Emerald | Management Decision

Volunteer management: An exploratory case study within The British Red Cross

Loise Waiyaki, Colm Fearon, Lynn Morris, Heather McLaughlin — 2012-03-23 00:00:00.0

Abstract

Purpose - Increasingly, post credit crunch, organisations are seeking to develop new ways of attracting, recruiting and retaining staff in the UK high street for less or even no financial reward. The aim of this paper is to investigate volunteerism and volunteer management, based on an exploratory case study of two British Red Cross (BRC) shops. We examine the reasons why people volunteer and why they keep doing so in the context of BRC, as a charitable organisation.Design/methodology/approach - An exploratory case was used to gain an insight into how BRC recruit and retain volunteer staff. This was achieved by interviewing volunteers and the shop management personnel. An overview of BRC structures, strategic direction and views on volunteerism is also developed as part of the case study. Findings - Exploratory findings from the research show that people decide to volunteer mainly for a variety of reasons such as social interaction, to carry out work that is valued in the local community and for self satisfaction. Volunteer satisfaction is derived from helping BRC to help others and also being part of The Red Cross. Volunteer retention is attributed to a proactive management style in terms of creating a favourable work environment. The shop manager’s leadership skills are crucial in establishing a friendly and positive attitude towards volunteers. In addition, youth volunteers are attracted in order to gain work experience and learn new skills.Research limitations/implications - The study is exploratory, based on preliminary interview findings from seventeen informants in two BRC shops. However, the insight gained helps us understand the reasons why volunteerism is successful within the BRC. Practical implications - The paper can help policy makers reflect and decide upon useful tactics and strategy for developing and improving volunteer management within the retail sector.Originality/value - There is a paucity of literature in relation to retailing and volunteerism and this study contributes to the literature by identifying practical reasons why this charity has been so successful in attracting and retaining volunteers.

Origins of green innovations: the differences between proactive and reactive green innovations

Yu-Shan Chen, Ching-Hsun Chang, Feng-Shang Wu — 2012-03-23 00:00:00.0

Abstract

Purpose - The purpose of this paper is to explore the origins of the two types of green innovations: proactive and reactive green innovations. Design/methodology/approach - In order to satisfy the essence of the triangulation in methodology, this study applies hybrid research method which includes both of qualitative and quantitative research to discuss the origins of green innovations based on the two following stages. First, the study uses inductive logic from the perspectives of case study research and grounded theory to build the research framework and selects AU Optronics Corp. (AUO), the worldwide top 3 manufacturer in the TFT-LCD industry, as the research object. Second, this study utilizes questionnaire survey method to test the research framework proposed in the first stage. Findings - This study divides green innovations into two types: proactive and reactive green innovations, because the origins of them are different. The results show that both of the internal origins – environmental leadership, environmental culture, and environmental capability – and the external origins – the environmental regulations and the environmentalism of investors and clients – can generate reactive green innovation. However, only the internal origins can facilitate proactive green innovation. This study suggests that companies should invest their resources in cultivating the internal origins rather than the external origins. Originality/value - The paper provides insights into what origins cause proactive and reactive green innovations by means of hybrid research method - qualitative and quantitative research - in Taiwan. This study builds up a theory about the origins of the two types of green innovations.

Starting Technologically Innovative Ventures: Reasons, Human Capital, and Gender

Anat Barnir — 2012-03-23 00:00:00.0

Abstract

Purpose - Given the importance of technology in competitive advantage, this paper sees to better understand the factors associated with entrepreneurs’ decision to incorporate innovative technologies in new ventures. Three questions are explored: 1) Are the reasons given for starting technologically innovative new ventures (TINVs) different from those given for starting ventures based on traditional technologies? 2) What is the role of human capital in the TINV startup decision? 3) Do gender differences exist in the reasons and human capital associated with starting a TINV?Design/methodology/approach - Data were obtained from the Panel Study of Entrepreneurial Dynamics II (PSED II), which is a national database of individuals in various stages of starting a business. Overall sample consisted of 950 individuals. Non-parametric methods and logistic regressions were used to test hypotheses.Findings - Results show that men start the TINV for self-realization reasons, and that wealth seeking and employment reasons are negatively associated with the technology startup decision among women, but not among men. Human capital positively predicts the decision to start TINV, but gender differences exist as well: specific human capital (industry and occupational background) positively predicts the technology startup decision among men, whereas general human capital (education and employment breadth) positively predicts the decision among women.Research limitations/implications - Practical implications - Better understanding of the factors that motivate and encourage entrepreneurs to utilize innovative technologies is useful for policymakers, practitioners, and educators. This understanding can help when allocating resources for the purpose of encouraging innovation and when trying to train entrepreneurs to enhance competitiveness of new ventures.Originality/value - The study highlights some of the factors associated with the decision to start firms that are technologically innovative. Given that incorporating technology in new venture is often considered a key factor in sustainability and long term competitive advantage, the study provides possible explanations for potential sources of competitive advantage. Implications for the role of motives and human capital in the startup decision and in the decision to incorporate technology are discussed, with specific reference for male and female owned business.

