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CREATIVITY AND ENTREPRENEURSHIP
HIGH PERFORMANCE IDEASThe latest ideas and fresh thinking from around the worldP. 5
HOT TOPICA key topic for management executives right nowP. 1
CORE CAPABILITY IDEASResearch, intelligence and new findings on innovation capabilitiesP. 8
Develop Organisational Creativity and Entrepreneurship.
Entrepreneurship represents the capacity to create, develop, organise and ultimately manage a successful business. Whilst the term has become widely synonymous with the development of new and emergent business ideas, entrepreneurship is also a process which can be utilised to enhance processes within the structures of existing organisations.
We hope this Hot Topic will energise your entrepreneurial spirit and inspire ideas which will lead toward positive and innovative change within your own organisation.
We hope you enjoy it.
WELCOME: TO THIS MONTH’S HOT TOPIC
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KnowledgeBrief identifies the key innovation priorities and the latest in business management for leaders to stay ahead:
To produce this SCAN
140 finest global management and leadership journals scanned
14 cutting edge ideas, innovations and research findings identified
15 new insights on five core innovation capabilities selected
Innovation diagnostic created
Current innovation Hot Topic presented
Performance improvement tool developed
In the world of modern business, organisations often find themselves embroiled in a corporate arms race, with the ultimate goal of gaining a competitive advantage and producing superior services and products.
For an organisation’s vision to be realised, those operating at various levels within a business framework must be willing to demonstrate courage, take risks and most importantly, be innovative. Within existing research, engagement in entrepreneurial behaviours and strategies have come to be increasingly lauded as a tool for positive organisational growth, enhanced workplace performance and increased financial return. More specifically, through demonstrating corporate entrepreneurship – behaviours that help reshape and rejuvenate a business – organisations become more readily able to identify and develop creative and industrious strategic renewal strategies, which in turn can keep organisations at the forefront of innovation.
RESEARCH: CORPORATE ENTREPRENEURSHIP
When considering your approach to corporate entrepreneurship, research suggests you are likely to fall into one of four categories:
– The Opportunist: The organisation has a specific or structured approach to innovation. New strategies may come to fruition through ideas generated by existing members of the organisation. These ideas are then put forward to senior members of the organisation and implemented.
– The Enabler: The organisation already actively encourages entrepreneurship and innovation amongst its employees. Resources (including time and money) may be provided in an effort to generate new ideas which will benefit the organisation. Google is a prime example of an “enabling” organisation.
– The Producer: The organisation develops and oversees a dedicated group of corporate entrepreneurs, with the intention of promoting large scale innovation. The producer may also encourage wider collaboration in an effort to generate new and exiting business ideas.
– The Advocate: The organisation will work with specific departments/units of an organisation in an effort to reinvigorate specific sections of the business. The advocate strongly endorses entrepreneurship; however, funding will come from the budget of each department.
1 – 5
Think your organisation is ready to take the next step in entrepreneurial innovation? Before making that decision, consider the questions below and provide a rating for each: (1 = strongly disagree and 5 = strongly agree).
Assessing your Capacity for Corporate Entrepreneurship
Action Point: Generate an overall corporate entrepreneurship score for your organisation. Based on your score, what needs to be done within your organisation to further promote corporate entrepreneurship?
– My organisation encourages innovation
– Employees are encouraged to come up with innovative ideas
– My manager encourages employees to take risks
– Employees are given a lot of autonomy in my job role
– My manager does not punish or harshly criticise mistakes
– My role allows me to make full use of my abilities
– My organisation gives special recognition for good work
– My job is challenging
– My manager removes barriers, so I can get my work done
– Employees have enough time to get everything done
– Employees always have time to engage in long term problem solving
– Employees are given time to work on developing new ideas
– Employees have no doubts regarding what is expected of them
– There is little uncertainty about employees’ roles
– Managers frequently discuss work performance with employees
Sources: Kuratko, D. F., Hornsby, J. S., & Covin, J. G. (2014). Diagnosing a firm's internal environment for corporate entrepreneurship. Business Horizons, 57(1), 37-47.; Kuratko, D. F., Hornsby, J. S., & Hayton, J. (2015). Corporate entrepreneurship: the innovative challenge for a new global economic reality. Small Business Economics, 45(2), 245-253.; Turner, T., & Pennington, W. W. (2015). Organizational networks and the process of corporate entrepreneurship: how the motivation, opportunity, and ability to act affect firm knowledge, learning, and innovation. Small Business Economics, 45(2), 447-463.; Wolcott, R. C., & Lippitz, M. J. (2007). The four models of corporate entrepreneurship. MIT Sloan Management Review, 49(1), 75.
