Pub Date : 1999-12-01DOI: 10.1108/14634449910303595
T. Vasudavan, C. Standing
This paper discusses the attitude and views of travel consultants on the impact of Internet related technologies on their future employment and their abilities to cope with the threat of dis‐intermediation. The authors anticipate that changes in the travel distribution process brought about by the Internet and other technologies will result in retail travel agencies experiencing lower business volume and hence difficulty in maintaining business viability. Against this background, a number of questions need to be addressed. What is the attitude of consultants towards new technologies in travel distribution? Are travel consultants prepared to meet the new challenges? What will be the role of travel consultants? Using a survey of 102 travel consultants, the paper shows the lack of awareness and negative attitude displayed by travel consultants in this rapidly changing distribution environment. The paper further suggests measures and training programs that could be undertaken to address the situation.
{"title":"The impact of the Internet on the role of travel consultants","authors":"T. Vasudavan, C. Standing","doi":"10.1108/14634449910303595","DOIUrl":"https://doi.org/10.1108/14634449910303595","url":null,"abstract":"This paper discusses the attitude and views of travel consultants on the impact of Internet related technologies on their future employment and their abilities to cope with the threat of dis‐intermediation. The authors anticipate that changes in the travel distribution process brought about by the Internet and other technologies will result in retail travel agencies experiencing lower business volume and hence difficulty in maintaining business viability. Against this background, a number of questions need to be addressed. What is the attitude of consultants towards new technologies in travel distribution? Are travel consultants prepared to meet the new challenges? What will be the role of travel consultants? Using a survey of 102 travel consultants, the paper shows the lack of awareness and negative attitude displayed by travel consultants in this rapidly changing distribution environment. The paper further suggests measures and training programs that could be undertaken to address the situation.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116266016","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}
Pub Date : 1999-12-01DOI: 10.1108/14634449910303603
C. Duvall
Empowerment, a term often misunderstood, is a synergistic process of individual development through which the base of influence in an organization is enlarged. Individual empowerment requires that the philosophy of the organization, principally enacted through its administrative system, support employees in accomplishing organizational goals. Support comes from effective and efficient managerial allocation of organizational resources. Two different organizational philosophies are presented and discussed in terms of their impact on empowerment: organizational resource conservation and organizational resource integration. Differences between the philosophies are explained through a conceptual model of preventing failure versus assuring success. Implications of each philosophy for the practice of management in knowledge organizations are discussed. These implications are based on the assumption that managerial behaviors determine how successful will be the process of empowerment.
{"title":"Developing individual freedom to act","authors":"C. Duvall","doi":"10.1108/14634449910303603","DOIUrl":"https://doi.org/10.1108/14634449910303603","url":null,"abstract":"Empowerment, a term often misunderstood, is a synergistic process of individual development through which the base of influence in an organization is enlarged. Individual empowerment requires that the philosophy of the organization, principally enacted through its administrative system, support employees in accomplishing organizational goals. Support comes from effective and efficient managerial allocation of organizational resources. Two different organizational philosophies are presented and discussed in terms of their impact on empowerment: organizational resource conservation and organizational resource integration. Differences between the philosophies are explained through a conceptual model of preventing failure versus assuring success. Implications of each philosophy for the practice of management in knowledge organizations are discussed. These implications are based on the assumption that managerial behaviors determine how successful will be the process of empowerment.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133456783","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}
Pub Date : 1999-11-01DOI: 10.1108/14634449910298169
P. Wyer, J. Mason
The concept of empowerment has received a great deal of attention in recent years. However, the empowerment knowledge base is predominantly large company‐oriented with little evidence of understanding what empowerment means in a small business context. It is inappropriate to treat the small firm as a microcosm of a large organisation. The small business is qualitatively as well as quantitatively different and this article propounds that it is questionable whether the concept of empowerment and its various dimensions as portrayed in the literature are readily transferable to small businesses. It is suggested that empowering management approaches are key features of successful growth‐oriented small firms but the current body of empowerment literature fails to encapsulate the idiosyncrasies and informalities of the small business operation, and thus convey understanding of the unique and novel forms of empowerment which facilitate sustainable development. Case study insight is used to support these propositions.
