Total Quality Management in Ghana: Critical Success Factors and Model for Implementation of a Quality Revolution

In this study, the authors aim to identify the critical success factors and challenges of total quality management (TQM) implementation and propose a model for the successful implementation of a quality revolution in Ghana. The approach in this study was to review existing literature followed by case studies of 15 firms. Three employees (quality manager/director and any two “ordinary employees”) were interviewed to identify the critical success factors that would be appropriate for the implementation of a quality revolution in Ghana as well as the main challenges of quality management they face. Findings revealed that top management commitment, empowerment and involvement of employees, resource availability, competition and increased customer awareness, and a well-functioning quality network are the major factors that are critical and essential if any TQM program is to be successful. Three main problems—management resistance, employee resistance, and resource paucity—were identified as principal impediments to TQM programs.     

Help! Lonely at work: Managerial interventions to combat employee loneliness

Loneliness is a rampant and modern epidemic that affects the majority of employed adults and shows no signs of subsiding. Loneliness not only contributes to numerous health problems—including anxiety, depression, heart failure, and suicide—but can also cause greater employee stress, cynicism, distrust, and decreased job performance, as well as higher turnover and absenteeism. Loneliness-prompted absenteeism singlehandedly costs employers billions of dollars a year in lost productivity. Consequently, understanding and managing workplace loneliness is of paramount importance for leaders. A review of the causes and outcomes associated with workplace loneliness is provided in this article, as well as three evidence-based interventions that can help reduce workplace loneliness: (1) fostering opportunities for relationship building, (2) increasing support around evolving work contexts, and (3) fortifying a people-focused organizational culture. By presenting research-based guidance, we help leaders combat on-the-job loneliness faced by employees, as well as managers; generate healthier work environments; and cultivate improved individual, team, and organizational performance.     

Steuerliche Förderung von Forschung und Entwicklung in KMU — Irrweg für Deutschland?

To foster R&D activities, German industry lobbyists and policymakers are discussing the introduction of tax incentives for R&D in small and medium enterprises (SME) — all the more because Germany is one of just six of the 35 OECD members without indirect R&D support. Based on a critical assessment of the arguments provided, we conclude that international experiences with R&D tax incentives are not as promising as often suggested. An appropriate transfer into the German tax system, considering its specificities, appears to be technically difficult. The high level of heterogeneity of German SMEs population suggests that not every SME requires R&D to be innovative, because empirical evidence shows multiple diverse innovation patterns that demand other forms of support. Acknowledging the existing range of SMEs, we propose that instead of introducing R&D tax incentives, the debate should be focused on how to strengthen and develop the existing innovation policy mix for SMEs.     

My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors

The popular press is often fraught with high-profile illustrations of leader unethical conduct within corporations. Leader unethical conduct is undesirable for many reasons, but in terms of managing subordinates, it is particularly problematic because leaders directly influence the ethics of their followers. Yet, we know relatively little about why leaders fail to apply ethical leadership practices. We argue that some leaders cognitively remove the personal sanctions associated with misconduct, which provides them with the “freedom” to ignore ethical shortcomings. Drawing on moral disengagement theory (Bandura 1986, 1999), we examine the relationship between supervisor moral disengagement and employee perceptions of ethical leadership. We then examine the moderating role of employee moral disengagement, such that the negative relationship between supervisor moral disengagement and employee perceptions of ethical leadership is stronger when employee moral disengagement is low versus high. Finally, we examine ethical leadership as a conditional mediator (based on employee moral disengagement) that explains that relationship between supervisor moral disengagement and employee job performance and organizational citizenship behavior (OCB). Results from a multi-source field survey provide general support for our theoretical model.     

Love,Forgiveness, and Trust: Critical Values of the Modern Leader

In a world that has become increasingly dependent upon employee ownership, commitment, and initiative, organizations need leaders who can inspire their␣employees and motivate them individually. Love, forgiveness, and trust are critical values of today’s organization leaders who are committed to maximizing value for organizations while helping organization members to become their best. We explain the importance of love, forgiveness, and trust in the modern organization and identify 10 commonalities of these virtues.     

How Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust

This study examines to what extent perceived corporate social responsibility (CSR) reduces employee cynicism, and whether trust plays a mediating role in the relationship between CSR and employee cynicism. Three distinct contributions beyond the existing literature are offered. First, the relationship between perceived CSR and employee cynicism is explored in greater detail than has previously been the case. Second, trust in the company leaders is positioned as a mediator of the relationship between CSR and employee cynicism. Third, we disaggregate the measure of CSR and explore the links between this and with employee cynicism. Our findings illustrate that the four distinct dimensions of CSR of Carroll (economic, legal, ethical, and discretionary) are indirectly linked to employee cynicism via organizational trust. In general terms, our findings will help company leaders to understand employees’ counterproductive reactions to an organization, the importance of CSR for internal stakeholders, and the need to engage in trust recovery.     

Are ICT,Workplace Organization,and Human Capital Relevant for Innovation? A Comparative Swiss/Greek Study

This paper investigates and compares the relationships for Swiss and Greek firms between indicators for the intensity of use of modern information and communications technologies (ICT), several forms of workplace organization, and human capital, on the one hand, and several measures of innovation performance at firm level, on the other hand. For the Swiss firms, we find that ICT contribute to innovation activities (a) as enablers of process innovation (but not of product innovation) and (b) as means for increasing the efficiency of the R&D process. The organizational variables for “work design” and “employee voice” show significant positive correlations for most innovation indicators. Human capital matters primarily for R&D activities. The findings for the Greek firms indicate positive correlations of ICT with product and process innovation and of new “work design” with product innovation and R&D. No correlation of human capital with innovation could be found. No complementarities for the three factors with respect to innovation performance could be detected in either country.     

Involving mind, body, and friends: Management that engenders creativity

Based on the careful observation and interviews of employees at three companies, and supplemented by cases from the popular business press, a discovery approach is used to derive four management principles that engender creativity and innovation in organizations: (1) manage organizations so that their knowledge base is more diverse than what would occur naturally; (2) encourage employees to embrace a collaborative and non-complacent attitude towards work and the organization; (3) make it possible for organization members to engage in the quick testing of ideas and solutions as they emerge; (4) reward employee and supervisor behaviors that support these principles and punish resistance to their implementation. The principles work in companies even if creativity and innovation are not stated organizational objectives, and do not require large investments or disruptions to work processes to yield valuable results.     

An expanded model for the valuation of employee stock options

The unique characteristics of employee stock options make straightforward applications of traditional option pricing models questionable. This study extends the standard pricing model to account for the dilution effect, the employees' exercise pattern, and the state‐dependent employee forfeiture rate. It also performs comparative analysis of popular existing models and the proposed models. Finally, the impacts of the above‐mentioned factors on the fair value of employee stock options are investigated. The results support the claim that our models reflect the reality better than existing models. © 2009 Wiley Periodicals, Inc. Jrl Fut Mark 29:713–735, 2009     

Examining the Boundaries of Ethical Leadership: The Harmful Effect of Co-worker Social Undermining on Disengagement and Employee Attitudes

In recent years, scholars have sought to investigate the impact that ethical leaders can have within organisations. Yet, only a few theoretical perspectives have been adopted to explain how ethical leaders influence subordinate outcomes. This study therefore draws on social rules theory (SRT) to extend our understanding of the mechanisms linking ethical leadership to employee attitudes. We argue that ethical leaders reduce disengagement, which in turn promotes higher levels of job satisfaction and organisational commitment, as well as lower turnover intentions. Co-worker social undermining is examined as a moderator of the relationship between ethical leadership and disengagement, as we suggest that it is difficult for ethical leaders to be effective when co-worker undermining prevails. To test the proposed model, questionnaires were administered to 460 nurses in Romanian hospital settings over three time points separated by two-week intervals and the hypotheses were tested using generalised multilevel structural equation modeling (GSEM) with STATA. The findings revealed that ethical leadership has a beneficial effect on employee attitudes by reducing disengagement. However, the relationship between ethical leadership and disengagement was moderated by co-worker social undermining, such that when undermining was higher, the significance of the mediated relationships disappeared. These results suggest that while ethical leaders can promote positive employee attitudes, their effectiveness is reduced in situations where co-worker undermining exists.