CHECKLIST: CREATING CORPORATE ENTREPRENEURSHIPFor an organisation’s innovative and entrepreneurial potential to be fully realised, there must be a willingness to create an environment in which employees are provided with frequent opportunities to share key knowledge (e.g. knowledge of key markets, competitors and success measures) and acquire new knowledge, skills and behaviours which are beneficial for personal growth and greater organisational functioning.
To maximise knowledge sharing and learning within an organisation, recent research has highlighted the importance of three key variables: Motivation, Opportunity and Ability.
Action Point: Develop an implementation plan, which will enable you to work towards creating an ideal environment for corporate entrepreneurship based on the key principles of motivation, opportunity and ability.
DEEP DIVE: FEATURED TECHNIQUESFurther your understanding of the Hot Topic on the KnowledgeBrief Advanced Management Platform:www.knowledgebrief.com/login
Business innovation Entrepreneurship
Answer: Create a working environment which takes into consideration the key beliefs, attitudes and values of all employees. When appropriate, create an environment which encourages friendly competition and rewards good work. In addition, ensure employees are personally fulfilled in their work, whilst also being provided with opportunities to share knowledge and expertise with other team members.
Answer: Ensure you take time to get to know members of your team on an individual level. This will help you identify and utilise their key strengths. By doing so, you can draw upon their expertise to enhance the performance and reputation of your organisation. Additionally, leaders should also reflect on their own ability to create continual knowledge and learning opportunities.
Answer: Ensure employees are provided with opportunities to share new knowledge and ideas. Online platforms, workplace innovation meetings and entrepreneurial initiatives all represent promising avenues for organisations to explore.
Question: Is my team motivated and willing to act in a manner that will help facilitate and encourage innovation?
Question: What are the key talents and proficiencies of my team members and how are they being utilised?
Question: Has the organisation created an environment which provides opportunities for innovative action?
View full source references in KBProfessional
Delivering ideas: key steps to succeed. Developing skills and gathering good ideas is crucial to thrive in today’s world. However, getting those ideas across to others is no easy task. There are four steps that can help in this process. First, dedicate time to prepare: plan and allocate time as soon as possible to gather information, draft the main points, and incorporate feedback. Proper prep work can make the difference between a mediocre, good or a great presentation. Second, figure out the story: start with the conclusion, organize ideas from big to small, and include a beginning, middle and end. Third, make sure the data fits: analyse the organization, relevance, and accuracy of the data you are using to support the statements. Finally, keep language easy: many studies prove that the use of fancy words undermines the delivery of the message, so keep the message simple, relatable, and understandable. (KI)
We need to talk about after-hours emails. Anecdotally, we know that it is bad for us to check emails when we are not at work. A new study from Virginia Tech has confirmed this: dealing with emails outside of work hours produces anxiety that is damaging for the worker and their family. More importantly, from a managerial perspective, it is not just checking the emails themselves but the expectation to check emails that is damaging. When employees feel pressure to check emails on holiday time – even when it is not there – they do not rest and recharge fully and their work suffers as a result. To avoid a disjuncture between what you expect of your employees and what your employees think you expect, managers need to be clear and explicit about their expectations. Outline when and what is appropriate in email communication. Make sure work happens only in work. (HBR)
Corporate Social Responsibility and brand recognition. Research classifies Corporate Social Responsibility (CSR) activities in three ways based on how it fits with an organisation’s strategic goals: Philanthropic (charitable), promotional (enhances beneficial relationships) and value-creating (CSR integrated into firm mission and core business). Recent studies have found that value-creating CSR activities have the most impact on a firm’s image. By including CSR activities at the core of their value-creating agenda, companies get a much better buy-in for their brand. Previously, big companies, such as McDonald’s, have used CSR as a way to minimise the adverse social impacts of their business in order to be accepted by customers. However, this triggers a higher degree of suspicion around the company’s motives which may damage the brand. Businesses must incorporate CSR activities into everything they do, not only because this increases support and buy in for the brand, but also because it is the right thing to do. (EJM)
The latest thinking and fresh research from around the world
NEW IDEAS FOR HIGH PERFORMANCE: THE INNOVATION EDGE
