In this conceptual paper, we suggest that knowledge flows constitute the antecedences of value creation by means of its communication component. Knowledge is increasingly being accepted as a source of value creation and a differentiator... more
In this conceptual paper, we suggest that knowledge flows constitute the antecedences of value creation by means of its communication component. Knowledge is increasingly being accepted as a source of value creation and a differentiator between firms. However, to a large extent, current approaches to management and governance of knowledge resources prescribe measurements of the stock of knowledge. Therefore, we suggest a bridge that connects current knowledge sharing understanding with properties from communication theory, to explicate knowledge in use through a communication patterns perspective. Building on the perspective of knowledge as a flow, and postulating that value is based on knowledge use, rather than knowledge possession, this paper addresses the research question: How can we express knowledge in such a way that it can be monetized and made accessible to specific managerial interventions? We explain how communication is instrumental in capturing knowledge value and allows for a connection with monetary value. Extant literature on organizational communication roles emphasizes the role of boundary-spanners in the search for and combination of experience and tacit knowledge. Individual nodes in organizational networks can possess knowledge. However, to be valuable, the knowledge resources need to be deployed and utilized. The use of knowledge will involve the communication of this knowledge through ties to other nodes. The paper proposes that boundary-spanning roles provide a focal point for such monetization efforts. The contribution of this paper is six propositions for future research on how management accounting and control systems can be brought to bear in their governable and calculable aspects if communication functions are given more attention.
The study aimed to investigate the effect of emotional labour strategies on job satisfaction and emotional exhaustion. A conceptual framework was developed using extant literature, which led to examiningdeep acting and surface acting,... more
The study aimed to investigate the effect of emotional labour strategies on job satisfaction and emotional exhaustion. A conceptual framework was developed using extant literature, which led to examiningdeep acting and surface acting, which are the two main strategies of emotional labour. The outcome variables were emotional exhaustion and job satisfaction. The research was quantitative in nature. Stratified random sampling was adoptedin selecting suitable participants. Data was collected from 301 front line employees of five international banks in Zimbabwe using a structured questionnaire.The study results revealed that deep acting is an ideal strategy of emotional labour as it leads to job satisfaction and reduced emotional exhaustion. Surface acting was found to be a harmful emotional labour strategy. It was revealed, in this study, that surface acting is inversely related to job satisfaction and positively related to emotional exhaustion. The study recommended the moderate use of emotional labour to avoid long term stress-related effects.
Recent research suggests that both the scholarly and the managerial perspectives on intra-organizational conflict in multinational corporations (MNC) between headquarters (HQ) and their foreign subsidiaries have changed. Today, conflict... more
Recent research suggests that both the scholarly and the managerial perspectives on intra-organizational conflict in multinational corporations (MNC) between headquarters (HQ) and their foreign subsidiaries have changed. Today, conflict is not necessarily regarded as dysfunctional or the result of inefficient global integration. Instead, conflict is now considered a normal consequence of organizing and managing across national borders. This research advances the literature on HQ-subsidiary relationships by adding new insights to the Headquarters-subsidiary conflict discussion, especially in the so far under-researched case of headquarter initiative rejection by foreign subsidiaries. We specifically focus on subsidiary conflict negotiation tactics, the effects of organizational and individual managerial power, and the characteristics and roles of MNC managers that act as boundary spanners during intra-organizational conflict processes. A qualitative, iterative, multiphase research approach was used to develop new theory pertaining to the phenomenon. The results show that in the presence of boundary spanners, dysfunctional conflict is less common and better overall organizational performance can be achieved for both the subsidiary and the MNC as a whole. The results also indicate that the boundary spanning ability is only partly formalizable and that some MNCs are able to foster boundary spanners better than others.
Recent research suggests that both the scholarly and the managerial perspectives on intra-organizational conflict in multinational corporations (MNC) between headquarters (HQ) and their foreign subsidiaries have changed. Today, conflict... more
Recent research suggests that both the scholarly and the managerial perspectives on intra-organizational conflict in multinational corporations (MNC) between headquarters (HQ) and their foreign subsidiaries have changed. Today, conflict is not necessarily regarded as dysfunctional or the result of inefficient global integration. Instead, conflict is now considered a normal consequence of organizing and managing across national borders. This research advances the literature on HQ-subsidiary relationships by adding new insights to the Headquarters-subsidiary conflict discussion, especially in the so far under-researched case of headquarter initiative rejection by foreign subsidiaries. We specifically focus on subsidiary conflict negotiation tactics, the effects of organizational and individual managerial power, and the characteristics and roles of MNC managers that act as boundary spanners during intra-organizational conflict processes. A qualitative, iterative, multiphase research ap...
ABSTRACT One of the more difficult tasks for social work educators is socializing students into a professional identity. Social identity theory provides a lens to consider what is needed for a social work identity that will continue to be... more
ABSTRACT One of the more difficult tasks for social work educators is socializing students into a professional identity. Social identity theory provides a lens to consider what is needed for a social work identity that will continue to be salient for students as they move into practice. Framing social workers as boundary spanners might offer students a professional identity that is congruent with core values, reflects what social workers do and places less emphasis on old debates about the profession. It also positions students well for work in the increasingly interprofessional realms of health and social care. I consider how social workers are well equipped to meet the demand created by ‘joined-up working’ for people with boundary-spanning expertise. Seeing ourselves as boundary spanners is one way to reconcile our professional and interprofessional identities, thereby increasing the chances that our students will continue to identify as social workers when they move into interprofessional practice.
... pessoas presentes nessas fronteiras? Importante ressaltar que fronteira é tratada aqui como uma linha, região ou zona que divide, separa e define limites (HALLEY, 1998). Pergunta-se isso porque as práticas do marketing de... more
... pessoas presentes nessas fronteiras? Importante ressaltar que fronteira é tratada aqui como uma linha, região ou zona que divide, separa e define limites (HALLEY, 1998). Pergunta-se isso porque as práticas do marketing de relacionamento são ...
