scholarly journals HR BRANDING AND THE POTENTIAL VALUE: EMPIRICAL EVIDENCE AND PRACTICAL IMPLICATIONS

2019 ◽  
Vol 8 (1) ◽  
pp. 41-53
Author(s):  
Ezeni Brzovska ◽  
Stojan Debarliev ◽  
Aleksandra Janeska – Iliev
Keyword(s):  
Empirical Evidence ◽  
Potential Value ◽  
Practical Implications

scholarly journals Organizational Silence: A Barrier to Job Engagement in Successful Organizations

2016 ◽  
Vol 9 (4) ◽  
pp. 100 ◽  
Author(s):  
Wageeh A. Nafei
Keyword(s):  
Empirical Evidence ◽  
Design Methodology ◽  
Job Engagement ◽  
University Hospitals ◽  
Five Dimensions ◽  
Factors Affecting ◽  
Organizational Engagement ◽  
Organizational Silence ◽  
And Coping ◽  
Practical Implications

<p><strong>Purpose: </strong>Although the phenomenon of Organizational Silence (OS) is widely seen in organizations, there is little empirical evidence regarding its nature and components. The purpose of this research is to identify the types of OS and its effects on JE at Menoufia University Hospitals in Egypt.</p><p><strong>Design/methodology/approach</strong>: To assess OS, refer to (OS questionnaire, Schechtman, 2008; Brinsfield, 2009) and JE (JE questionnaire, Rich et al., 2010). Five dimensions of OS are constructed and measured in order to examine their effects on JE at Menoufia University Hospitals in Egypt. Out of the 338 questionnaires that were distributed to employees, 300 usable questionnaires were returned, a response rate of 88%. Multiple Regression Analysis (MRA) was used to confirm the research hypotheses.</p><p><strong>Findings: </strong>Results indicate that supervisors’ attitudes to silence, top management attitudes to silence and communication opportunities are associated and predict ES behaviour. The research has found that there is significant relationship between OS and JE. Also, the research has found that OS directly affects JE. In other words, OS is one of the biggest barriers to organizational engagement of the employees at Menoufia University Hospitals in Egypt.</p><p><strong>Practical implications:</strong> This research contributes to stimulate scientific research, particularly in terms of testing the model content, as well as studying the research variables and the factors affecting them. In addition, this research pointed to the need for organizations to adopt a culture which encourages and urges employees to speak in the labor issues and the non-silence in order for the administration to be able to realize these issues and try to solve them first hand in order to prevent their aggravation.</p><p><strong>Originality/value: </strong>Although the phenomenon of silence is expected in organizations, there is little empirical evidence in the literature aimed at defining, analyzing, and coping with it. Silence climate has an impact on the ability of organizations to detect errors and learn. Therefore, organizational effectiveness is negatively affected. This research aims to measure the effect of OS on JE. Based on the findings of this research, some important implications are discussed.</p>

scholarly journals Retrieving Linguistic Information from a Corpus on the Example of Negation in Chinese

2019 ◽  
Vol 9 (2) ◽  
pp. 103-115
Author(s):  
Ľuboš GAJDOŠ
Keyword(s):  
Second Language Acquisition ◽  
Language Acquisition ◽  
Empirical Evidence ◽  
Statistical Data ◽  
Corpus Analysis ◽  
Linguistic Information ◽  
New Approach ◽  
Language Data ◽  
Authentic Language ◽  
Practical Implications

The paper deals with corpus analysis of negation in Chinese, namely the negatives bù 不 and méi/ méiyǒu没/没有. The adverbs BU and MEI are two of the most frequent negatives in Chinese. The aim of this study is to present statistical data together with linguistics analysis. The results provide empirical evidence of discrepancy between “authentic” language data versus linguistic prescription with practical implications for second-language acquisition. The findings inter alia suggest a new approach to verb categorisation.  

scholarly journals Assessing Organizational Information Visibility: Development and Validation of the Information Visibility Scale

2019 ◽  
pp. 009365021987709 ◽  
Author(s):  
Claartje L. ter Hoeven ◽  
Cynthia Stohl ◽  
Paul Leonardi ◽  
Michael Stohl
Keyword(s):  
Empirical Evidence ◽  
New Technologies ◽  
Scale Construction ◽  
The Core ◽  
Organizational Information ◽  
Common Observation ◽  
Development And Validation ◽  
The Relationship ◽  
Organizational Transparency ◽  
Practical Implications

A common observation in the digital age is that new technologies are making people’s behaviors, decisions, and preferences more visible. For scholars who study organizations and their effects upon society, increased information visibility raises the hope that organizations might become more transparent. Typically, we assume that increased information visibility will translate into high levels of organizational transparency, but we lack empirical evidence to support this assumption. Our ability to gather data on this important topic is limited because there have been few reliable ways to assess organizational information visibility. To remedy this problem, we develop and validate the Information Visibility Scale to measure the core aspects of information visibility. We then employ the scale to test the relationship between information visibility and transparency. We discuss the theoretical and practical implications of the scale and consider the limitations and further research possibilities that the scale construction and validation suggest.