Take greater control of the sales conversation. While common wisdom says that sales professionals should not refer customers to competitors when trying to close a deal, new insights published show that providing specialist competitor referrals correctly can help create win-win deals for customers and merchants. In effect, telling customers they can purchase a secondary, non-focal product at a lower price at another merchant shifts consumer psychology and makes them more willing to pay on the spot for the focal product. Not only will this encourage customers to consummate transactions, but it can build the trust and perception of value needed to build good longer-term relationships. In a brutally competitive marketplace, that can make all the difference. Consider this counterintuitive strategy when you're aiming to get your customers to value your expertise and trust your brand. (JoM)
Corporate wrongdoing and organisational architecture. Recent highly publicised incidents of corporate wrongdoing have led to criticism of business practices, and have highlighted corporate greed, ever-rising earnings and lax ethics. However, these scandals occurred less from a general failure of corporate governance, and more from flaws in one of the cornerstones of corporate governance – organisational architecture. Organisational architecture contains three key elements: (1) Decision making authority: who gets to make decisions? (2) Performance evaluation: how is business unit and employee performance measured? (3) Compensation structure: how are employees rewarded or penalised for goal attainment or failure? Effective leadership not only plays a key role in developing appropriate internal strategy and ethical vision, but it plays an even bigger role in recognising which organisational architecture will best help fulfil the vision and values of the organisation and avoid pathways to similar scandals to those we have recently seen. (JACF)
What boards can borrow from Agile. While some Agile principles may be counterproductive and even risky in the boardroom, others could enhance directors’ effectiveness. In fact, research shows that good boards have been using such principles for decades: (1) Build projects around motivated individuals. Effective boards give the individuals the environment and support they need and trust them to get the job done. (2) Maximise the amount of work not done. Effective boards should always check if anyone else in the company is qualified and empowered to make the non-strategic decisions that often creep into their agenda. (3) Team reflection. This generally takes the form of an evaluation conducted by external consultants whose findings are soon forgotten. An agile approach, and most would say is far more practical and impactful, would be to carry out informal evaluations at the end of each meeting. Keep the questions simple: “What went well today? What did not go so well? How will we improve next time?” (IK)
Improve co-creation by making the most of your salespeople’s emotional intelligence. Value co-creation, in which the value is created or added to a product through the combined efforts of the firm and customer, has been seen as central to creating competitive advantage. Previous studies have focused on co-creation on an organisational or departmental level. This ignores the personal, human bonds created between the salesperson and customer when they interact. A recent study has found that salespeople with higher levels of emotional intelligence are important influencers when promoting co-creation of value. This higher level of emotional intelligence allows them to accurately perceive a customer’s emotions and react to them. The customer then feels their needs are recognised and this promotes commitment to the salesperson and brand, a willingness to engage in co-creation and a greater level of trust in the salesperson. (JBR)
You can take out the middleman in your supply chains. Most of us know about blockchain technology and would refer to it as the creation of decentralised currencies or in general terms “crypto currencies”. But in reality, the technology is based on decentralisation communication systems holding the opportunity to enhance trust in transactions. It offers new ways and potential system for us to store data and manage information between us and using it properly, we can reduce the role for one of the most important regulatory actors in our society - the middleman. This could have a massive impact on supply chains and digital information in general. The reason is that blockchain creates self-executing digital contracts (smart contracts) and intelligent assets, which can have control over the internet (smart property). Looking at Blockchain with this set of eyes, allows us to appreciate how technology can be adapted to any application in the fields of business, finance, networking and law. (JSCMS)
Hiring practice and male sexual orientation. As much as we would like to hire people without the blinkers of stereotyping, we cannot help combining individual judgements with group stereotypes. A recent German study has looked at stereotyping and how it applies to gay and heterosexual men’s employment opportunities. Using a general stereotype that gay men would be considered more feminine than heterosexual men, the researchers studied whether – on top of other forms of discrimination – gay men would be less likely to be hired for “masculine” jobs. The results suggest that a gay applicant needs to demonstrate his masculinity, which is taken for granted for a heterosexual male applicant, whereas a heterosexual male applicant needs to demonstrate that he can work in a team, possesses social sensitivity – more feminine traits. Interestingly, regarding ambition and determination (stereotypically “masculine” traits) similar impressions were formed regardless of sexual orientation. (SR)
