84 research outputs found
Mary, Mary, quite contrary
No full textPurposeThis paper aims to depict the pivotal roles played by Mary Parker Follett and Mary Barnett Gilson, as they uniquely contributed to early management thought, theory, and practice through “spirituality” despite the chauvinism of their day.Design/methodology/approachSynthesizing articles from history journals, writings about the figures of interest, annals, published works by the figures themselves, and other resources; this paper illustrates how the input of Follett and Gilson made distinctive and valuable contributions to the management field.FindingsThis research concludes that Follett and Gilson, although from the mid‐nineteenth to mid‐twentieth century, when men were dominant in any arena relating to management, were responsive to their “spiritual” insight despite its contrariness to the credence of their day. Consequently, they initiated an understanding that significantly impacted management theory and practice. Their perceptive revelations also led to changing mindsets and actions that influenced the wellbeing of organizations, as well as their employees.Originality/valueDuring this era, although not widely publicized, the “weaker” sex did make its mark. This is the first paper to examine, from a “spiritual” viewpoint, the contributions of these members of the “weaker” sex to management history.</jats:sec
Knowledge is power? An inquiry into knowledge management, its effects on individual creativity, and the moderating role of an entrepreneurial mindset
No full textAffiliation Savannah State UniversityThis paper examined knowledge management, its effects on individual creativity, and the moderating role of an entrepreneurial mindse
Holding the helm: Exploring the influence of transformational leadership on group creativity, and the moderating role of organizational learning culture
No full textAffiliation Savannah State UniversityThis article will explore the moderating effects of organizational learning culture (OLC)
on the relationship between transformational leadership (TFL) and group creativity (GC).
Research has indicated some effect of TFL on creativity. However, there are empirical and
theoretical reasons to believe that this effect may be intensified by an organizational culture that
promotes continuous, valuable learning. The article will investigate various components of TFL,
and offer propositions on their influence on group creativity, as well as the interaction between
organizational learning culture and TFL that affects group creativity. A conceptual model and
suggestions for future research in the field will also be provided
Big five personality and transformational leadership: Exploring the moderating role of political skill
No full textSeveral articles have resolved that a leader’s individual personality plays a role in determining his or her leadership style. This review addresses this verdict by examining the relationship between the Big Five and transformational leadership (TFL), and introduces political skill as a potential moderator of this relationship. It investigates the dimensions of the Five Factor Model of Personality (Big Five), and explores how these intrinsic qualities correlate with transformational leadership. It also defends its proposal of political skill as a moderator of the Big Five-TFL relationship. Propositions concerning direct relationships and interactions are provided, as well as a conceptual model, implications, and suggestions for future research
Developing Economies by Advancing Entrepreneurship: An Interview with Amaury de Parcevaux
No full textToday, Amaury de Parcevaux is the President of Beeleev, a company he co-founded with Hugues Franc, Founder and CEO. Franc and de Parcevaux attended boarding school together in France, and reflect the vision and mission of Beeleev, which aims to build a collaborative business platform for entrepreneurs seeking to grow their business internationally. Entrepreneurs can benefit from Beeleev via membership. Beeleevers’ membership opens a farreaching network that connects entrepreneurs from different countries, providing the necessary contacts to aid entrepreneurs as they conduct business in another country. For example, if an American entrepreneur needs to find a way into the Korean market, membership in Beeleev can be an asset. He/she can either directly connect with Korean-based Beeleevers, or request that Beeleev connect him/her with an appropriate profile of Beeleevers, corporate partners, or other experts. Hence, Beeleev is a multi-layered global partnership platform. The organization was started in June 2013 in Paris, expanded into New York in April 2015, and has grown from 400 members in 15 countries in April, to over 1300 members in 164 countries today. There are currently three offices in Paris, New York, and Omaha, but according to de Parcevaux, the expectation is that by 2018, Beeleev will have 200,000 members, and local operations in at least 40 countries. The organization also strives to benefit communities. Networking events are organized locally, so members can establish personal ties with other members, corporate partners and experts. Beeleevers can also participate in “turn-key cross border learning expeditions,” such as the one planned for November 2015, where Beeleevers in the Americas will meet Beeleevers and experts in Hong Kong and Singapore
The business of black beauty: social entrepreneurship or social injustice?
