Search results

This study aims to examine the roles of stories in the innovation process.

An integrative literature review was used to identify and analyze studies that examined stories of innovation in various organizational settings. The conceptual framework of the review was based on three perspectives of organizational culture: integration, differentiation, and fragmentation.

A typology of the roles of stories of innovation was synthesized from a review of the literature. The major roles in the typology included fostering a culture of innovation, managing product planning and project teams, facilitating idea generation and problem solving, and analyzing failed innovations. These roles were congruent with multiple perspective of organizational culture, including integration, differentiation, and fragmentation.

Additional research should be conducted to further explore and confirm the study's exploratory typology as a possible extension to the role of organizational narrative in the process of innovation.

The study's conceptual typology can presently serve as a useful learning tool for HRD practitioners to facilitate an organization's understanding of the innovation process.

The study presents a new approach to analyzing the roles of stories in innovation with perspectives of organizational culture and provides an initial base for further research that might extend understanding of the types of roles narratives play in innovation.

The article aims to advance the view that, in order for organizations to win in the marketplace, they will have to shift their focus to “identifying potential” rather than solely being focused on “managing potential”.

The article makes the point that the leader of the future will need to have a rich experience repertoire, broad cognitive abilities, an exploration mindset and the ability to attract talented people.

It is argued that managing and measuring performance of people is no longer the primary workforce‐management issue, but prospecting and accurately evaluating potential are critical to long‐term success.

The article contends that identifying then releasing talent will create winning conditions. It describes some of the qualities that will be needed in future, if organizations are to adapt to the massive social changes taking place around them.

Organizations that do not understand how social and generational changes relate to their business model will find themselves at a disadvantage for relevance and economic prosperity in the future.

The purpose of the paper is to identify trends changing travel and tourism to help managers and researchers better understand these trends. This understanding will help organizations remain competitive in today’s dynamic environment. The rapid advance of technology is changing how consumers evaluate, use and discuss hospitality and tourism products. The common theme among the four trends in this paper is technology. The authors identified four trends related to technology and discuss the impact of these trends on hospitality and tourism. The paper provides implications for mangers and researchers.

The paper reviewed both academic and trade literature to provide an overview of trends that are changing travel and tourism.

The author identified four trends: technology with a focus on robotics and artificial intelligence, big data analytics, social media and online communities and the sharing economy. The findings provide valuable insights for practitioners and researchers.

This paper provides a current view of how the advances in technology have evolved into four separate trends that are effecting both management and consumers. The current implications of these four trends are discussed as well as implications for the future.

This paper is concerned with the epistemological and methodological challenges involved in studying the distribution of leadership across people within the school – the leader‐plus aspect of a distributed perspective, which it aims to investigate.

The paper examines the entailments of the distributed perspective for collecting and analyzing data on school leadership and management. It considers four different operationalizations of the leader‐plus aspect of the distributed perspective and examines the results obtained from these different operationalizations. The research reported in this paper is part of a larger study, an efficacy trial of a professional development program intended to prepare principals to improve their practice. The study involved a mixed method design. For the purpose of this paper a combination of qualitative and quantitative data, including an experience sampling method (ESM) principal log, a principal questionnaire (PQ), and a school staff questionnaire (SSQ) was used.

While acknowledging broad similarities among the various approaches, the different approaches also surfaced some divergence that has implications for thinking about the epistemological and methodological challenges in measuring leadership from a distributed perspective. Approaches that focus on the lived organization as distinct from the designed organization, for example, unearth the role of individuals with no formal leadership designations in leading and managing the school.

Limited by the data set, the paper focuses on only four operationalizations of the leader plus aspect of the distributed perspective rather than taking a more comprehensive look at how the leader plus aspect might be operationalized.

The primary value of this paper is that it will prompt scholars to think about the entailments of different ways of operationalizing the leader plus aspect when using a distributed perspective.

Jardine Matheson & Company is a Hong Kong multi‐industry conglomerate that has gone through political upheaval, global and regional economic crises, and has survived and transformed itself several times in the process. Firm learning and adaptability are audited across five breakpoints (1832, 1885, 1977, 1996, 2004), thereby contributing information about changes in the long‐term, large‐scale behavior of Jardine Matheson & Company. The paper takes a historical transformation approach to learning and knowledge in Jardine Matheson, largely inspired by Edith Penrose and The Theory of the Growth of the Firm and the recent work of William Lazonick to describe a theory of innovative enterprise. The paper also draws on contemporary resource‐based and knowledge‐learning literature. The paper addresses the question of whether firms can learn from change and apply new knowledge for continuous reinvention. The analysis reveals the extent to which Jardine Matheson stimulated or adapted to changes in the environment and saw new opportunities for value capture that demanded the development or reuse of capabilities and the reconfiguration of relationships necessary for survival, transformation and advantage in Hong Kong and the ASEAN. The research is analytical, observational and interpretive. The analytic approach is generalizable and provides insight useful to scholars and practitioners. The research itself is neither predictive nor prescriptive. The research findings communicated here present a picture of Jardine Matheson's ability to acquire, integrate and apply knowledge.

The Corporation of the City of London are about to appoint a Public Analyst, and by advertisement have invited applications for the post. It is obviously desirable that the person appointed to this office should not only possess the usual professional qualifications, but that he should be a scientific man of high standing and of good repute, whose name would afford a guarantee of thoroughness and reliability in regard to the work entrusted to him, and whose opinion would carry weight and command respect. Far from being of a nature to attract a man of this stamp, the terms and conditions attaching to the office as set forth in the advertisement above referred to are such that no self‐respecting member of the analytical profession, and most certainly no leading member of it, could possibly accept them. It is simply pitiable that the Corporation of the City of London should offer terms, and make conditions in connection with them, which no scientific analyst could agree to without disgracing himself and degrading his profession. The offer of such terms, in fact, amounts to a gross insult to the whole body of members of that profession, and is excusable only—if excusable at all—on the score of utter ignorance as to the character of the work required to be done, and as to the nature of the qualifications and attainments of the scientific experts who are called upon to do it. In the analytical profession, as in every other profession, there are men who, under the pressure of necessity, are compelled to accept almost any remuneration that they can get, and several of these poorer, and therefore weaker, brethren will, of course, become candidates for the City appointment.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).