Younger staff are most likely to have itchy feet. According to new research, our employees are most likely to change jobs because they are young and educated rather than through a desire to try something else. The findings are based on the career histories of 503 management programme alumni. The researchers looked into reasons why people might change their job, including personal openness to new experiences, age at the time of a job switch, and levels of education. Contrary to researchers’ initial predictions, openness to new experiences did not play a significant role in respondents’ wish to change jobs. The data found that both individual characteristics and the state of the labour market factored into why people switch careers, with age being the strongest factor. In effect, the researchers highlight, it is how your employees evaluate their internal career opportunities that fundamentally affects their decisions to stay or leave. The advice is: Don’t down prioritise your investments in career management programmes. (PM)
Does power corrupt leaders? 30 leading organisations have shared their five top tips on how to avoid power becoming a disadvantage: (1) Be humble; not charismatic. Team members state that too much charisma can actually be a bad thing. When team members feel you are too concerned with yourself, they may lose faith in you as a leader! (2) Be steady and dependable. Rule following, structure and being responsible is what team members really look for. (3) Modesty is the best policy. Trying to be the ‘fun boss’ can tarnish your reputation, therefore, create healthy and professional space between you and your team. (4) Balance analysis with action. Team members appreciate rationality and logic but be careful not to place too much emphasis on analysis. (5) Be vigilant; vulnerability increases over time. Managing the impressions we make on others is often a central focus of new leaders. However, after 6 months, we risk showing our dark-side tendencies. Stay vigilant. (HBR)
Queen Bee Syndrome – female bullying in the workplace. A recent study has shown that 70% of female executives feel they have been bullied by women in their office and as a result, their professional progression has been stunted. ‘Queen Bee Syndrome’ – when women treat female colleagues negatively by undermining them or using social stature to manipulate colleagues into negative behaviours towards them – is one of the biggest hinderances to women advancing in the workplace. According to this research, women are more likely than men to be bullies in the workplace and their victims are female almost 90% of the time. Addressing Queen Bee Syndrome can result in positive outcomes such as reduced attrition of strong female talent, an improved and supportive culture, and increased morale and productivity. Management need to have a more realistic image of women in the workplace, including recognition that there may be aggressive tendencies. (JDLO)
What to do when workplace friends leave. The modern workplace is a complex arena for friendships. On the one hand, workplace friendships are vital for the wellbeing and productivity of employees, with individuals with workplace friends likely to be seven times more engaged at work. On the other hand, employees are not likely to stay in one place for long. What happens when friends move away, either up the business or to another organisation entirely? The deterioration of friendships in this way is an emotionally distressing event, which leads to a lack of engagement in work and other relationships on the part of the ‘stayers’. Usually this is characterised by three stages: (1) experience of loss-related emotions, (2) emotional oscillation, and (3) a recognition of those as individual emotions that can be dealt with. Workplace relationships should not be discounted and to make sure you get the most out of a changing team, pay attention to their feelings of loss. (HRMID)
Digital privacy and product design. Privacy has become a key discussion topic in technology. As new products and trends emerge, customers face the paradox of accessing personalised services and trading valuable private information. This trade-off is not new: many articles have researched this behaviour. However, it is insightful to understand the factors that lead to privacy issues and how technology companies leverage it. Data is often considered a potentially profitable asset: it can be monetised in large enough numbers and financial disincentives are disproportional to its value. In data-driven business models, collecting less or no data is a competitive disadvantage, investor pressure is more important than privacy security, and legal requirements can hardly keep up with fast-moving technologies. However, some companies are starting to shift towards a privacy centred model by actively building their value proposition around privacy management. This includes offering transparent statements to their customers and planning and prioritising data policies. (ABS)
