Economic geography and multipolar strategies: an empirical analysis

Caiazza, Rosa; Ferrara, Graziella

doi:10.1108/jmd-08-2014-0090

Cited by 10 publications

(7 citation statements)

References 46 publications

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“…Hendriks et al (2016) add that the emergence of cross-disciplinary academic units and ongoing advancements in information technology are also considered challenges that promptly and continuously need a kind of collaboration between public officials, academics and social actors to strike a balance between academic affairs and socially responsible behavior. Martins (2010) and Caiazza and Ferrara (2016) consider academics as talented personnel as they possess competencies and exceptional capabilities that can be utilized for the betterment of their universities and societies. The same has been highlighted by Drucker (2001) who asserts that academics fit into the golden worker category as they supervise students, do and publish research, provide consulting services and contribute to their universities’ academic rank.…”

Section: Literature Reviewmentioning

confidence: 99%

Inclusive/exclusive talent management, responsible leadership and organizational downsizing

Ayoubi

2019

JMD

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Purpose-This paper focuses on 3 Egyptian public business schools in an attempt to explore the effect of inclusive/exclusive talent management on the organizational downsizing of academics and the mediating role of responsible leadership. Design/ methodology/ approach-A total of 330 academics were contacted and given a set of questionnaires. After three follow ups, a total of 240 responses were collected with a response rate of 72.73 percent. Multiple regressions were employed to show how much variation in organizational downsizing can be explained by inclusive/exclusive talent management and responsible leadership. Findings-The findings highlighted a very weak statistical association between academics' inclusive talent management and organizational downsizing, whereas a strong statistical association has been discovered between exclusive talent management and organizational downsizing. Statistical analysis showed that responsible leadership has no role in mediating the relationship between inclusive/exclusive talent management of academics and their downsizing. Research limitations/ implications-The authors have focused on only 3 Egyptian public business schools, the matter that may limit opportunities to generalize the results of this study to private business schools and other faculties in Egypt. Future research could use a double source method. Practical implications-By preparing a set of academic competences, business schools will be able to classify their academic staff into talented and non-talented, and accordingly they can initiate their tailored downsizing strategies. Furthermore, undertaking a responsible strategy of downsizing, which includes and is not limited to justifying the need to decrease academic staff numbers to guarantee postredundancy care practices for laid-off academics may alleviate many of the negative psychological, societal and economic consequences of downsizing. Originality/ value-This paper contributes by filling a gap in HR management and higher education literature, in which empirical studies on the relationship between talent management and academics' organizational downsizing have been limited until now. This may create better research opportunities for cross-disciplinary papers that should be done by HR, higher education and leadership scholars.

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Section: Literature Reviewmentioning

confidence: 99%

Inclusive/exclusive talent management, responsible leadership and organizational downsizing

Ayoubi

2019

JMD

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“…If the exploitation of those opportunities by the entrepreneur does not involve full payment to the original firm for producing those opportunities, such as through a licence or royalty, then the entrepreneurial act of starting a new firm serves as the mechanism for knowledge spillovers (Dixon, 2000;Geisler, 1993;Hansen, 1999). Entrepreneurial opportunities are generated not just by investments in new knowledge and ideas, but also through the propensity for only a distinct subset of those knowledge opportunities to be fully pursued and commercialized by incumbent firms (Autio and Laamanen, 1995;Baum and Ingram, 1998;Foss and Klein, 2012;Caiazza and Ferrara, 2016).…”

Section: Knowledge In the Growth Processmentioning

confidence: 99%

What we do know and what we need to know about knowledge in the growth process

Caiazza

Foss

Volpe

2016

Journal of Organizational Effectiveness: People and Performance

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Purpose – There is evidence for major positive effects of knowledge transfer and innovation diffusion on economic growth. Much research has addressed schooling, training, and other aspects of human capital accumulation, but less emphasis has been placed on the interaction between firms and other organizations as a key driver of the development of new knowledge and its economic use. There is an extensive body of literature that discusses various aspects of knowledge transfer and innovation diffusion between firms, and this literature may serve as a microfoundation for understanding the role of knowledge in the growth process. However, we need to understand the role of the entrepreneur as a missing link between knowledge and innovation. The purpose of this paper is to outline some foundations of endogenous (externally driven) growth models, and uses the knowledge spillover theory of entrepreneurship to propose a new model of latent and emergent entrepreneurship. Design/methodology/approach – The paper uses the method of conceptual analysis to structure the literature and its assumptions. The authors review in broad terms what we know in the space of knowledge and growth, and what we still need to know. The authors curate informed views on the topic of knowledge and the way that entrepreneurs contribute to innovation diffusion. Findings – The paper develops a new perspective on knowledge. Starting from the role of knowledge as a core element in the microfoundations of endogenous growth models, it uses the knowledge spillover theory of entrepreneurship to propose a new model of latent and emergent entrepreneurship. Practical implications – The paper uses knowledge spillover theory to lay out a more complete and more realistic process through which knowledge gets converted into realized innovations, and as such, it makes the intervention points through which people management can facilitate organizational effectiveness through innovation more transparent. Originality/value – The paper provides guidance for future researchers on knowledge and innovation diffusion. It encourages innovation in our thinking about the role of knowledge, and allows scholars to combine perspectives more flexibly both across levels of analysis (macro and micro), and across disciplines (economy and management).

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“…Scholars (e.g. Ely and Thomas, 2001; Podsiadlowski et al , 2009; Caiazza and Ferrara, 2016; Mousa, 2017a, b) asserted that the 1964 US Civil Rights Act, which called for equal opportunities for all, and the subsequent legislation have been perceived to be the first organized framework used to force profit and not-for-profit organizations to adopt affirmative action and ensure justice in their internal work settings. In addition, Daya and April (2014) consider inclusion as a social, cultural, interpersonal and institutional concept that is often perceived as an outcome of the organizational practices individuals experience in their workplace.…”

Section: Literature Reviewmentioning

confidence: 99%

Inspiring organizational commitment

Mousa

Puhakka

2019

JMD

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Purpose The purpose of this paper is to focus on physicians in the four public hospitals located in the October province (Egypt) in an attempt to explore the effect of responsible leadership on physicians’ affective, continuance and normative commitment with and without mediating the role of organizational inclusion. Design/methodology/approach A total of 360 physicians were contacted and all of them received a set of questionnaires. After two follow-ups, a total of 240 responses were collected with a response rate of 66.67 percent. The authors used the χ2 test to determine the association between responsible leadership and organizational inclusion. Multiple regressions were employed to show how much variation in affective, continuance and normative commitment can be explained by responsible leadership and organizational inclusion. Findings The findings highlight a positive association between responsible leadership and organizational inclusion. Moreover, another positive association is also explored between organizational inclusion and affective, continuance and normative commitment. Furthermore, the statistical analysis proved that having an atmosphere of respect, equality and sameness in the workplace fosters the effect of responsible leaders on physicians’ affective, normative and continuance commitment. Originality/value This paper contributes by filling a gap in HR management, cultural diversity and organization literature, in which empirical studies on the relationship between responsible leadership, organizational inclusion and organizational commitment have been limited until now.

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Economic geography and multipolar strategies: an empirical analysis

Cited by 10 publications

References 46 publications

Inclusive/exclusive talent management, responsible leadership and organizational downsizing

Inclusive/exclusive talent management, responsible leadership and organizational downsizing

What we do know and what we need to know about knowledge in the growth process

Inspiring organizational commitment

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