Quality management framework for public management decision making

Billy TW Yu, WM To, Peter KC Lee — 2012-03-23 00:00:00.0

Abstract

Purpose - This paper aims to explore the practice of quality management framework as a strategic tool for public management. Design/methodology/approach - The paper starts with a basic process-based model; it then enhances the model with the quality management principles for continuous improvement. With identification of concerned factors from the literature, it examines their usefulness in the quality management system. Findings - An empirical analysis on the framework identifies eight factors: factual approach to decision making, use of quality tools, customer focus, leadership, involvement of people, process approach, mutually beneficial supplier partnership and internal results. The framework shows that leadership and customer focus are much more important than previously anticipated for successful implementation of quality management system.Research limitations/implications - Practical implications - Managers in public organizations must realize that all high performance organizations whether private or public are by principle customer-driven. In addition, it is imperative for them to enhance their leadership as it is essential for effective quality improvement.Originality/value - While the effect of adopting quality management system on organizational performance has been well documented, the underlying mechanism about how the system works has yet to be empirically identified. This paper contributes to the literature by addressing such a gap and presenting a causal model for quality management principles.

An appropriate change strategy for Lean

Sanjay Bhasin — 2012-03-23 00:00:00.0

Abstract

Purpose - British empirical research suggests culture and change have contributed to every Lean failure. Whilst prevailing research implies that successful Lean implementations lead to a profitable organisation it focuses upon the low numbers of successful Lean conversions. This research explores the importance of a suitable change strategy resulting in the likelihood of a triumphant Lean implementation.Design/methodology/approach - Predominantly results from 68 Survey questionnaires and seven Case Studies consisting of both questionnaires and interview schedules were utilised. Subsequently extensive Lean Audits were carried out in twenty companies as a comprehensive validating exercise.Findings - The significance of change was evident; a high correlation was found within the audits with successful organizations suggesting that a triumphant implementation requires a systematic and controlled change strategy.Research limitations/implications - Whilst Lean failures are attributable to different causes; the fundamental issues of corporate culture and change is evident. Every company needs to find its own way to implement Lean and it should be viewed as a never ending journey.Practical implications - The implementation of Lean cannot be taken nonchalantly owing to the investment in terms of time and money. Consequently, if an organization pursues the change strategy suggested the probability of success implementation is improved.Originality/value - This research undertaken in British manufacturing organisations focused on a bespoke change strategy for Lean as there exists a plethora of research focusing at the generic change process.

Behind knowledge transfer

Tuan Trong Luu — 2012-03-23 00:00:00.0

Abstract

Purpose - Through an empirical inquiry into manufacturing joint ventures companies in Vietnam setting, the relationships among knowledge sharing and its such antecedents as organisational culture, ethics, and human resources localization are examined.Design/methodology/approach - The analysis of data returning from questionnaire survey among middle level managers in these manufacturing joint ventures companies was conducted via ANOVAs and structural equation modelling.Findings - The study findings display the correspondence between control culture and ethics of justice. Flexibility culture, on the other hand, tends to nurture ethics of care, which in turn positively impact localization of intellectual capital. The influence of intellectual capital localization on knowledge sharing is discerned as well. Originality/value - The study offers insight into the linkage pattern of knowledge sharing and its antecedents, organisational culture, ethics, and human resources localization, in manufacturing joint venture companies in Vietnam business context.