Shared ownership the balance to AI concerns? Machines have been taking on physical work previously carried out by humans for many years and this has increased productivity. Artificial intelligence (AI) more recently has become a substitute for humans in brain work also, showing that machines will be valuable far beyond just automation experiences. With the cost of machines falling and with their increasing productivity levels (now often surpassing that of humans), we need to mitigate the risk of negative impacts on the workforce. The main concern we should be looking at both inside and outside of firms is the problem of ‘who owns the robots rules the world’. Researchers suggest that the best way to address this issue is to increase ownership of capital in organisations, so the entire workforce owns part of the company and the machines and, therefore, benefits from increased machine and AI productivity as opposed to being a victim of it. (JPEO)
Drama in business. Business professionals may benefit from enacting daily surveillance and monitoring their own work and the work of others. Research has examined how daily interactions can be compared to stage performances. For example, it could be argued that business professionals use elements of the theatre every day, such as stages, acts and scripts to enact daily behaviours and ways of working. Performers (professionals) adapt their behaviour according to whether they are front stage or back stage and when boundaries are clear, this makes business performance more effective. Surveillance and monitoring also allows the audience to step in when things are not going right and redirect the performance. This in turn, could result in the improvement of key business strategies. Leaders are also able to carry out this surveillance on their followers and can offer constructive feedback about their team member’s back stage or front stage performances. Spending time looking at the daily performances by team members can therefore be hugely beneficial. (JOMS)
Change organisational reputation through small environmental strategic changes. Environmental issues are big news at the moment and most
organisations are keen to ensure that they give a positive impression in this area. Typically, organisations look to add very visible elements to their strategy by ensuring full environmental disclosure, holding membership in the Dow Jones Sustainability Index or having a corporate governance team aimed at dealing with the environmental aspects of the business: All to ensure a positive environmental reputation. However, researchers have recently shown that less externally visible environmental actions such as producing products that are more environmentally friendly, pollution prevention programmes, recycling, moving to clean energy and energy reduction programmes also successfully build on the organisation’s reputation. These aspects often result in long-term cost reduction, through using less energy, printing less and using recycled materials. Therefore, strategists should look at how these small cost saving changes may inadvertently improve the organisation’s environmental reputation and work to highlight this aspect when pushing for strategic changes. (OAE)
The Honeymoon Effect. In the pursuit of job satisfaction, research suggests generational differences contribute towards achieving this global goal. Longitudinal research proposes that
older individuals have higher levels of conscientiousness than younger individuals, whereas millennials place more importance on extrinsic values such as money and popularity. However, new emerging research claims that age is uncorrelated with job performance and satisfaction; therefore, generational differences may be a thing of the past, with research instead stating ‘The Honeymoon Effect’ is of more importance. The Honeymoon Effect represents the fresh and positive feelings one experiences at the start of a new job, which wears off over time. Consequently, opportunities to engage in fresh roles, projects and challenges may prove pivotal toward ensuring continued job satisfaction. (EBHMR)
How much do you plan what you wear to work? What to wear! Many of us believe that our personal style reflects our personality and impacts on what other people think of us. Recent studies have explored the workplace attire of women and conclusions people will draw from their choices of clothing. Traditionally, formal business attire for women consists of a version of the masculine suit, masculine enough to be considered credible, however, they are also expected to be feminine enough not to violate gender norms. As a result, studies have shown that when compared
Research, intelligence and new findings on innovation capabilities
NEW IDEAS ON CORE CAPABILITIES: THE INNOVATION ENGINE
to men, women are more sensitive to issues of appearance and are like to put more effort when deciding what to wear for work. Having the right look can feel important, with research showing that clothing style and grooming will influence other’s perceptions of our competence, intelligence and professionalism, not to mention our chances of being hired. An interesting pause for thought and consideration of your innate bias when meeting someone for the first time. (DC)
