Pub Date : 2023-07-07DOI: 10.1108/jmd-12-2022-0306
David Holger Schmidt, D. van Dierendonck, Ulrike Weber
PurposeThis study focuses on leadership in organizations where big data analytics (BDA) is an essential component of corporate strategy. While leadership researchers have conducted promising studies in the field of digital transformation, the impact of BDA on leadership is still unexplored.Design/methodology/approachThis study is based on semi-structured interviews with 33 organizational leaders and subject-matter experts from various industries. Using a grounded theory approach, a framework is provided for the emergent field of BDA in leadership research.FindingsThe authors present a conceptual model comprising foundational competencies and higher order roles that are data analytical skills, data self-efficacy, problem spotter, influencer, knowledge facilitator, visionary and team leader.Research limitations/implicationsThis study focuses on BDA competency research emerging as an intersection between leadership research and information systems research. The authors encourage a longitudinal study to validate the findings.Practical implicationsThe authors provide a competency framework for organizational leaders. It serves as a guideline for leaders to best support the BDA initiatives of the organization. The competency framework can support recruiting, selection and leader promotion.Originality/valueThis study provides a novel BDA leadership competency framework with a unique combination of competencies and higher order roles.
{"title":"The data-driven leader: developing a big data analytics leadership competency framework","authors":"David Holger Schmidt, D. van Dierendonck, Ulrike Weber","doi":"10.1108/jmd-12-2022-0306","DOIUrl":"https://doi.org/10.1108/jmd-12-2022-0306","url":null,"abstract":"PurposeThis study focuses on leadership in organizations where big data analytics (BDA) is an essential component of corporate strategy. While leadership researchers have conducted promising studies in the field of digital transformation, the impact of BDA on leadership is still unexplored.Design/methodology/approachThis study is based on semi-structured interviews with 33 organizational leaders and subject-matter experts from various industries. Using a grounded theory approach, a framework is provided for the emergent field of BDA in leadership research.FindingsThe authors present a conceptual model comprising foundational competencies and higher order roles that are data analytical skills, data self-efficacy, problem spotter, influencer, knowledge facilitator, visionary and team leader.Research limitations/implicationsThis study focuses on BDA competency research emerging as an intersection between leadership research and information systems research. The authors encourage a longitudinal study to validate the findings.Practical implicationsThe authors provide a competency framework for organizational leaders. It serves as a guideline for leaders to best support the BDA initiatives of the organization. The competency framework can support recruiting, selection and leader promotion.Originality/valueThis study provides a novel BDA leadership competency framework with a unique combination of competencies and higher order roles.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-07-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43012826","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 : 2023-07-05DOI: 10.1108/jmd-04-2023-0124
Konstantina Skritsovali
PurposeThrough active learning and experiential learning theoretical perspectives, this paper explores the role of gamification on the student experience and student learning of undergraduate business management students in the UK.Design/methodology/approachTo capture the impact of gamification on student experience and student learning during and after the Covid-19 pandemic, data were collected through online surveys with L6 undergraduate students studying during the academic years 2020–2021, 2021–2022 and 2022–2023.FindingsThe analysis of the data revealed three core themes: a) gaining practical experience through gamification b) opportunities for peer engagement and active participation and c) development of soft skills and hard skills.Practical implicationsBased on the lessons learnt, the paper proposes actions and guidelines for integrating gamification into business management curricula that prepare future business managers and leaders to respond to unforeseen challenges and changes.Originality/valueThis study contributes to a series of design suggestions for fellow tutors and practitioners seeking to advance their pedagogical approach to developing agile and resilient future managers and leaders.
