Purpose: The paper focus specifically on the impact of FDI and its contribution to the effectiveness of spending, a review of literature has revealed many attempts to evaluate the determinants of spending (i.e., education, health, and R&D). This study offers a modern approach to FDI and investigates the causal relationship between FDI and social effect in the Central and Eastern Europe. Methodology: The study uses panel var for the period 2004-2015, and adopts a panel Granger causality analysis developed by Dumitrescu and Hurlin (2012) to assess the contribution FDI makes to social effect. The data were analysed with the use of R- Cran 3.5.1 (library: panelvar, plm). Implications: Modelling these circumstances may be a potential direction for future studies aimed at investigating the causality between FDI and social effect in the CEE.
{"title":"SOCIAL EFFECTS OF FOREIGN DIRECT INVESTMENTS: A PANEL CAUSALITY ANALYSIS FOR THE CASE OF THE CEE","authors":"R. Matusiak","doi":"10.12775/jpm.2018.143","DOIUrl":"https://doi.org/10.12775/jpm.2018.143","url":null,"abstract":"Purpose: The paper focus specifically on the impact of FDI and its contribution to the effectiveness of spending, a review of literature has revealed many attempts to evaluate the determinants of spending (i.e., education, health, and R&D). This study offers a modern approach to FDI and investigates the causal relationship between FDI and social effect in the Central and Eastern Europe. Methodology: The study uses panel var for the period 2004-2015, and adopts a panel Granger causality analysis developed by Dumitrescu and Hurlin (2012) to assess the contribution FDI makes to social effect. The data were analysed with the use of R- Cran 3.5.1 (library: panelvar, plm). Implications: Modelling these circumstances may be a potential direction for future studies aimed at investigating the causality between FDI and social effect in the CEE.","PeriodicalId":103376,"journal":{"name":"Journal of Positive Management","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121106045","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: The purpose of this paper is to investigate the relationship between leader and employee psychological capital. Drawing from positive psychology theory and social learning theory, the main hypothesis is that leader psychological capital is associated with employee psychological capital. The further hypotheses are based in social exchange theory and associated organizational support theory and propose that this relationship is explained through perceived organizational support and authentic leadership. Design/methodology: Multi-source data came from random sample of 406 enterprises in Poland. A cross-sectional survey study was conducted using personal interview (CAPI) on 406 leaders and theirs 406 employees. In this investigation participants assessed their psychological capital. Furthermore, the followers were asked to evaluate their leaders in terms of being authentic and to rate their own level of perceived organizational support. Findings: The results suggest that the relationship between leader psychological capital and employee psychological capital which is proved, is mediated but not by perceived organizational support. The relationship between leader psychological capital and employee psychological is partially mediated by authentic leadership. Results also indicate that authentic leadership may be a better predictor of perceived organizational support then psychological capital. In addition, there is a significant positive relationship regarding the leader psychological capital and authentic leadership. Practical implications: Organizations can increase employee psychological capital, by paying attention to the psychological capital of their leaders and perceived organizational support of followers. Fostering leaders psychological capital organizations help leaders became more authentic what have a positive impact on their followers.