An Applied Organizational Rewards Distribution System

Pratim Datta — 2012-03-23 00:00:00.0

Abstract

Purpose - How can managers optimally distribute rewards among individuals in a job group? While the management literature on compensation has established the need for equitable reimbursements for individuals holding similar positions in a function or group, an objective grounding of rewards allocation has certainly escaped scrutiny.Design/methodology/approach - Using an optimization model based on a financial rubric, the portfolio approach allows organizations to envision human capital assets as a set (i.e. a team, group, function), rather than independent contractors. The portfolio can be organized and managed for meeting various organizational objectives (e.g. optimizing returns and instrumental benefits, assessing resource allocations).Findings - This research introduces an innovative portfolio management scheme for employee rewards distribution. Akin to investing in capital assets, organizations invest considerable resources in their human capital. In doing so, organizations, over time, create a portfolio of human capital assets. The findings reduce large variances in rewards distribution yet serving employee and management considerations.Practical implications - The research has tremendous implications for managers who can mitigate serious equitable rewards distribution issues by creating a process that exemplifies rewards distribution using four different rewards allocation scenarios based on varying managerial prerogatives. Originality/value - This research is a unique model that ties together a pressing HR issue and uses a usable and feasible optimization mechanism based on financial portfolio theory.

Enhance green purchase intentions: the roles of green perceived value, green perceived risk, and green trust

Yu-Shan Chen, Ching-Hsun Chang — 2012-03-23 00:00:00.0

Abstract

Purpose - This study develops an original framework to explore the influences of green perceived value and green perceived risk on green purchase intentions and to discuss the mediation role of green trust.Design/methodology/approach - This study applies four original concepts – green perceived value, green perceived risk, green trust, and green purchase intentions – to develop an integral model to enhance green purchase intentions. Besides, this research employs an empirical study by means of the questionnaire survey method to verify the hypotheses and to explore its managerial implications. Structural Equation Modeling (SEM) is applied to verify the research framework.Findings - The empirical results show that green perceived value would positively affect green trust and green purchase intentions, while green perceived risk would negatively influence both of them. Besides, this study demonstrates that the relationships between green purchase intentions and their two antecedents – green perceived value and green perceived risk – are partially mediated by green trust. Hence, investing resources to increase green perceived value and to decrease green perceived risk is helpful to enhance green trust and green purchase intentions.Originality/value - This study summarizes the literature on green marketing and relationship marketing into a new managerial framework of green purchase intentions. This study utilizes four novel constructs – green perceived value, green perceived risk, green trust, and green purchase intentions – to develop an original research framework to enhance green purchase intentions. Although past research has highlighted the relevant issues about purchase intentions, none explores it about green management. Therefore, this paper develops the research framework of green purchase intentions to fill the research gap.

The glocalisation of channels of distribution: a case study

Megha Jain, Shadab Khalil, Angelina Nhat-Hanh Le, Julian Ming-Sung Cheng — 2012-03-23 00:00:00.0

Abstract

Purpose - The study aims to provide insights into glocalisation of international channels of distribution. The study also seeks to identify the key principles and patterns of glocalisation in general.Design/methodology/approach - The authors utilise the single case study approach to study glocalisation in international channels of distribution by conducting in-depth interviews with the firm’s senior executives. Findings - Results reveal that the firm employs glocal channels of distribution strategies. The study specifically identifies two types of glocalisation: inter-decision and intra-decision, and it is found that the firm follows a combination of both. The findings also suggest that the decision on how to glocalise channel strategies is based upon the firm’s global practices as well as several local conditions specific to individual markets.Practical implications - The study concludes that there is no uniform formula to pursue glocalisation. Firms may choose to pursue inter-decision or intra-decision glocalisation, or a combination of both. However, the decision should be based upon a careful assessment of the firm’s global philosophy, the channel decision involved, and ground realities in each market. Originality/value - The study shows how glocalisation can be applied to international channel strategies. The study fills the gap in prior literature by throwing light on the lesser understood ‘global dimension’ of a glocal strategy. The study may be the first to identify different types of glocal strategies and thus offers relevant insights into the concept of glocalisation. The study also adds to the limited knowledge on practicable application of glocalisation among both academics and practitioners.

Positive Organizational Scholarship Handbook for XXI Century

Francisco J. Lara — 2012-03-23 00:00:00.0

Abstract

Not available.