The relationship between the level of a corporation’s public disclosure of its managerial values and its level of organizational authenticity

Neher, Alain; Wong, Alfred; Miles, Morgan P.

doi:10.1108/ebr-06-2020-0150

Cited by 6 publications

(3 citation statements)

References 81 publications

(94 reference statements)

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“…sustainability), customer needs, risk mitigation (e.g. pandemic) and policy implementation (Bai et al , 2021; Neher et al , 2022).…”

Section: Discussionmentioning

confidence: 99%

Digital transformation of work: Swiss MSEs working from home behaviour during COVID-19 – pioneers leading the pack

Peter,

Wuersch,

Wong

et al. 2023

EBR

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Purpose The purpose of this study is to better understand technology adoption and working from home (WFH) behaviour of micro and small enterprises (MSE) with 4 to 49 employees during the first (2020) and second (2021) COVID-19 lockdowns in Switzerland. Design/methodology/approach This study uses two data sets gathered using computer-assisted telephone interviewing surveys conducted with 503 managing directors of Swiss MSEs after the first and 506 MDs after the second COVID-19 lockdown period. Findings The study revealed that during the COVID-19 pandemic, WFH arrangements are related to the adoption of technology by Swiss industry groups. Furthermore, industry characteristics and technology adoption strategies are also associated with the long-term prospect of WFH. The overall result confirms the predominant role of technology pioneers. Research limitations/implications The study focuses on MSEs in Switzerland during a specific period. The data set includes mainly quantitative data. Future studies could investigate larger enterprises in international contexts, integrating employees’ viewpoints founded on long-term gathered qualitative data. The implications of this study include predictions about future WFH behaviour in Swiss MSEs. Originality/value To the best of the authors’ knowledge, this is the first study collecting data in Swiss MSEs after the two COVID-19 lockdowns in 2020 and 2021. As a result, this study offers a unique perspective on a specific business segment, which accounts for around 70% of global employment.

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“…sustainability), customer needs, risk mitigation (e.g. pandemic) and policy implementation (Bai et al , 2021; Neher et al , 2022).…”

Section: Discussionmentioning

confidence: 99%

Digital transformation of work: Swiss MSEs working from home behaviour during COVID-19 – pioneers leading the pack

Peter,

Wuersch,

Wong

et al. 2023

EBR

Self Cite

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“…The work of Neher et al (2021) has identified that the more an organization publicly discusses its values in its annual reports, the greater the likelihood that it will enact them. This results in higher maturity levels and greater support from internal and external stakeholders.…”

Section: Living Like You Preachmentioning

confidence: 99%

Authentic leadership

2021

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Managerial value reports are a method of transparently setting out organizational values, and demonstrating a commitment to them, through actions which can be judged by internal and external stakeholders. Originality The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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“…As underpinned by SCT theories, MNCs must further develop PM processes and address digital communication challenges in the emerging VUCA environment in their quest to recover, build and maintain talented employees. COVID-19 and the unexpected need for remote work accelerated the digital transformation of workplaces(Amankwah-Amoah et al, 2021;Nagel, 2020;Peter et al, 2023). At the same time, in organisations, particularly MNCs, internal communication has transformed into digital internal communication (DIC)(Wuersch et al, 2023).…”

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confidence: 99%

Performance management in a rapidly changing world: implications for talent management

Maley,

Dabić,

Neher

et al. 2024

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PurposeThis conceptual work examines how, in times of post-COVID-19 paradigm shift, the employee performance management (PM) process can help multinational corporations (MNCs) strengthen their talent management and, at the same time, meet their future needs.Design/methodology/approachWe take a conceptual approach and present our perspective on what we see as the most critical trends shaping PM and talent management. Contingency theory and Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) theory provide a sound theoretical framework for understanding and responding to the complex and rapidly changing business context post-COVID-19.FindingsDrawing on these theories, we create a framework providing a means of understanding why and how MNCs can maintain talent and, at the same time, develop new talent through the PM process.Practical implicationsImportantly, our study emphasizes the critical role that project management and talent management techniques play for both practitioners and scholars. In order to gain and sustain a competitive edge in the ever-changing VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) landscape, these processes necessitate ongoing reassessment and adaptation. As Plato eloquently stated, “Our Need Will Be the Real Creator,” encapsulating our vision for the proactive and dynamic nature of effective project management and talent management practices.Originality/valueThe study establishes the benefits of an agile and flexible PM approach to help develop talent and pave the way for future research in this increasingly critical area

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The relationship between the level of a corporation’s public disclosure of its managerial values and its level of organizational authenticity

Cited by 6 publications

References 81 publications

Digital transformation of work: Swiss MSEs working from home behaviour during COVID-19 – pioneers leading the pack

Digital transformation of work: Swiss MSEs working from home behaviour during COVID-19 – pioneers leading the pack

Authentic leadership

Performance management in a rapidly changing world: implications for talent management

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