{"title":"RELATIONSHIP BETWEEN LEADERS’ AND FOLLOWERS’ PSYCHOLOGICAL CAPITAL AND THE MEDIATING ROLE OF POS AND AUTHENTIC LEADERSHIP","authors":"Milerna Gojny-Zbierowska","doi":"10.12775/20822","DOIUrl":"https://doi.org/10.12775/20822","url":null,"abstract":"Purpose: The purpose of this paper is to investigate the relationship between leader and employee psychological capital. Drawing from positive psychology theory and social learning theory, the main hypothesis is that leader psychological capital is associated with employee psychological capital. The further hypotheses are based in social exchange theory and associated organizational support theory and propose that this relationship is explained through perceived organizational support and authentic leadership. Design/methodology: Multi-source data came from random sample of 406 enterprises in Poland. A cross-sectional survey study was conducted using personal interview (CAPI) on 406 leaders and theirs 406 employees. In this investigation participants assessed their psychological capital. Furthermore, the followers were asked to evaluate their leaders in terms of being authentic and to rate their own level of perceived organizational support. Findings: The results suggest that the relationship between leader psychological capital and employee psychological capital which is proved, is mediated but not by perceived organizational support. The relationship between leader psychological capital and employee psychological is partially mediated by authentic leadership. Results also indicate that authentic leadership may be a better predictor of perceived organizational support then psychological capital. In addition, there is a significant positive relationship regarding the leader psychological capital and authentic leadership. Practical implications: Organizations can increase employee psychological capital, by paying attention to the psychological capital of their leaders and perceived organizational support of followers. Fostering leaders psychological capital organizations help leaders became more authentic what have a positive impact on their followers.","PeriodicalId":103376,"journal":{"name":"Journal of Positive Management","volume":"126 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115459802","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Aim: The following article determines the importance of the dialogue between the municipal government and local business. It also describes its influence on the city’s development and its inhabitants’ lives. The authors have verified the hypothesis that the dialogue between the municipal government and local business brings multilateral advantages for the former and the later as well as for the local community. It also creates a positive image of the town where well sustained cooperation becomes extremely helpful in creating long-term town strategy. Methodology: The research has mainly been based on the literature analysis concerning intersegmental cooperation and economic development as well as a case study. The case study concerns the municipal district of Lubawa which is considered to be one of the most dynamically developing towns in Warmian-Masurian Voivodeship. The data has been obtained from the City Council of Lubawa and covers the range between 2007 and 2017. Genuity/quality: The article is of great value for people responsible for creating a positive image of the city and establishing its development strategy based on accessible resources as well as for enterpreneurs interested in investing in small municipalities.
{"title":"IMPORTANCE OF A DIALOGUE BETWEEN LOCAL GOVERNMENT AND BUSINESS FOR URBAN DEVELOPMENT","authors":"Tomasz Ankiewicz, Z. Wyszkowska, T. Michalski","doi":"10.12775/jpm.2018.139","DOIUrl":"https://doi.org/10.12775/jpm.2018.139","url":null,"abstract":"Aim: The following article determines the importance of the dialogue between the municipal government and local business. It also describes its influence on the city’s development and its inhabitants’ lives. The authors have verified the hypothesis that the dialogue between the municipal government and local business brings multilateral advantages for the former and the later as well as for the local community. It also creates a positive image of the town where well sustained cooperation becomes extremely helpful in creating long-term town strategy. Methodology: The research has mainly been based on the literature analysis concerning intersegmental cooperation and economic development as well as a case study. The case study concerns the municipal district of Lubawa which is considered to be one of the most dynamically developing towns in Warmian-Masurian Voivodeship. The data has been obtained from the City Council of Lubawa and covers the range between 2007 and 2017. Genuity/quality: The article is of great value for people responsible for creating a positive image of the city and establishing its development strategy based on accessible resources as well as for enterpreneurs interested in investing in small municipalities.","PeriodicalId":103376,"journal":{"name":"Journal of Positive Management","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129640399","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: The main purpose of the article is to verify a hypothesis that the public sector employees tend to engage in counterproductive behavior (CWB) at work more often than the private sector employees. An additional purpose is to present results of the research relating to frequency of engagement of employees in CWB in Poland. Methodology: The research was conducted in 2017 with the use of an online questionnaire method with respect to 535 employees from all regions of Poland. The data were analysed with the use of IBM SPSS application. Findings: Based on analysis of the research results (an analysis of frequency and Pearson’s chisquare coefficients) it has been found that there are no grounds for rejection of the hypothesis. This relationship was also observed in relation to particular manifestations, categories and dimensions of these behaviors. Implications/limitations: The research paper includes precious hints for managers working mainly in the public sector. Considering the research results, they should undertake particularly active CWB risk reducing activities in their organizations. It is also necessary to monitor appearance of such behaviors on an ongoing basis as well as identify reasons for such behaviors. The main limitations of the research include biased character of the sample resulting from its nonrandom selection and limited control over the process of research resulting from a method of data collection. A future research should involve a representative sample with the use of quantitative and qualitative methods, which will allow to extend the level of analysis and identify reasons for differences in manifestation of CWB by employees of both sectors. Originality/value: The research paper fills a gap in the literature relating to differences in tendencies to manifest CWB among the public and private sector employees in Poland. Despite the fact that the problem has already been emphasized by various authors, there are no comprehensive research results concerning the same.