{"title":"Learning through playing: appreciating the role of gamification in business management education during and after the COVID-19 pandemic","authors":"Konstantina Skritsovali","doi":"10.1108/jmd-04-2023-0124","DOIUrl":"https://doi.org/10.1108/jmd-04-2023-0124","url":null,"abstract":"PurposeThrough active learning and experiential learning theoretical perspectives, this paper explores the role of gamification on the student experience and student learning of undergraduate business management students in the UK.Design/methodology/approachTo capture the impact of gamification on student experience and student learning during and after the Covid-19 pandemic, data were collected through online surveys with L6 undergraduate students studying during the academic years 2020–2021, 2021–2022 and 2022–2023.FindingsThe analysis of the data revealed three core themes: a) gaining practical experience through gamification b) opportunities for peer engagement and active participation and c) development of soft skills and hard skills.Practical implicationsBased on the lessons learnt, the paper proposes actions and guidelines for integrating gamification into business management curricula that prepare future business managers and leaders to respond to unforeseen challenges and changes.Originality/valueThis study contributes to a series of design suggestions for fellow tutors and practitioners seeking to advance their pedagogical approach to developing agile and resilient future managers and leaders.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44840003","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 : 2023-07-05DOI: 10.1108/jmd-03-2022-0054
Stephanie L. Bilderback, G. Miller
PurposeThe importance of employee development programs (EDPs) has been evolving as businesses continue to change and employees continue to have different motivations. Understanding what motivates employees to continue working in a company can help managers have a more successful future. The relationship development between employees and managers can be more easily achieved with an established EDP with goals and motivations communicated. Both employees and managers can influence a positive culture. The authors use the social exchange theory (SET) to help explain this process.Design/methodology/approachA review of previous research was conducted. Looking through the social exchange lens, the authors developed practical implications of best practices for employee development (ED).FindingsFindings of this study should guide organizations to develop, improve or maintain effective EDPs.Originality/valueThis paper uses social exchange theory to foster best practices for EDPs.
{"title":"Importance of employee development programs in business","authors":"Stephanie L. Bilderback, G. Miller","doi":"10.1108/jmd-03-2022-0054","DOIUrl":"https://doi.org/10.1108/jmd-03-2022-0054","url":null,"abstract":"PurposeThe importance of employee development programs (EDPs) has been evolving as businesses continue to change and employees continue to have different motivations. Understanding what motivates employees to continue working in a company can help managers have a more successful future. The relationship development between employees and managers can be more easily achieved with an established EDP with goals and motivations communicated. Both employees and managers can influence a positive culture. The authors use the social exchange theory (SET) to help explain this process.Design/methodology/approachA review of previous research was conducted. Looking through the social exchange lens, the authors developed practical implications of best practices for employee development (ED).FindingsFindings of this study should guide organizations to develop, improve or maintain effective EDPs.Originality/valueThis paper uses social exchange theory to foster best practices for EDPs.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48597730","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 : 2023-07-04DOI: 10.1108/jmd-04-2023-0131
Araceli Galiano-Coronil, Sofía Blanco-Moreno, L. Tobar-Pesantez, Guillermo Antonio Gutiérrez-Montoya
PurposeThis study aims to analyze communication from the perspective of social marketing, positive emotions, and the topics chosen by Spanish tourist destinations to show their destination image. Additionally, this research shows a message classification model, based on the aforementioned characteristics, that has generated a greater impact, offering clarity to tourism managers on the type of content they should publish to achieve greater visibility.Design/methodology/approachThe methodology used in this work combines content analysis and data mining techniques. The classification tree using the chi-square automatic interaction detector (CHAID) algorithm was selected to determine predictors of like behaviour.FindingsThe results show that the predictor variables have been emotions, social marketing and topics. Also, the characteristics of the messages most likely to have a high impact are those related to emotions of joy or happiness, their purpose is behavioural, and they talk about rural, cultural issues, special dates, getaways, or highlights of a town or city for something specific.Originality/valueThis study is the first to analyze the content of the tweets shared by destination tourism managers from a social marketing, positive emotions, and sustainability perspective, determining the possible predictors of likes on Twitter. The authors contribute to the literature by deepening the understanding of how social marketing and the positive emotions promoted drive a more significant impact in tourism communication campaigns on social media. The authors provide destination managers with a way better to understand the variables relevant to users in tourism content.