The rationale of part-time farming: empirical evidence from Norway

2017 ◽  
Vol 44 (1) ◽  
pp. 53-59 ◽  
Author(s):  
Klaus Mittenzwei ◽  
Stefan Mann
Keyword(s):  
Empirical Evidence ◽  
Household Income ◽  
Design Methodology ◽  
Farm Households ◽  
Apparent Contradiction ◽  
Content Type ◽  
Level Data ◽  
Part Time ◽  
On Farm ◽  
Practical Implications

Purpose Outside farming, pluriactivity is generally considered as undesirable, whereas agricultural economists tend to recommend part-time farming. This contradiction is to be solved. The paper aims to discuss this issue. Design/methodology/approach Linking tax-payer and statistical farm-level data from Norway, the authors tested how profitable part-time farming is for Norwegian farm households. Findings The analysis showed that concentrating on either working on-farm or off-farm generates a higher household income than combining the two. Practical implications Part-time farming may be a lifestyle decision, but apparently is not economically optimal for most farms. Originality/value The contribution solves an apparent contradiction between the discourses inside and outside agriculture.

Understanding the Influence of R&D Collaboration on Organizational Innovation

2018 ◽  
Vol 7 (3) ◽  
pp. 54-73 ◽  
Author(s):  
Lurdes Simao ◽  
Mário Franco
Keyword(s):  
Empirical Evidence ◽  
Significant Influence ◽  
Organizational Innovation ◽  
Positive Impact ◽  
Innovation Adoption ◽  
Positive Influence ◽  
Business Practices ◽  
Community Innovation Survey ◽  
External Relations ◽  
Practical Implications

Collaboration in R&D has had a positive influence on the performance of firms, but little is known about its impact on organizational innovation. Therefore, this article analyzes the influence of R&D collaboration on firms' ability to introduce organizational innovation. A quantitative approach was used, based on a sample of 5.079 Portuguese firms from the CIS 2010-Community Innovation Survey 2010. The empirical evidence showed R&D collaboration with clients to be predominant in organizational innovation adoption. Cooperation with competitors, universities and state laboratories has no significant influence. R&D collaboration with other firms within the same group, and with suppliers has a significant positive impact on organizational innovation in the workplace. In addition, collaboration with consultants is significant in business practices and external relations. Several theoretical and practical implications are presented.

A three factor model of followership: part 3 – research on followership, a three factor followership framework and practical implications

2016 ◽  
Vol 48 (8) ◽  
pp. 400-408 ◽  
Author(s):  
Tony Manning ◽  
Bob Robertson
Keyword(s):  
Public Sector ◽  
Empirical Evidence ◽  
Factor Model ◽  
Full Range ◽  
Training And Development ◽  
Content Type ◽  
Effective Leaders ◽  
The Uk ◽  
Practical Implications ◽  
Three Factor

Purpose The first part of this paper pointed out that theory and research on followership is less extensive and less well known than that on leadership. It then described a three factor model of leadership and suggested it could be applied to and was consistent with other work on followership. The second part of the paper presented empirical evidence supporting the three factor model of leadership and justifying its extension and application to the full range of team roles, including follower and co-worker roles, as well as leader roles. This part of the paper looks specifically at follower roles and followership. Research findings are used to develop and describe a three factor model of follower behaviour. The paper aims to discuss these issues. Design/methodology/approach A mixed group of managers, mainly from the UK public sector, completed a variety of self-assessment questionnaires, had 360 degree assessments completed on them, and provided information on their work role and situation. Research looked at the degree of correlation between variables and its statistical significance. This was used to assess the internal reliability and external validity of three factor measures of leader behaviours and team role behaviours. Information on contextual variables was used to measure leader and follower situations and develop leader-follower scales that were used to identify behaviours used by followers. In total, 360 degree assessments were also used to identify behaviours that are most and least valued when used by followers. Findings The findings presented in the second part of this paper provided empirical support for the three factor model of leadership and its extension to the full range of team roles. The findings presented in this part of the paper identify behaviours used by individuals in follower roles and behaviours valued when used by individuals in such roles. By combining these two sets of findings, it was possible to produce a three factor model of effective follower behaviour, with each metacategory consisting of five behaviour sets and each set made up of four specific behaviours. Research limitations/implications Effective organisations need effective followers and effective leaders. Moreover, the skills of the effective leader develop out of and build on those of the effective follower. Effective leaders and followers use essentially the same skills but use them in different situations, playing different roles. The research was carried out on a diverse sample of managers, drawn mainly from the UK public sector. However, it would be useful to extend the research to other populations. Practical implications The findings provide evidence-based descriptions of effective follower behaviours. These have practical implications for leaders and for followers, as well those involved in their training and development. They establish the content of developmental activities for effective followers and indicate how the training and development of followers underpins that of leaders. Social implications The findings challenge the widely held pre-occupation with leadership and the associated view that it is qualitatively different from and superior to leadership. In so doing, the three factor model of followership offers a challenge to the cult of leadership. Originality/value This is the first published research to present empirical evidence supporting the three factor model of followership. In the research process, scales were developed to assess leader and follower roles and used to identify behaviours used by followers. They were also used in further research identifying behaviours most and least valued when used by followers. The instruments and the associated research were original.