Improve your wellbeing through sharing your secrets. Would you be willing to share a secret with a co-worker? Research from Columbia University has taken the age old saying of ‘a problem shared is a problem halved’ providing scientific evidence for the first time, in showing that sharing a secret can in fact improve our wellbeing. 800 participants and more than 10,000 secrets were used for the study, finding that confiding a secret predicted higher levels of wellbeing. People reported that they had obtained social support through sharing their secret and felt more capable to cope. Higher levels of wellbeing came as a result changing the way and how often people think about their secrets. We encourage our readers to consider doing the same. (SPPS)
Leaders are exhausted! Recent survey data suggests that leaders are unengaged and exhausted. In fact, only 38% of managers and leaders are engaged (29% for middle managers). Psychological research has recently proposed a very simple, yet effective intervention, designed to help enhance leaders’ engagement and energy. Leaders are asked to spend a few moments in the morning for self- reflection and decide what makes them a ‘good leader’. The leaders in the study wrote about personal qualities, like care and consideration, capabilities and work-based traits like determination and good work ethic. Participants who carried out the self-reflection task on a morning, reported feeling less depleted and more engaged. Moreover, they reported having a more positive effect on their followers. The key is to tap into their leadership
identities, thus creating an energising effect for leaders and their followers. Self-reflection and self- awareness may be a crucial tool when protecting leader’s energy and engagement in the workplace. (HBR)
To be(lieve) or not to be(lieve). Leadership is based on credibility, which is usually associated with perceived competency and trustworthiness. Credibility is difficult to build and easy to destroy, but there are tools which can help enhance it. A recent study has broken down the behaviours that can either build or erode one’s credibility. Many leaders are unaware of the effects their actions have. Additionally, emerging technologies make actions and behaviours easier to record, which increases the tools available to observe people, both directly and indirectly. Usually, positive information is more powerful than negative information, but trustworthiness can be especially tricky. Employees seem to be more tolerant of an incompetent leader than an untrustworthy one. To overcome negative perceptions, leaders should emphasise the specific behaviours that strengthens their competency and trustworthiness. Leaders must also be able to identify and evaluate their own behaviours continuously to actively build credibility. (SMR)
Horror movies could teach us to be great leaders. From watching horror movies, one can put themselves in the position of the protagonist and wonder what they would do in their situation. With the rise of the zombie genre and monster narratives, there is an increase in demonstrations of leadership, whether it be leading a team to safety, a parent’s struggle to save their children, or surviving the zombie apocalypse! A recent study looked at various examples of leadership through the platform of horror films to explore extreme scenarios that would prompt the audience to either respond to, evaluate, reject or accept the role and actions of the leader. With this, the researchers noticed that some viewers placed a greater focus on leaders who
demonstrated teamwork and shared goals, and those who did not stand out as the obvious leader but operating on a ‘truly equal plane’. Horror movies can convey interesting messages to viewers who may otherwise never think about issues related to leadership, but perhaps it could be a good place to start. (JLS)
When our products become us. Becoming invested in a company’s product is called psychological ownership. Companies can leverage this engagement to highlight their products among those of their competition, sell more at higher prices, and obtain word-of-mouth advertising. Companies can “own” their customers using at least one of three factors: customer control, personalisation, or intimate knowledge. Enhancing customer control means allowing customers to participate in the production process, from hosting design contests to offering store pickup points. Encouraging personalisation means imprinting a part of one self onto a product, as Coca-Cola did with the name printing campaign in 2014. Finally, building intimate knowledge means making customers believe they have a unique relationship with a brand, usually using membership models. However, this process can also backfire when customers feel more entitled to a product than they are: such is the case of some movie franchises, such as Star Wars. If companies wish to cultivate customers’ psychological ownership, they also need to let it go. (HBR)
Lessons from professional sports leagues. The most talented sports teams often consist of players whose talent cannot be duplicated. In addition, the most talented players often come from some of the wealthiest football clubs. This is coherent the Human Capital Model, which states we must obtain rare and hard to imitate resources and staff. Another model used in North-American leagues focuses on franchise teams, whereby player selection or a ‘draft’ system is employed. This is a process whereby teams finishing last get to pick new team players at the end of season. In other words, there is the competitive