{"title":"Social media impact of tourism managers: a decision tree approach in happiness, social marketing and sustainability","authors":"Araceli Galiano-Coronil, Sofía Blanco-Moreno, L. Tobar-Pesantez, Guillermo Antonio Gutiérrez-Montoya","doi":"10.1108/jmd-04-2023-0131","DOIUrl":"https://doi.org/10.1108/jmd-04-2023-0131","url":null,"abstract":"PurposeThis study aims to analyze communication from the perspective of social marketing, positive emotions, and the topics chosen by Spanish tourist destinations to show their destination image. Additionally, this research shows a message classification model, based on the aforementioned characteristics, that has generated a greater impact, offering clarity to tourism managers on the type of content they should publish to achieve greater visibility.Design/methodology/approachThe methodology used in this work combines content analysis and data mining techniques. The classification tree using the chi-square automatic interaction detector (CHAID) algorithm was selected to determine predictors of like behaviour.FindingsThe results show that the predictor variables have been emotions, social marketing and topics. Also, the characteristics of the messages most likely to have a high impact are those related to emotions of joy or happiness, their purpose is behavioural, and they talk about rural, cultural issues, special dates, getaways, or highlights of a town or city for something specific.Originality/valueThis study is the first to analyze the content of the tweets shared by destination tourism managers from a social marketing, positive emotions, and sustainability perspective, determining the possible predictors of likes on Twitter. The authors contribute to the literature by deepening the understanding of how social marketing and the positive emotions promoted drive a more significant impact in tourism communication campaigns on social media. The authors provide destination managers with a way better to understand the variables relevant to users in tourism content.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47344820","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 : 2023-06-27DOI: 10.1108/jmd-04-2023-0101
Rickard Enstroem, Rodney Schmaltz
PurposeThe Industry 4.0 environment is characterized by fast data, vertically and horizontally interconnected systems, and human–machine interfaces. In the middle stands the manager, whose sustained performance is critical to the organization's success. Business disturbances—such as supply chain disruptions during the pandemic—can quickly test the manager's resiliency. While creativity and flexibility are critical for success in these situations, these skills are often not promoted directly. This paper will discuss strategies for enhancing managers' creativity and resiliency and give suggestions for improving professional development training and post-secondary business education.Design/methodology/approachA synthesis of the literature in business and psychology provides a foundation for creating a conceptual model incorporating strategies to promote managerial creativity and resiliency. While the model focuses on managerial performance under adverse conditions, the tenets of the model also apply during times of relative stability.FindingsFindings based on a synthesis of the literature on creativity in business and psychology provide the foundation for a conceptual model to identify potential elements in training and curriculum design to further managers' creativity and resiliency. This model recommends clear, actionable training and program-level curriculum design suggestions for improved managerial performance.Originality/valueThis paper identifies a conceptual model to enhance managerial creativity leading to increased resiliency through professional development programs and suggestions for educators in post-secondary business education. This model provides tools for managers to deal with adverse and rapidly changing conditions flexibly, promoting employee productivity and satisfaction.
{"title":"A Juggler's manifesto: elevating creativity to stay productive amid uncertainty","authors":"Rickard Enstroem, Rodney Schmaltz","doi":"10.1108/jmd-04-2023-0101","DOIUrl":"https://doi.org/10.1108/jmd-04-2023-0101","url":null,"abstract":"PurposeThe Industry 4.0 environment is characterized by fast data, vertically and horizontally interconnected systems, and human–machine interfaces. In the middle stands the manager, whose sustained performance is critical to the organization's success. Business disturbances—such as supply chain disruptions during the pandemic—can quickly test the manager's resiliency. While creativity and flexibility are critical for success in these situations, these skills are often not promoted directly. This paper will discuss strategies for enhancing managers' creativity and resiliency and give suggestions for improving professional development training and post-secondary business education.Design/methodology/approachA synthesis of the literature in business and psychology provides a foundation for creating a conceptual model incorporating strategies to promote managerial creativity and resiliency. While the model focuses on managerial performance under adverse conditions, the tenets of the model also apply during times of relative stability.FindingsFindings based on a synthesis of the literature on creativity in business and psychology provide the foundation for a conceptual model to identify potential elements in training and curriculum design to further managers' creativity and resiliency. This model recommends clear, actionable training and program-level curriculum design suggestions for improved managerial performance.Originality/valueThis paper identifies a conceptual model to enhance managerial creativity leading to increased resiliency through professional development programs and suggestions for educators in post-secondary business education. This model provides tools for managers to deal with adverse and rapidly changing conditions flexibly, promoting employee productivity and satisfaction.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48949111","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 : 2023-05-31DOI: 10.1108/jmd-09-2022-0232
Kunle Akingbola, Sephora Kerekou, Aurelas Tohon
PurposeThe study draws on social exchange theory and theoretical perspectives on engagement to examine the multidimensional relationship between employee perception of HR practices (PHRP), organizational culture (POC) and engagement in nonprofit organizations (NPOs) in a sample of nonprofits in Canada.Design/methodology/approachThis study examines the relationship between PHRP, POC and engagement in NPOs. The authors employed a quantitative research design (Creswell, 1998) involving data from a sample of NPOs in Ontario, Canada.FindingsThe findings suggest that PHRP has a direct effect on the level of both job and organization engagement. Employee perception of the value, relevance and importance of the job and membership in the organization induce the investment of physical, cognitive and emotional energy. The study emphasizes the importance of PHRP at individual and organizational levels as antecedents of engagement.Research limitations/implicationsThe findings highlight the need to examine the contextual drivers of HR practices and engagement to better understand the multidimensional context of NPOs (Borzaga and Tortia, 2006).Practical implicationsThe evidence reiterates the need for nonprofit managers to develop and implement HR practices that advance engagement.Originality/valueAlthough what is known about nonprofit employee engagement is limited but growing (Park, Kim, Park, and Lim, 2018), the question of engagement and perception of HR in NPOs is yet to be examined.