No full text
Purpose
This paper aims to examine the black beauty industry from a historical perspective and consider the fairness heuristic theory to determine if organisations in this industry are engaging in and promoting social entrepreneurship or contributing to social injustice. The paper explores the work of Annie Turnbo-Malone and Madame C.J. Walker, pioneers and stalwart entrepreneurs in the black beauty business, to discuss the controversial issue. Current and future applications are also investigated and presented.
Design/methodology/approach
Papers from earlier as well as more contemporary journals, news media and books were examined and synthesised to render a balanced view to aid in the entrepreneurship or injustice debate.
Findings
The paper concludes that decisions about fairness and justice involve perception and thus vary by individual, allowing a substantial case for the black beauty industry to both be commended for social entrepreneurship and condemned as a proponent of social injustice (distributive, procedural and interactional).
Originality/value
Organisations have substantial impact on individuals, groups, the community and society. A meaningful organisation encourages expression, perceptions of worth and constructive attitudes and behaviour, and refrains from reflecting excessive dictatorship or dehumanisation. This paper highlights both positive and negative organisational and societal issues concerning the business of black beauty, a relatively understudied topic in management in general and management history in particular, and it provides a unique lens from which to build awareness about entrepreneurship and justice and to effect needed change.
</jats:sec
Teaching an old dog new tricks: Investigating how age, ability, and self-efficacy influence intentions to learn and learning among participants in adult education.
No full textAffiliation Clayton State UniversityParticipation in adult education and adult learning are two important areas of research
as more and more adults seek learning opportunities, via academic institutions or organizational training programs, in their quest to achieve their various goals. Thus, it is important that educational (and business) leaders are aware of the dynamics surrounding the learning process of the “older generation” so that reasonable steps can be taken to facilitate their success in acquiring and retaining required and/or desired knowledge and skills. Numerous factors play a role in individuals’ decision to participate in adult education and in the learning process they experience. This paper will investigate the influence of age, ability and self-efficacy on adults’ intentions to learn and actual learning from educational/training programs. A conceptual model, implications for educators and educational leaders, and suggestions for future inquiry will also be presented
Holdingsthe helm: Exploring the influence of transformational leadership on group creativity, and the moderating role of organizational learning culture
No full textThis review will explore the moderating effects of organizational learning culture (OLC) on the relationship between transformational leadership (TFL) and group creativity (GC). Research has indicated some effect of TFL on creativity. However, there are empirical and theoretical reasons to believe that this effect may be intensified by an organizational culture that promotes continuous, valuable learning. The review will investigate various components of TFL, and offer propositions on their influence on group creativity, as well as the interaction between organizational learning culture and TFL that affects group creativity. A conceptual model and suggestions for future research in the field will also be provided
The role of personality in organizational citizenship behavior: Introducing counterproductive work behavior and integrating impression management as a moderating factor.
No full textAffiliation Clayton State UniversityThis review explores the moderating effects of impression management on the
relationship between the Big Five personality traits and organizational citizenship behavior
(OCB), and introduces the possibility of counterproductive work behavior (CWB) having the
identical antecedents and moderator but divergent relationship as OCB. Research has indicated
some effect of dimensions of the Big Five on OCB and CWB. However, there is empirical and
theoretical reason to believe that this effect may be moderated by impression management (IM),
which may intensify or abate the relationship when individuals display high levels of IM. The
review investigates different personality types, according to the dimensions of the Big Five, and
offers propositions on their influence(s) on organizational citizenship behavior, as well as the
interaction of impression management with the Big Five and OCB. It also takes a broad look at
the relationship between the Big Five, IM, and CWB. A conceptual model and suggestions for
future research in the field are provided as well
- …