{"title":"COUNTERPRODUCTIVE WORK BEHAVIOR. COMPARISON OF THE PUBLIC AND PRIVATE SECTOR","authors":"D. Szostek","doi":"10.12775/jpm.2018.133","DOIUrl":"https://doi.org/10.12775/jpm.2018.133","url":null,"abstract":"Purpose: The main purpose of the article is to verify a hypothesis that the public sector employees tend to engage in counterproductive behavior (CWB) at work more often than the private sector employees. An additional purpose is to present results of the research relating to frequency of engagement of employees in CWB in Poland. Methodology: The research was conducted in 2017 with the use of an online questionnaire method with respect to 535 employees from all regions of Poland. The data were analysed with the use of IBM SPSS application. Findings: Based on analysis of the research results (an analysis of frequency and Pearson’s chisquare coefficients) it has been found that there are no grounds for rejection of the hypothesis. This relationship was also observed in relation to particular manifestations, categories and dimensions of these behaviors. Implications/limitations: The research paper includes precious hints for managers working mainly in the public sector. Considering the research results, they should undertake particularly active CWB risk reducing activities in their organizations. It is also necessary to monitor appearance of such behaviors on an ongoing basis as well as identify reasons for such behaviors. The main limitations of the research include biased character of the sample resulting from its nonrandom selection and limited control over the process of research resulting from a method of data collection. A future research should involve a representative sample with the use of quantitative and qualitative methods, which will allow to extend the level of analysis and identify reasons for differences in manifestation of CWB by employees of both sectors. Originality/value: The research paper fills a gap in the literature relating to differences in tendencies to manifest CWB among the public and private sector employees in Poland. Despite the fact that the problem has already been emphasized by various authors, there are no comprehensive research results concerning the same.","PeriodicalId":103376,"journal":{"name":"Journal of Positive Management","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133898406","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: There is a consensus that creativity is one of the pivotal characteristics of a contemporary leader. There are however no publications indicating how the leader may augment own, as well as the team’s creativity. The article fills this gap, focusing on the type of creativity which is a long-lasting propensity – as opposed to one creative act usually considered in literature. Approach: The article is based on literature review and case studies analysis. After presenting cases illustrating the role of and need for creativity as a longitudinal propensity, a literature analysis follows delineating the mechanisms regulating creativity. We outline the role of brain plasticity in establishing the process of “being creative” as an enduring characteristic, as well as the ambient factors augmenting creativity. Findings: We focus on how to sustain a lasting creative state of mind (as opposed to performing single creative acts) and examine the factors that maintain the creative drive. We look at affective, cognitive and ambient mechanisms that enhance creativity. We specifically look at the role of joy (affective), distance (cognitive) and ambient factors (horizontal networks). We also review several techniques for enhancing teams’ creativity and conclude with recommendations for further studies. Implications: The article provides information useful for leaders and their teams, delineating ways of enhancing creativity. Value/Originality: The article presents a new approach to creativity as enduring phenomenon and to ways of augmenting creativity.
