Pub Date : 1999-05-01DOI: 10.1108/14634449910277810
D. J. Good, R. W. Stone
The variables impacting marketers’ motivation to work smarter are examined. These influencing variables are the manager’s venturesomeness, job challenge, effort and skill results, as well as self‐esteem. The model is empirically tested using 273 responses to a questionnaire distributed to marketers using a purchased, national mailing list. The empirical tests were done using a structural equations approach and maximum likelihood estimation. The results indicate that the motivation to work smarter is directly and positively impacted by the manager’s job challenge, effort and skill results, and venturesomeness. The manager’s self‐esteem has positive, indirect impacts on the motivation to work smarter through each of the manager’s venturesomeness, effort and skill results, and job challenge. Based on these results, recommendations on how marketers can be encouraged to work smarter are made.
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Pub Date : 1999-05-01DOI: 10.1108/14634449910277793
Tarik S Mikdashi
This paper seeks to investigate the constitutive meaning of creativity as a construct through the relation between creativity and other constructs and to assess the possible effects of organizational climate on managers’ creativity in Lebanon. The present study examines the construct validity of the KEYS instrument in order to gain further insights into the factors stimulating or hindering creativity in Lebanon and to create an environment infrastructure that encourages and reinforces creativity in developing countries.
{"title":"Constitutive meaning and aspects of work environment affecting creativity in Lebanon","authors":"Tarik S Mikdashi","doi":"10.1108/14634449910277793","DOIUrl":"https://doi.org/10.1108/14634449910277793","url":null,"abstract":"This paper seeks to investigate the constitutive meaning of creativity as a construct through the relation between creativity and other constructs and to assess the possible effects of organizational climate on managers’ creativity in Lebanon. The present study examines the construct validity of the KEYS instrument in order to gain further insights into the factors stimulating or hindering creativity in Lebanon and to create an environment infrastructure that encourages and reinforces creativity in developing countries.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122682989","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 : 1999-03-01DOI: 10.1108/14634449910271410
M. Ryan
If participation is to be a reality, the institution of appropriate structures is not enough ‐ the social processes within these must also facilitate power sharing. In an international context, national cultures will have different effects on social process. The attitudes of managers towards aspects of decision making in their organizations, and their own behaviour, characterise the social process. Organizational characteristics concerning information sharing and manipulation, decision style, and the role of IT, and personal behaviour involving information control, flexibility, and role playing, are considered for their impact on particpative decision making. A comparison between French and British managers, drawn from an international study of decision making, illustrates the issue considered. While considerable similarities were found between the two cultural groups, differences of degree as well as opposed views were also found. Overall attitudes were fairly favourable to particpation, but limitations were found, and these differed between the two groups.
{"title":"The role of social process in participative decision making in an international context","authors":"M. Ryan","doi":"10.1108/14634449910271410","DOIUrl":"https://doi.org/10.1108/14634449910271410","url":null,"abstract":"If participation is to be a reality, the institution of appropriate structures is not enough ‐ the social processes within these must also facilitate power sharing. In an international context, national cultures will have different effects on social process. The attitudes of managers towards aspects of decision making in their organizations, and their own behaviour, characterise the social process. Organizational characteristics concerning information sharing and manipulation, decision style, and the role of IT, and personal behaviour involving information control, flexibility, and role playing, are considered for their impact on particpative decision making. A comparison between French and British managers, drawn from an international study of decision making, illustrates the issue considered. While considerable similarities were found between the two cultural groups, differences of degree as well as opposed views were also found. Overall attitudes were fairly favourable to particpation, but limitations were found, and these differed between the two groups.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127894815","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 : 1999-03-01DOI: 10.1108/14634449910271429
G. Houtzagers
Nowadays in order to contribute to the competitive strength of the organization empowerment is seen as a useful tool. But the organization must know what it wants to empower. Therefore it must be able to map the desired skills and competence levels for the workforce and to compare these with the actual situation. This article gives an overview of how to set up skills and competence management.
{"title":"Empowerment, using skills and competence management","authors":"G. Houtzagers","doi":"10.1108/14634449910271429","DOIUrl":"https://doi.org/10.1108/14634449910271429","url":null,"abstract":"Nowadays in order to contribute to the competitive strength of the organization empowerment is seen as a useful tool. But the organization must know what it wants to empower. Therefore it must be able to map the desired skills and competence levels for the workforce and to compare these with the actual situation. This article gives an overview of how to set up skills and competence management.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116405158","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 : 1999-02-01DOI: 10.1108/14634449910262474
J. O. Burdett
Resistance to change is a centerpiece in the traditional change agenda. The author argues that resistance to change is not a basic part of our make‐up and he uses the example of his grandfather’s life to provide examples of the many dramatic changes that have successfully impacted on people’s lives during the twentieth century. The author outlines the leadership inadequacies that result in change initiatives being rejected. Central to these leadership problems are a lack of vision, limited integrity, lack of courage, inappropriate language, limited understanding of true empowerment, and only a passing commitment to leadership as service. The argument concludes that while many modern leaders have been trained in the what and the how of change, the real problem lies in the fact that the why and the who gains remains largely mute.
{"title":"Leadership in change and the wisdom of a gentleman","authors":"J. O. Burdett","doi":"10.1108/14634449910262474","DOIUrl":"https://doi.org/10.1108/14634449910262474","url":null,"abstract":"Resistance to change is a centerpiece in the traditional change agenda. The author argues that resistance to change is not a basic part of our make‐up and he uses the example of his grandfather’s life to provide examples of the many dramatic changes that have successfully impacted on people’s lives during the twentieth century. The author outlines the leadership inadequacies that result in change initiatives being rejected. Central to these leadership problems are a lack of vision, limited integrity, lack of courage, inappropriate language, limited understanding of true empowerment, and only a passing commitment to leadership as service. The argument concludes that while many modern leaders have been trained in the what and the how of change, the real problem lies in the fact that the why and the who gains remains largely mute.","PeriodicalId":286378,"journal":{"name":"Participation and Empowerment: An International Journal","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1999-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130340142","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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