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process where each business/football club competes for the best players/assets. This can also be a cooperative process, in which the league’s and business’s goal is to maximise revenue and invest in team players collectively. Investigating the sports world further can open new avenues when it comes to improving business processes. (JBS)
Attract your readers by signalling the human alarm. The need for social involvement and environmental surveillance are just two evolutionary needs which scientists have continued to show interest in. Researchers in Hong Kong studied what is known as the Human Alarm System with a focus on sensational online news headlines. Over 170,000 news headlines were analysed along with the number of ‘likes’ clicked for each story on an online platform. The results supported popular theory stating that concern for survival would trigger the human alarm system far more than headlines that did not. In addition, the presence of prosocial words increased the likelihood that readers would like the article. These results indicate that we are more likely to attract attention when sending written notices, if the words we use signal the human alarm system (survival mechanism) or when prosocial words are used. (CR)
Warning: hard work is required! No matter how many times we are told to look for heterogeneous and diverse points of view, we can’t help but fail. Homophily – love of the same – can have some advantages in the workplace (when minorities ally for example), however, it can also create an environment whereby opportunities for diverse thinking and social connections become restricted. Moreover, some studies find that habits and behaviours are contagious, which could mean that small differences could converge. But if “familiarity breeds contempt” we need to fight our instincts to find new and different connections. This can lead to superior creativity, diverse perspectives, and information sharing. Some strategies to acquire diverse networks include: engaging leaders to change social dynamics and
model inclusive behaviours, using projects and assignments strategically to forge ties between dissimilar co-workers, and keeping track of favour to build trusting relationships and promote reciprocal behaviours. (LBSR)
Don’t become trapped in one language. English is often referred to as the language of business, the only tool you need to use to communicate and succeed. Such a view is reinforced by the spread of English as a Business Lingua Franca (BELF). A recent study has looked at the impact of BELF in Japan, Germany and Finland. Most view English as a useful, practical tool, but there are many cases of it producing resentment and frustration among staff. Beyond this, BELF seems to be taking on a life of its own. Many users show a distinct lack of concern for correct grammar and hybrid vocabularies are emerging. This may leave native English speakers out in the cold. Since there is a worrying lack of desire among native English speakers to learn a foreign language there is never a better time to give yourself a competitive advantage by broadening your linguistic horizons. (ILingR)
Have you ever had to work with someone you claim to hate? Have you ever had to work with someone you claim to hate? A recent study has challenged our understanding of hate and what it means to us. Hate is an elicited reaction to a negative transgression by another person or group of people. It is part of a self-defence system which interestingly, humans spread at an intergroup level to strengthen ties within the group, putting blame for insecurity and violence elsewhere. Researchers state that we hate people or groups because of who they are rather than what they do. They explain that hatred appraisals focus on the innate nature, motives and characteristics of the person and therefore, a momentary action and change in behaviour is not enough to remove the levels of hatred we feel or have decided upon. This study provides an interesting area for consideration when reflecting on how we feel towards our colleagues. (ER)
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KEY INDICATORS21st September 2018
ABS American Behavioural ScientistACM Association for Computing Machinery ADHR Advances in Developing Human ResourcesAEQ Adult Education Quarterly AL Accenture LabsAMA American Marketing AssociationAMD Academy of Management DiscoveriesAMJ Academy of Management JournalAMP Academy of Management PerspectivesAOM Academy of Management Annals AOMD Academy of Management DiscoveriesAPA American Psychological AssociationAR Accenture ResearchASQ Administrative Science QuarterlyBB Bloomberg BusinessweekBBC BBC NewsBCC British Chambers of CommerceBH Business HorizonsBI Business InsiderBITC Business in the CommunityBIR Business Information Review BJM British Journal of ManagementBJN British Journal of Nursing BPCQ Business and Professional
Communication QuarterlyBPMJ Business Process Management Journal BPR Business Perspectives and Research BQ Benefits QuarterlyBSE Business Strategy and the Environment CBS Columbia Business SchoolCBR Compensation & Benefits Review CEER Centre for European Economic Research CfL Centre for London CGR Corporate Governance:
An International Review CIO CIO Magazine CIPD Chartered Institute of Personnel
and Development CIPS Chartered Institute of Purchasing
and Supply CM Carrier ManagementCMA Competition & Markets Authority CMI Chartered Management Institute CMR California Management Review CON The ConversationCR Communication ResearchDC Research Handbook of Diversity and Careers DSEL Developments in Business Simulation