{"title":"LEADERS’ PORTFOLIO: PSYCHO-SOCIAL MECHANISMS AUGMENTING CREATIVITY","authors":"Ryszard Praszkier","doi":"10.12775/jpm.2018.134","DOIUrl":"https://doi.org/10.12775/jpm.2018.134","url":null,"abstract":"Purpose: There is a consensus that creativity is one of the pivotal characteristics of a contemporary leader. There are however no publications indicating how the leader may augment own, as well as the team’s creativity. The article fills this gap, focusing on the type of creativity which is a long-lasting propensity – as opposed to one creative act usually considered in literature. Approach: The article is based on literature review and case studies analysis. After presenting cases illustrating the role of and need for creativity as a longitudinal propensity, a literature analysis follows delineating the mechanisms regulating creativity. We outline the role of brain plasticity in establishing the process of “being creative” as an enduring characteristic, as well as the ambient factors augmenting creativity. Findings: We focus on how to sustain a lasting creative state of mind (as opposed to performing single creative acts) and examine the factors that maintain the creative drive. We look at affective, cognitive and ambient mechanisms that enhance creativity. We specifically look at the role of joy (affective), distance (cognitive) and ambient factors (horizontal networks). We also review several techniques for enhancing teams’ creativity and conclude with recommendations for further studies. Implications: The article provides information useful for leaders and their teams, delineating ways of enhancing creativity. Value/Originality: The article presents a new approach to creativity as enduring phenomenon and to ways of augmenting creativity.","PeriodicalId":103376,"journal":{"name":"Journal of Positive Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129010931","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: The aim of this paper is to present the theoretical aspects of the 5S method, its constituent elements, as well as the possibilities of its practical use in a production enterprise. In addition presenting problems and limitations in the implementation of the 5S method in the company. Methodology: The used research approach was the analysis of Lean Management literature and case study based on information from lean managers and implementation documents of the manufacturing company. Originality/value: The paper can provide value for people involved in Lean Management, emphasizing the theoretical aspects of the 5S method and its practical appliance. This paper can provide value for leaders who want to improve work organization and are not involved in Lean Management or for managers of smaller companies operating in the cable industry.
{"title":"A PRACTICAL APPLIANCE OF THE 5S METHOD IN THE WORK ORGANIZATION OF THE MANUFACTURING COMPANY","authors":"M. Cichocka","doi":"10.12775/JPM.2018.135","DOIUrl":"https://doi.org/10.12775/JPM.2018.135","url":null,"abstract":"Purpose: The aim of this paper is to present the theoretical aspects of the 5S method, its constituent elements, as well as the possibilities of its practical use in a production enterprise. In addition presenting problems and limitations in the implementation of the 5S method in the company. Methodology: The used research approach was the analysis of Lean Management literature and case study based on information from lean managers and implementation documents of the manufacturing company. Originality/value: The paper can provide value for people involved in Lean Management, emphasizing the theoretical aspects of the 5S method and its practical appliance. This paper can provide value for leaders who want to improve work organization and are not involved in Lean Management or for managers of smaller companies operating in the cable industry.","PeriodicalId":103376,"journal":{"name":"Journal of Positive Management","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116701961","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The foodservice and accommodation industry makes a major contribution to the European economy. This industry has been particularly chosen for a study because it is an important and extremely competitive and dynamic industry, which is characterized by continuous transformation. The article presents an overview and analysis of the foodservice and accommodation industry in countries in the European Union (EU) to assess its importance in the European economic system. Secondary sources of information were used to reach the scope of the paper. The analysis presented in this article is based on the main dataset for structural business statistics (SBS), size class data and regional data. The research period was the years 2010 – 2014. A comparative method was applied for the analysis of collected data and materials. In this research, industrial analysis was used, which was a statistical analysis of the size, demographic, and other economic dimensions of any industry of an economy. Findings show that this industry contributes to job creation and economic growth in favorable times but the support of decision–makers, legal and fiscal rules is needed if the hospitality industry must be considered for a key driver for welfare and sustainability in Europe.
{"title":"AN ANALYSIS OF FOODSERVICE AND ACCOMMODATION INDUSTRY IN EUROPE USING SECONDARY STATISTICS","authors":"Edyta Gheribi, Alessandro Bonadonna","doi":"10.12775/JPM.2018.136","DOIUrl":"https://doi.org/10.12775/JPM.2018.136","url":null,"abstract":"The foodservice and accommodation industry makes a major contribution to the European economy. This industry has been particularly chosen for a study because it is an important and extremely competitive and dynamic industry, which is characterized by continuous transformation. The article presents an overview and analysis of the foodservice and accommodation industry in countries in the European Union (EU) to assess its importance in the European economic system. Secondary sources of information were used to reach the scope of the paper. The analysis presented in this article is based on the main dataset for structural business statistics (SBS), size class data and regional data. The research period was the years 2010 – 2014. A comparative method was applied for the analysis of collected data and materials. In this research, industrial analysis was used, which was a statistical analysis of the size, demographic, and other economic dimensions of any industry of an economy. Findings show that this industry contributes to job creation and economic growth in favorable times but the support of decision–makers, legal and fiscal rules is needed if the hospitality industry must be considered for a key driver for welfare and sustainability in Europe.","PeriodicalId":103376,"journal":{"name":"Journal of Positive Management","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116732183","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: The aim of the article it to reveal strategic behaviours of the European manufacturer of electronic products undertaken in the face of world-wide price practices driven by semiconductor business which bring down the competitiveness of European manufacturers of electronic products. Methodology: Case study conducted in the European manufacturer of electronic products based on in-depth interview with purchasing manager having the experience in electronic industry. Findings: Excellence in strategic supply management is crucial to compete in electronic industry under the strong pressure of Far East competitors. On the one hand tough and coordinated work of procurement, R&D and quality departments is necessary. It is critical to understand how semiconductor business drives the price policy and set up against the adequate procurement policy. On the other hand being close to the market with the ability of fast customer’s requirements fulfilment with flexible and highly automated production gives the real chance to compete with Far East competitors. Implications: To encourage European manufacturers of electronic products to revise procurement policy and to investigate if semiconductor companies’ price practices impair their competitiveness.