The dark side of experience-seeking mall shoppers

2016 ◽  
Vol 44 (12) ◽  
pp. 1206-1222 ◽  
Author(s):  
Mark Scott Rosenbaum ◽  
Mauricio Losada Otalora ◽  
Germán Contreras Ramírez
Keyword(s):  
Empirical Evidence ◽  
Design Methodology ◽  
Word Of Mouth ◽  
Survey Methodology ◽  
Dark Side ◽  
Positive Word ◽  
Content Type ◽  
Financial Benefits ◽  
Positive Word Of Mouth ◽  
Practical Implications

Purpose The purpose of this paper is to illustrate that mall shoppers who participate in a mall’s experiential offerings, including entertainment and activities, do not necessarily exhibit more favorable attitudes or behaviors toward the mall than mall shoppers who do not participate in these offerings. Design/methodology/approach This study employs survey methodology from a sample collected in an expansive regional mall that offers customers experiential activities. Findings The findings show that mall shoppers who partake in mall-based activities are less satisfied, are less likely to spread positive word of mouth, and have lesser desire to return to the mall than shoppers who do not partake in these activities. The findings also reveal that mall expenditures are the same between shoppers who partake in mall activities and those who do not. Research limitations/implications Researchers have argued that malls can compete with digital retailers by offering shoppers experiential activities. Although segments of shoppers partake in these activities, this study finds that experiential investments do not result in significant favorable shopper outcomes. Practical implications Mall developers that implement experiential offerings as a means to combat competition from digital retailers may not attain managerially relevant results from doing so. Originality/value Although retailing academics and consultants espouse the idea that retailers can obtain financial benefits by creating memorable experiences for shoppers, this research offers empirical evidence that counters these speculations. In the case of enclosed malls, investments in experiential features and activities may not lead to improved shopper attitudes, behaviors, or sales.

What is project alliance capability?

2017 ◽  
Vol 10 (2) ◽  
pp. 404-422 ◽  
Author(s):  
Anna-Maija Hietajärvi ◽  
Kirsi Aaltonen ◽  
Harri Haapasalo
Keyword(s):  
Best Practices ◽  
Empirical Evidence ◽  
Empirical Research ◽  
Design Methodology ◽  
Organizational Capabilities ◽  
Project Delivery ◽  
Research Approach ◽  
Content Type ◽  
Complex Projects ◽  
Practical Implications

Purpose Project alliancing – a project delivery model used in delivering complex projects – demands new organizational capabilities for successful project implementation. The purpose of this paper is to define the concept of project alliance (PA) capability and to identify the elements that constitute an organization’s PA capability. Design/methodology/approach This study provides empirical evidence of PA capability based on an investigation of participants’ experiences of Finnish construction and infrastructure alliance projects. The adopted research approach is qualitative and inductive. Findings The paper conceptualizes PA capability and defines the elements that constitute an organization’s PA capability, including important activities in the pre-formation, development and post-formation phases of PAs and the contractual, behavioral, relational, and operational skills that organizations need for successful alliance project initiation and implementation. Practical implications The identified alliance project activities are targets for routinization and best practices that organizations can deploy from one project to another. The identified skills indicate areas in which organizations should build and develop expertise. Originality/value There is limited empirical research on the elements defining an organization’s capability to bid, manage and operate in alliance projects. This study presents some preliminary thoughts to augment knowledge of the successful initiation and management of alliance projects and to suggest why some organizations may be more successful than others in alliance projects.

scholarly journals Considering the Issue of Purpose in Leadership: A Review of Literature

2021 ◽  
Vol 7 (3) ◽  
pp. 279-296
Author(s):  
Megan Vercueil ◽  
Angelo Nicolaides
Keyword(s):  
Theoretical Analysis ◽  
Empirical Evidence ◽  
Empirical Research ◽  
Leadership Style ◽  
Academic Leadership ◽  
Leadership Studies ◽  
Review Of Literature ◽  
Academic Knowledge ◽  
Theoretical Examination ◽  
Practical Implications

This article reviews and integrates the findings of academic leadership studies to guide leaders as they deal with practical implications of “purpose” in leadership at the workplace. This paper offers a theoretical analysis of trait, situational, and value-based leadership theory and presents a philosophically informed theoretical examination of purpose in leadership. Although there is great enthusiasm around the topic of purposeful leadership, much of the knowledge is based on qualitative studies rather than empirical evidence. We hope this article could usefully inform leadership by bringing academic knowledge to the fore to support the enterprise leadership environment. To date, limited empirical research on the role and importance of “purpose” in leadership is available. Our study fills this gap and is unique in that it analyses existing literature and proffers guidance irrespective of the leadership style of those towards whom it is directed. Keywords: Leadership, individual, mission, organisation, purpose, values, vision.

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