目的本研究利用社会交换理论和敬业度的理论视角，以加拿大非营利组织为样本，考察员工对人力资源实践的感知(PHRP)、组织文化(POC)和敬业度之间的多维关系。本研究探讨非营利组织的PHRP、POC和敬业度之间的关系。作者采用定量研究设计(Creswell, 1998)，涉及来自加拿大安大略省非营利组织样本的数据。研究结果表明，PHRP对工作和组织的投入水平都有直接影响。员工对工作和组织成员的价值、相关性和重要性的感知诱导了身体、认知和情感能量的投入。该研究强调了PHRP在个人和组织层面作为参与前提的重要性。研究的局限性/意义研究结果强调需要检查人力资源实践和参与的背景驱动因素，以更好地理解非营利组织的多维背景(Borzaga和Tortia, 2006)。实际意义证据重申了非营利组织管理者开发和实施人力资源实践的必要性，以提高参与度。独创性/价值虽然对非营利组织员工敬业度的了解有限，但正在增长(Park, Kim, Park, and Lim, 2018)，但非营利组织中人力资源的敬业度和感知问题尚未得到研究。
{"title":"Employee engagement in nonprofit organizations: the role of perception of HR and organizational culture","authors":"Kunle Akingbola, Sephora Kerekou, Aurelas Tohon","doi":"10.1108/jmd-09-2022-0232","DOIUrl":"https://doi.org/10.1108/jmd-09-2022-0232","url":null,"abstract":"PurposeThe study draws on social exchange theory and theoretical perspectives on engagement to examine the multidimensional relationship between employee perception of HR practices (PHRP), organizational culture (POC) and engagement in nonprofit organizations (NPOs) in a sample of nonprofits in Canada.Design/methodology/approachThis study examines the relationship between PHRP, POC and engagement in NPOs. The authors employed a quantitative research design (Creswell, 1998) involving data from a sample of NPOs in Ontario, Canada.FindingsThe findings suggest that PHRP has a direct effect on the level of both job and organization engagement. Employee perception of the value, relevance and importance of the job and membership in the organization induce the investment of physical, cognitive and emotional energy. The study emphasizes the importance of PHRP at individual and organizational levels as antecedents of engagement.Research limitations/implicationsThe findings highlight the need to examine the contextual drivers of HR practices and engagement to better understand the multidimensional context of NPOs (Borzaga and Tortia, 2006).Practical implicationsThe evidence reiterates the need for nonprofit managers to develop and implement HR practices that advance engagement.Originality/valueAlthough what is known about nonprofit employee engagement is limited but growing (Park, Kim, Park, and Lim, 2018), the question of engagement and perception of HR in NPOs is yet to be examined.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46702660","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 : 2023-05-31DOI: 10.1108/jmd-11-2022-0265
Jenny M. Hoobler, Kim Dowdeswell
Purpose The authors of this study aim to test a possible turn toward relational, as opposed to agentic, management development program (MDP) content. Design/methodology/approach The authors performed a content analysis of the literature and qualitative interviews of management coaches/consultants from South Africa and the USA. Findings In both studies, the authors found more relational than agentic content comprising MDP content. Interviews revealed a predominance of relational strategies and that agentic and relational skills are often interwoven in development efforts. Practical implications This work may guide management coaches and consultants to offer clients management development (MD) with a greater focus on relational skills. Originality/value Future studies should build on our findings to explore whether leadership may now require more relational as opposed to agentic skills.