{"title":"STRATEGIC APPROACH TO PURCHASING PROCESS IN THE EUROPEAN MANUFACTURER OF ELECTRONIC PRODUCTS","authors":"T. Urbańczyk","doi":"10.12775/JPM.2018.138","DOIUrl":"https://doi.org/10.12775/JPM.2018.138","url":null,"abstract":"Purpose: The aim of the article it to reveal strategic behaviours of the European manufacturer of electronic products undertaken in the face of world-wide price practices driven by semiconductor business which bring down the competitiveness of European manufacturers of electronic products. Methodology: Case study conducted in the European manufacturer of electronic products based on in-depth interview with purchasing manager having the experience in electronic industry. Findings: Excellence in strategic supply management is crucial to compete in electronic industry under the strong pressure of Far East competitors. On the one hand tough and coordinated work of procurement, R&D and quality departments is necessary. It is critical to understand how semiconductor business drives the price policy and set up against the adequate procurement policy. On the other hand being close to the market with the ability of fast customer’s requirements fulfilment with flexible and highly automated production gives the real chance to compete with Far East competitors. Implications: To encourage European manufacturers of electronic products to revise procurement policy and to investigate if semiconductor companies’ price practices impair their competitiveness.","PeriodicalId":103376,"journal":{"name":"Journal of Positive Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121034886","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: Basic purpose of the article is identifying the cardinal elements of organisational strategy cohesion. Empirical challenge was to create an universal strategic tool for measuring the personnel strategy cohesion in a context of actions other functional strategies. Methodology/approach: For establish theoretical backgrounds authors analysed selected literature of strategic management. Pilot case studies were conducted in a large company from a restaurant industry. The study confirmed the usability of such approach. Findings: The model tool of studying the personnel strategy cohesion with the operational actions should be addressed to strategic objectives of smaller companies. For larger companies, the proposed model of analysis of the strategy cohesion and operational actions provides opportunities in monitoring the effectiveness of human resource management. Strategic management according to the Kaplan-Norton approach, aids knowledge about the personnel perspective combined with other perspectives of the strategy. Implications: The presented analyses concerning the analysis of cohesion at the level of the organisation general strategy. Personnel strategy should be considered in the context of the organisation's size and the beliefs of managers concerning the usability of the Kaplan-Norton approach. Effective conduct of the tool indicates the practical potential for testing the personnel strategy cohesion as a qualitative measure of the staff development perspective. Originality of the paper: Empirical researches results confirmed the adopted assumptions associated with the context of cohesion, due to the characteristics of the sample. The paper is an approach for creating a tool for testing strategy cohesion.