and Experiential Learning E The Economist EB Environment and BehaviourEBHMR Evidence Based HMR EBR European Business Review EC European Commission EFR The European Finacial ReviewEFTA European Free Trade Association EIU Economist Intelligence UnitEJM European Journal of MarketingEJSS European Journal of Sport ScienceEJOR European Journal of Operational ResearchEJWOP European Journal of Work and
Organizational PsychologyEnt Entrepreneur EMJ European Management Journal ER Emotional RegulationET Economic Times ETP Entrepreneurship: Theory & Practice F Forbes FC Fast Company FD Financial Director FRAI Frontiers in Robotics and AIFT Financial Times FTC Federal Trade Commission FTN Fortune G The Guardian GCU Glasgow Caledonian UniversityGNR Global Business Review GOM Group Organization Management GOV UK Government GS Growing Science
GSCI Global Supply Chain Institute GSJ Global Strategy Journal HBR Harvard Business Review HBSNOM Harvard Business School Negotiation,
Organizations and Markets Unit, Research Paper Series
HBSWK Harvard Business School Working Knowledge
HBSWP Harvard Business School Working PaperHR Human Relations HRDR Human Resources Development Review HRM HR Magazine HRMID Human Resource Management
International DigestHRMJ Human Resource Management Journal HRMR Human Resource Management ReviewHRPS HR People + Strategy I The Independent IBM IBM Research IBT International Business Times IJBC International Journal of Business
Communication IJCHM International Journal of Contemporary
Hospitality ManagementIJDG International Journal of Disclosure
and Governance IJHRM International Journal of Human Resource
Management IJOPM International Journal of Operations and
Production ManagementIJPM International Journal of Procurement
Management IJPQM International Journal of Productivity and
Quality ManagementIJSCM International Journal of Supply Chain
Management IK INSEAD Knowledge ILlingR International Linguistics ResearchILR Industrial and Labor Relations Review IW Industry Week JABS Journal of Applied Behavioural ScienceJACF Journal of Applied Corporate
Governance Finance JAMS Journal of the Academy of Marketing
ScienceJASP Journal of Applied Social Psychology JBE Journal of Business Ethics JBR Journal of Business Research JBS Journal of Business Strategy JCA Journal of Career AssessmentJCP Journal of Consumer Psychology JCR Journal of Consumer Research JFE Journal of Financial Economics JHM Journal of Health ManagementJIA Journal of Interactive Advertising JIE Journal of Interdisciplinary Economics JIM Journal of Intelligent Manufacturing JLOS Journal of Leadership & Organizational
StudiesJLS Journal of Leadership StudiesJM Journal of ManagementJME Journal of Management EducationJMR Journal of Marketing Research JMS Journal of Management and Strategy JoA Journal of Accountancy JoAP Journal of Applied Psychology JoIM Journal of International Marketing JoM Journal of Marketing JOMS Journal of Management Studies JoOM Journal of Operations Management JOOP Journal of Occupational
and Organizational PsychologyJPEO Journal of Participation and Employee
OwnershipJPPM Journal of Public Policy & MarketingJPSM Journal of Purchasing & Supply Management JPSP Journal of Personality and Social PsychologyJRCS Journal of Retailing and Consumer ServicesJRLE Journal of Research on Leadership
Education JSCM Journal of Supply Chain Management
JSCMS Journal of Supply Chain Management SystemsJSIS Journal of Strategic Information SystemsJSM Journal of Strategy and Management JSR Journal of Service Research K@W Knowledge@Wharton KI Kellogg Insight L Leadership LBS London Business School LBSR London Business School Review LGA Local Government Association LI The Lauder Institute LODJ Leadership & Organization Development
Journal LQ The Leadership Quarterly MA McKinsey Analytics MCA Management Consultancies Association MDPI Molecular Diversity Preservation International MI Marketing Insights MITTR MIT Technology ReviewMQ McKinsey Quarterly MS Management Science MT Management Today MTR Management Teaching ReviewNYT The New York Times OAE Organization and EnvironmentOBHDP Organisational Behavior and Human
Decision ProcessesOD Organizational DynamicsOE Oxford Economics OECD Organisation for Economic Co-operation
and Development OPR Organizational Psychology ReviewOS Organization StudiesPAR Public Administration Review PID Personality and Individual Differences PF Public Finance PM People ManagementPR Personnel Review PS Psychological SciencePT Psychology TodayPUK Parliament UK RES Review of Economic Studies RG ResearchGateRH Research HorizonsS Sage OpenSA St Andrews UniversitySBI Stanford Business Insights SBS Saïd Business School SC Social Cognition. The Official Journal
of the International Social Cognition NetworkSCS Supply Chain StandardSCM Supply Chain Management:
An International Journal SCMR Supply Chain Management Review SEJ Strategic Entrepreneurship Journal SM Supply ManagementSMJ Strategic Management Journal SMR MIT Sloan Management Review SO Strategic Organization SPPS Social Psychological and Personality ScienceSR Sex RolesSSRN Social Science Research Network SU Stanford University T The Telegraph TCN Tech Crunch Network TJ Training Journal TR TechRepublic TS Third Sector W Wired WaW Wharton@Work WCER Wisconsin Center for Education Research WEF World Economic Forum WSJ Wall Street Journal WTO World Trade Organization YG YaleGlobal 99U 99U
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