{"title":"The future is relational: management development for today and tomorrow","authors":"Jenny M. Hoobler, Kim Dowdeswell","doi":"10.1108/jmd-11-2022-0265","DOIUrl":"https://doi.org/10.1108/jmd-11-2022-0265","url":null,"abstract":"Purpose The authors of this study aim to test a possible turn toward relational, as opposed to agentic, management development program (MDP) content. Design/methodology/approach The authors performed a content analysis of the literature and qualitative interviews of management coaches/consultants from South Africa and the USA. Findings In both studies, the authors found more relational than agentic content comprising MDP content. Interviews revealed a predominance of relational strategies and that agentic and relational skills are often interwoven in development efforts. Practical implications This work may guide management coaches and consultants to offer clients management development (MD) with a greater focus on relational skills. Originality/value Future studies should build on our findings to explore whether leadership may now require more relational as opposed to agentic skills.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135250495","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 : 2023-05-30DOI: 10.1108/jmd-01-2023-0006
Mita Mehta, Garima Pancholi, Dr Abhineet Saxena
PurposeDigital disruption has posed challenges to managers. Metaverse is one of the fastest-growing digital transformations (DTs) impacting business across the globe. There needs to be more literature on the academic prospect relating to metaverse. This article aims to analyze and evaluate the publications to highlight themes, opportunities and contemporary challenges of metaverse in business management to get insights about the challenges posed to managers through such transformation.Design/methodology/approachOver 74 articles from 2006 to 2022 were collected using the Scopus database. These were further analyzed to understand how previous research captures metaverse in the domain of business management and the amount to which has been studied in terms of publication productivity, country productivity, affiliation productivity and author productivity, Top-cited documents, keywords analysis, network visualization of keywords and bibliometric coupling. The authors also gathered literature related to metaverse in the field of business management and its uses for managers.FindingsThe authors' findings reveal that metaverse in business management has gained momentum in publications since 2022. Approximately 68% of total publications and 56% of total citations were from 2022. USA is the flagbearer of metaverse around the globe and the University of Georgia is leading in affiliation productivity. Network analysis through Vosviewer shows that keywords metaverse and virtual reality (VR) have the highest co-occurrences and link strength.Originality/valueThis article is relevant to those interested in how the world of virtual workspace is making a paradigm shift in management development. This study aims to review previous literary works through bibliometrics and visualization approaches comprehensively. Metaverse is changing the schema of the business world in terms of various strategies that this article addressed. Such studies have not been previously carried out.
{"title":"Metaverse changing realm of the business world: a bibliometric snapshot","authors":"Mita Mehta, Garima Pancholi, Dr Abhineet Saxena","doi":"10.1108/jmd-01-2023-0006","DOIUrl":"https://doi.org/10.1108/jmd-01-2023-0006","url":null,"abstract":"PurposeDigital disruption has posed challenges to managers. Metaverse is one of the fastest-growing digital transformations (DTs) impacting business across the globe. There needs to be more literature on the academic prospect relating to metaverse. This article aims to analyze and evaluate the publications to highlight themes, opportunities and contemporary challenges of metaverse in business management to get insights about the challenges posed to managers through such transformation.Design/methodology/approachOver 74 articles from 2006 to 2022 were collected using the Scopus database. These were further analyzed to understand how previous research captures metaverse in the domain of business management and the amount to which has been studied in terms of publication productivity, country productivity, affiliation productivity and author productivity, Top-cited documents, keywords analysis, network visualization of keywords and bibliometric coupling. The authors also gathered literature related to metaverse in the field of business management and its uses for managers.FindingsThe authors' findings reveal that metaverse in business management has gained momentum in publications since 2022. Approximately 68% of total publications and 56% of total citations were from 2022. USA is the flagbearer of metaverse around the globe and the University of Georgia is leading in affiliation productivity. Network analysis through Vosviewer shows that keywords metaverse and virtual reality (VR) have the highest co-occurrences and link strength.Originality/valueThis article is relevant to those interested in how the world of virtual workspace is making a paradigm shift in management development. This study aims to review previous literary works through bibliometrics and visualization approaches comprehensively. Metaverse is changing the schema of the business world in terms of various strategies that this article addressed. Such studies have not been previously carried out.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45207743","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 : 2023-05-24DOI: 10.1108/jmd-04-2022-0082
G. Reynolds, K. Samuels, C. Din, Nick Turner
PurposeThe purpose of this paper is to describe and contextualize the processes of leadership development through mentoring in a Leadership Learning Lab (“the Lab”) and to explore the implications and applications of the Lab's approach as a social learning space.Design/methodology/approachThe authors used a constructivist grounded theoretical approach and conducted semi-structured interviews with participants in the Lab, which operated out of a leadership center in a mid-sized Canadian business school.FindingsThe findings show that participants used their individual life experiences to practice leadership development through mentoring in a social learning space of prescribed uncertainty. The participants identified with becoming flexible, self-actualized leaders by learning to view their own experiences and those of their Lab partners through a leadership lens.Originality/valueThis study contributes to an understanding of the “doing” of leadership development in a social learning space and highlights three relational processes through which leadership development emerged through mentoring: rapport-building, democratization and reflection.