{"title":"MODEL OF THE COHESION MEASUREMENT OF THE ORGANISATION'S PERSONNEL STRATEGY","authors":"J. Kroik, Adam Świda","doi":"10.12775/JPM.2018.137","DOIUrl":"https://doi.org/10.12775/JPM.2018.137","url":null,"abstract":"Purpose: Basic purpose of the article is identifying the cardinal elements of organisational strategy cohesion. Empirical challenge was to create an universal strategic tool for measuring the personnel strategy cohesion in a context of actions other functional strategies. Methodology/approach: For establish theoretical backgrounds authors analysed selected literature of strategic management. Pilot case studies were conducted in a large company from a restaurant industry. The study confirmed the usability of such approach. Findings: The model tool of studying the personnel strategy cohesion with the operational actions should be addressed to strategic objectives of smaller companies. For larger companies, the proposed model of analysis of the strategy cohesion and operational actions provides opportunities in monitoring the effectiveness of human resource management. Strategic management according to the Kaplan-Norton approach, aids knowledge about the personnel perspective combined with other perspectives of the strategy. Implications: The presented analyses concerning the analysis of cohesion at the level of the organisation general strategy. Personnel strategy should be considered in the context of the organisation's size and the beliefs of managers concerning the usability of the Kaplan-Norton approach. Effective conduct of the tool indicates the practical potential for testing the personnel strategy cohesion as a qualitative measure of the staff development perspective. Originality of the paper: Empirical researches results confirmed the adopted assumptions associated with the context of cohesion, due to the characteristics of the sample. The paper is an approach for creating a tool for testing strategy cohesion.","PeriodicalId":103376,"journal":{"name":"Journal of Positive Management","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115055871","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: Traditionally, the effects of social influence have been delineated in terms of “leaders” exerting influence over “followers.” Here we propose a new concept of social influence in which the leaders are influenced and, in fact, actively seek out that influence and build personal support networks that generate that influence. Approach: To examine the concept, we conducted both pilot (N=42) and main studies (N=113).The pilot study showed that leaders organize diverse support networks based on three major traits of the influence-givers: their competence, moral standards and creativity. Findings: The research confirmed that leaders cultivate five types of individual support networks or influence-providers: family and close friends, professional connections, colleagues and peers (mostly relating to leisure and entertainment), social engagement, and a local/neighborhood network. The research revealed several dependencies between the subjects’ occupation and their expectations from the influence-providers. We also documented that leaders seek basically two kinds of individual support: support from individuals from whom they expect low-order processed information, i.e., facts and data; (type A), and support from individuals from whom they expect high-order, processed information, i.e., opinions, advice, strategies and predictions; (type B). It also confirmed that selection of type A supporters is primarily based on competencies and type B supporters are typically selected based on moral standing and creativity. Implications: This article will empower leaders to better understand the value of their support networks, also to organize the flow of received information. Value/Originality: We are presenting an original concept of social influence in reverse, broadening the cognition of social influence in positive management.
{"title":"HOW MUCH DO LEADERS SEEK TO BE INFLUENCED? THE CONCEPT OF SOCIAL INFLUENCE IN REVERSE IN REVERSE","authors":"Andrzej Nowak, Agata Zabłocka, Ryszard Praszkier","doi":"10.12775/JPM.2017.131","DOIUrl":"https://doi.org/10.12775/JPM.2017.131","url":null,"abstract":"Purpose: Traditionally, the effects of social influence have been delineated in terms of “leaders” exerting influence over “followers.” Here we propose a new concept of social influence in which the leaders are influenced and, in fact, actively seek out that influence and build personal support networks that generate that influence. Approach: To examine the concept, we conducted both pilot (N=42) and main studies (N=113).The pilot study showed that leaders organize diverse support networks based on three major traits of the influence-givers: their competence, moral standards and creativity. Findings: The research confirmed that leaders cultivate five types of individual support networks or influence-providers: family and close friends, professional connections, colleagues and peers (mostly relating to leisure and entertainment), social engagement, and a local/neighborhood network. The research revealed several dependencies between the subjects’ occupation and their expectations from the influence-providers. We also documented that leaders seek basically two kinds of individual support: support from individuals from whom they expect low-order processed information, i.e., facts and data; (type A), and support from individuals from whom they expect high-order, processed information, i.e., opinions, advice, strategies and predictions; (type B). It also confirmed that selection of type A supporters is primarily based on competencies and type B supporters are typically selected based on moral standing and creativity. Implications: This article will empower leaders to better understand the value of their support networks, also to organize the flow of received information. Value/Originality: We are presenting an original concept of social influence in reverse, broadening the cognition of social influence in positive management.","PeriodicalId":103376,"journal":{"name":"Journal of Positive Management","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128969436","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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