{"title":"Empowerment in small businesses","authors":"P. Wyer, J. Mason","doi":"10.1108/14634449910298169","DOIUrl":"https://doi.org/10.1108/14634449910298169","url":null,"abstract":"The concept of empowerment has received a great deal of attention in recent years. However, the empowerment knowledge base is predominantly large company‐oriented with little evidence of understanding what empowerment means in a small business context. It is inappropriate to treat the small firm as a microcosm of a large organisation. The small business is qualitatively as well as quantitatively different and this article propounds that it is questionable whether the concept of empowerment and its various dimensions as portrayed in the literature are readily transferable to small businesses. It is suggested that empowering management approaches are key features of successful growth‐oriented small firms but the current body of empowerment literature fails to encapsulate the idiosyncrasies and informalities of the small business operation, and thus convey understanding of the unique and novel forms of empowerment which facilitate sustainable development. Case study insight is used to support these propositions.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134196165","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}
Pub Date : 1999-11-01DOI: 10.1108/14634449910298178
James T. Scarnati
Discusses flexibility and the ability to adapt as an essential attribute of leadership that is beyond technical competence. Defines flexibility as a process of continually examining situations and, when warranted, quickly adapting to changing circumstances. Examines the power of flexibility as it relates to changes in science, medicine and business practice. Defines flexibility as a tool to be used only by the brave and not as a shield for cowards who fear the harsh realities of decision making. Depicts flexibility as an essential behaviour that promotes and supports quality leadership. Provides guidance, techniques and examples that can be used to enhance leadership skills. Establishes a sound philosophy to increase the probability for long‐term success and professional fulfillment. Includes quotes from contemporary as well as historical leaders.
{"title":"Beyond technical competence: the fundamentals of flexibility","authors":"James T. Scarnati","doi":"10.1108/14634449910298178","DOIUrl":"https://doi.org/10.1108/14634449910298178","url":null,"abstract":"Discusses flexibility and the ability to adapt as an essential attribute of leadership that is beyond technical competence. Defines flexibility as a process of continually examining situations and, when warranted, quickly adapting to changing circumstances. Examines the power of flexibility as it relates to changes in science, medicine and business practice. Defines flexibility as a tool to be used only by the brave and not as a shield for cowards who fear the harsh realities of decision making. Depicts flexibility as an essential behaviour that promotes and supports quality leadership. Provides guidance, techniques and examples that can be used to enhance leadership skills. Establishes a sound philosophy to increase the probability for long‐term success and professional fulfillment. Includes quotes from contemporary as well as historical leaders.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130043522","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}
Pub Date : 1999-09-01DOI: 10.1108/14634449910298222
J. Visagie
This paper explores the impact of affirmative action on the culture of small business enterprises in South Africa. The functions of organizational culture are explored and utilized to reach a deeper understanding of the desired impact of affirmative action. Managers are identified as holding key roles as change agents. Recommendations include managing change from a culture perspective directed at creating participative management processes and shifting the enterprise’s essential values.
{"title":"The influence of affirmative action on SMME culture in South Africa","authors":"J. Visagie","doi":"10.1108/14634449910298222","DOIUrl":"https://doi.org/10.1108/14634449910298222","url":null,"abstract":"This paper explores the impact of affirmative action on the culture of small business enterprises in South Africa. The functions of organizational culture are explored and utilized to reach a deeper understanding of the desired impact of affirmative action. Managers are identified as holding key roles as change agents. Recommendations include managing change from a culture perspective directed at creating participative management processes and shifting the enterprise’s essential values.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114200256","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}
Pub Date : 1999-09-01DOI: 10.1108/14634449910298231
M. Foley, G. Maxwell, D. McGillivray
Offers insights into workplace empowerment by concentrating on the wider contemporary (UK) context of work, conceptualising work in the on‐going debates on human resource management (HRM) and postmodernity. Connections are made between theory and practice in HRM and postmodern critique, drawing on an empirical case study. Compares the postmodern motifs of consumerism and consumption, commodification and image projection and the HRM ideals of commitment, individuality and continuous development. Suggests that viewing HRM as discourse may enable a focus for, if not a reconciliation of, the debate between theoretical HRM and HRM in practice.
