system strength (Bowen & Ostroff,2004) change the relationship between time perspective and goal orientation, and thus themagnitude of the effects of goal orientation on the outcome variables. To facilitate this, itwas necessary to develop survey-based measurement instruments to measure goalorientation and positive emotional experience (Study 1), and to adapt an existing measure ofHRM system strength to suit the sample population in Study 2. This latter study collectedmulti-source data from 151 employees and their line manager, using a survey method.Mediation and moderated mediation analysis revealed that changing time perspective, rather than age per se, accounts for changes in employee goal orientation, which mediates the relationship between time perspective and employee mental well-being, but not performance or satisfaction with learning opportunities. This mediation effect was then shown to be moderated by how strong employees perceive the human resource management system to be,as implemented by their line manager, thus demonstrating how line managers can materially affect the mental well-being of their direct reports. This is particularly important during periods of high levels of organisational change activity when employees are expected to learn new materials, processes and work within changing team structures
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