{"title":"Doing leadership development through mentoring in a social learning space: the case of the inaugural Leadership Learning Lab","authors":"G. Reynolds, K. Samuels, C. Din, Nick Turner","doi":"10.1108/jmd-04-2022-0082","DOIUrl":"https://doi.org/10.1108/jmd-04-2022-0082","url":null,"abstract":"PurposeThe purpose of this paper is to describe and contextualize the processes of leadership development through mentoring in a Leadership Learning Lab (“the Lab”) and to explore the implications and applications of the Lab's approach as a social learning space.Design/methodology/approachThe authors used a constructivist grounded theoretical approach and conducted semi-structured interviews with participants in the Lab, which operated out of a leadership center in a mid-sized Canadian business school.FindingsThe findings show that participants used their individual life experiences to practice leadership development through mentoring in a social learning space of prescribed uncertainty. The participants identified with becoming flexible, self-actualized leaders by learning to view their own experiences and those of their Lab partners through a leadership lens.Originality/valueThis study contributes to an understanding of the “doing” of leadership development in a social learning space and highlights three relational processes through which leadership development emerged through mentoring: rapport-building, democratization and reflection.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44997628","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 : 2023-05-18DOI: 10.1108/jmd-03-2023-0064
Arturo-Julián Abellán-Sevilla, M. Ortiz-de-Urbina-Criado
PurposeThe coronavirus disease 2019 pandemic changed the lives of people around the world. In a post pandemic era, leaders have a role to enable the changes needed to make workplaces smart and happier. The aim of this study is to look at human resource management (HRM) from new perspectives: being smart and happy in the workplace. Some research questions are proposed: What do we know about smart human resources (smart HR)? What do we know about human resource analytics (HRA)? and how can future research on smart and happy HRM be oriented?Design/methodology/approachA bibliometric technique is used to identify the main topics studied in smart HR and HRA. A logical reasoning is applied to propose future research models.FindingsFor smart HR, the roadmap considers the approaches, practices and purposes. For HRA, the roadmap shows what are the perspectives HR processes, tools and its usefulness. Considering the context of Industry 5.0 and post pandemic era, a future research line for studying smart HRA for happy management is proposed.Originality/valueThis study has developed a proposed model to guide future research on the application of HRA to manage smart and happy workers.
{"title":"Smart human resource analytics for happiness management","authors":"Arturo-Julián Abellán-Sevilla, M. Ortiz-de-Urbina-Criado","doi":"10.1108/jmd-03-2023-0064","DOIUrl":"https://doi.org/10.1108/jmd-03-2023-0064","url":null,"abstract":"PurposeThe coronavirus disease 2019 pandemic changed the lives of people around the world. In a post pandemic era, leaders have a role to enable the changes needed to make workplaces smart and happier. The aim of this study is to look at human resource management (HRM) from new perspectives: being smart and happy in the workplace. Some research questions are proposed: What do we know about smart human resources (smart HR)? What do we know about human resource analytics (HRA)? and how can future research on smart and happy HRM be oriented?Design/methodology/approachA bibliometric technique is used to identify the main topics studied in smart HR and HRA. A logical reasoning is applied to propose future research models.FindingsFor smart HR, the roadmap considers the approaches, practices and purposes. For HRA, the roadmap shows what are the perspectives HR processes, tools and its usefulness. Considering the context of Industry 5.0 and post pandemic era, a future research line for studying smart HRA for happy management is proposed.Originality/valueThis study has developed a proposed model to guide future research on the application of HRA to manage smart and happy workers.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-05-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44147367","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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