{"title":"The UK context of workplace empowerment: Debating HRM and postmodernity","authors":"M. Foley, G. Maxwell, D. McGillivray","doi":"10.1108/14634449910298231","DOIUrl":"https://doi.org/10.1108/14634449910298231","url":null,"abstract":"Offers insights into workplace empowerment by concentrating on the wider contemporary (UK) context of work, conceptualising work in the on‐going debates on human resource management (HRM) and postmodernity. Connections are made between theory and practice in HRM and postmodern critique, drawing on an empirical case study. Compares the postmodern motifs of consumerism and consumption, commodification and image projection and the HRM ideals of commitment, individuality and continuous development. Suggests that viewing HRM as discourse may enable a focus for, if not a reconciliation of, the debate between theoretical HRM and HRM in practice.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117302836","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}
Pub Date : 1999-08-01DOI: 10.1108/14634449910287846
George Stonehouse, Jonathan D. Pemberton
Core competences, emanating from an organisation and that provide distinctive benefits to customers, are commonly viewed as the basis of competitive advantage. While these exist in many forms, the role of individual and organisational knowledge is increasingly important in the formation of knowledge‐based core competences. This paper explores the ideas of knowledge management, making reference to a number of sectors and companies, and specifically the airline industry, arguing that the culture, structure and infrastructure of an organisation are integral elements that facilitate and nurture learning. As a consequence, competences are built and developed within the “intelligent” organisation, which in turn, contribute to its competitive success.
{"title":"Learning and knowledge management in the intelligent organisation","authors":"George Stonehouse, Jonathan D. Pemberton","doi":"10.1108/14634449910287846","DOIUrl":"https://doi.org/10.1108/14634449910287846","url":null,"abstract":"Core competences, emanating from an organisation and that provide distinctive benefits to customers, are commonly viewed as the basis of competitive advantage. While these exist in many forms, the role of individual and organisational knowledge is increasingly important in the formation of knowledge‐based core competences. This paper explores the ideas of knowledge management, making reference to a number of sectors and companies, and specifically the airline industry, arguing that the culture, structure and infrastructure of an organisation are integral elements that facilitate and nurture learning. As a consequence, competences are built and developed within the “intelligent” organisation, which in turn, contribute to its competitive success.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123443896","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}
Pub Date : 1999-08-01DOI: 10.1108/14634449910287837
S. H. Appelbaum, M. Bethune, Rhonda Tannenbaum
This article explores the effects of downsizing and the subsequent emergence of self‐managed work teams. Continuous and accelerated change has resulted in massive downsizing activities by organizations. A classical model for the planning ‐ implementing ‐ and design of the downsizing process is presented. Group structure and typology is presented in terms of formal versus informal groups. The impact of groups and group dynamics, the stages of group development, and impact upon effectiveness, environment, design and learning processes will be included. Attention is given to the survivors of downsizing who form the foundation of the self‐managed team. Leadership demands are presented in terms of leading the survivors, ensuring commitment and managing the future. The emergence of the SMT in terms of productivity, expectations and the management of conflict complete this exhaustive review of empirical data required for action‐driven organizations in a turbulent environment.
{"title":"Downsizing and the emergence of self‐managed teams","authors":"S. H. Appelbaum, M. Bethune, Rhonda Tannenbaum","doi":"10.1108/14634449910287837","DOIUrl":"https://doi.org/10.1108/14634449910287837","url":null,"abstract":"This article explores the effects of downsizing and the subsequent emergence of self‐managed work teams. Continuous and accelerated change has resulted in massive downsizing activities by organizations. A classical model for the planning ‐ implementing ‐ and design of the downsizing process is presented. Group structure and typology is presented in terms of formal versus informal groups. The impact of groups and group dynamics, the stages of group development, and impact upon effectiveness, environment, design and learning processes will be included. Attention is given to the survivors of downsizing who form the foundation of the self‐managed team. Leadership demands are presented in terms of leading the survivors, ensuring commitment and managing the future. The emergence of the SMT in terms of productivity, expectations and the management of conflict complete this exhaustive review of empirical data required for action‐driven organizations in a turbulent environment.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133831909","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}
Pub Date : 1999-06-01DOI: 10.1108/14634449910283561
R. P. Mohanty
This paper presents some of the major learning points of a study in innovation practices in Indian organizations. It explains the current concerns and imperatives of Indian organizations since the liberalization, privatization and globalization processes started in 1991. We attempt to formulate the logical distinctions between different clusters and hypothesize the phenomenon of innovation. We identify the innovative outcomes and the constraining forces. A model is proposed to understand the strategic implications. Value innovations require an organizational commitment to create a strong momentum for inside‐in changes and the deeper the commitment, the more likely organizations are to advance in bringing inside‐out value creating outcomes and attaining superior positions in the competition pace.
{"title":"Value innovation perspective in Indian organizations","authors":"R. P. Mohanty","doi":"10.1108/14634449910283561","DOIUrl":"https://doi.org/10.1108/14634449910283561","url":null,"abstract":"This paper presents some of the major learning points of a study in innovation practices in Indian organizations. It explains the current concerns and imperatives of Indian organizations since the liberalization, privatization and globalization processes started in 1991. We attempt to formulate the logical distinctions between different clusters and hypothesize the phenomenon of innovation. We identify the innovative outcomes and the constraining forces. A model is proposed to understand the strategic implications. Value innovations require an organizational commitment to create a strong momentum for inside‐in changes and the deeper the commitment, the more likely organizations are to advance in bringing inside‐out value creating outcomes and attaining superior positions in the competition pace.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129175381","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}
Pub Date : 1999-06-01DOI: 10.1108/14634449910283543
S. Devadasan, M. Karthikeyan, K. Kannan, G. Sundararaj, K. Balamurugan
Appraises that the quality circle programme is one of the enablers of total quality management (TQM) projects. Points out that a considerable number of quality circles fail throughout the world in spite of their contributions toward attaining TQM objectives. Claims that lack of financial accountability causes management to underestimate the contributions of quality circles. Suggests a framework to financially account for quality circle programmes. Describes the efforts made to validate it by attempting implementation in a medium size manufacturing enterprise. Presents financial statements concerning a quality circle prepared using a commercially available accounting package. Concludes by discussing the future scope and issues connected with the implementation of the proposed quality circle accounting system.
{"title":"Financial accounting system for quality circle programmes","authors":"S. Devadasan, M. Karthikeyan, K. Kannan, G. Sundararaj, K. Balamurugan","doi":"10.1108/14634449910283543","DOIUrl":"https://doi.org/10.1108/14634449910283543","url":null,"abstract":"Appraises that the quality circle programme is one of the enablers of total quality management (TQM) projects. Points out that a considerable number of quality circles fail throughout the world in spite of their contributions toward attaining TQM objectives. Claims that lack of financial accountability causes management to underestimate the contributions of quality circles. Suggests a framework to financially account for quality circle programmes. Describes the efforts made to validate it by attempting implementation in a medium size manufacturing enterprise. Presents financial statements concerning a quality circle prepared using a commercially available accounting package. Concludes by discussing the future scope and issues connected with the implementation of the proposed quality circle accounting system.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114734980","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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