     

The Power of One to Make a Difference: How Informal and Formal CEO Power Affect Environmental Sustainability

This study empirically investigated the impact of ethical leadership on employee burnout, deviant behavior and task performance through two psychological mechanisms: (1) developing higher levels of employee trust in leaders and (2) demonstrating lower levels of surface acting toward their leaders. Our theoretical model was tested using data collected from employees of a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 45 team leaders and 247 employees showed that employees’ trust in leaders and surface acting significantly mediated the relationships between ethical leadership and employee burnout, deviant behavior and task performance. We discuss the theoretical and practical implications of our findings for understanding how ethical leaders influence employees’ attitudes and behavior.     

The employee-organization relationship, organizational citizenship behaviors, and superior service quality

This study proposes a model of customer-contact service employee management that examines organizational citizenship behaviors as critical links between aspects of the employee-organization relationship (perceived organizational support, organizational identification) and customers’ perceptions of service quality. In addition, it investigates the role of job autonomy in providing the necessary behavioral discretion for employees to be able to perform citizenship behaviors. The hypothesized model was partially supported. Theoretical and managerial implications are explored.     

Consumer loyalty to family versus non-family business: The roles of store image,trust and satisfaction

This study sheds insight on how consumers perceive and relate to family and non-family grocery stores. Using a critical incident approach we show that—compared to non-family businesses—consumers evaluate family businesses better in terms of service, frontline employee benevolence, and problem-solving orientation, and worse in terms of selection and price/value. Results further indicate higher consumer trust in family business management policies and practices, frontline employee trust, and satisfaction but no differences in loyalty. Examining an integrative loyalty framework, the study finally shows differential effects in how image elements influence customer loyalty directly as well as indirectly through trust and satisfaction. Implications focus on advancing customer relationship management in retailing, and on successfully positioning family-owned and -operated businesses.     

Driving Factors for the Success of the Green Innovation Market: A Relationship System Proposal

This study aims to map out the relationships that make up green innovation initiatives in Brazilian industry. The sample comprised 100 managers at manufacturing companies, most of them operating in the business of farm machinery and equipment (45 managers) and steel structures (14 managers). To develop this study, Medeiros et al. (J Clean Prod 65:76–86, 2014) study, mapping critical factors that drive the success of green product innovation and the paradigm of complexity, was used as a reference study. Based on the results, it was possible to identify that the operational dynamic of the factors and variables that affect market success do not happen in an isolated or fragmented way; they occur systematically with different contingencies and structured basic and intermediate skills in order to meet the expectations of consumers, laws, and environmental legislation. Initially, the technological expertise factor was noted as very important for sustaining green product innovation. Furthermore, since proactive leaders are an important factor for successfully developing environmentally sustainable products, it must be added to technological expertise as the foundation for developing green innovation. After defining the basis for green product innovation, the intermediary conditions necessary for using the available technology appropriately were mapped out. In this sense, variables such as “elimination of cultural barriers,” “capacity for critical reflective analysis,” and “experimentation” are also very important. In addition, some of the variables of the cross-functional collaboration and market knowledge factors were a part of the structure that organizations need to transform potential into developing green products, which is the basis for the third level of the model. The fourth level of the model has the “meeting consumer expectations” and “following law and legislation” factors, which make up the main goals for developing environmentally sustainable products according to a number of surveys that were conducted.     

Innovating under stress: The role of commitment and leader-member exchange

This study sheds light on the relationships between workplace stressors and employee innovation by jointly considering mediating processes and boundary conditions. Using the challenge-hindrance model, we combine social exchange and conservation of resources theory to propose that challenge (i.e., role overload) and hindrance (i.e., role ambiguity and role conflict) stressors exert positive and negative indirect effects, respectively, on employee innovation through affective organizational commitment. We further posit that the strength of these relationships depends on the quality of leader-member exchange (LMX). In support of these predictions, a time-lagged study of 134 employees from various Canadian firms found affective commitment to mediate the differential relationships of challenge and hindrance stressors to employee innovation. Moreover, when LMX was high, the positive effects of role overload were enhanced while the negative effects of role ambiguity and role conflict were attenuated. We discuss the implications of these findings for theory and practice.     

Charisma or Group Belonging as Antecedents of Employee Work Effort?

Previous studies have consistently argued that employees’ perception of their leaders as charismatic will positively influence their willingness to commit themselves to the ethical and philanthropic objectives of the organization. However, the empirical relationship between charisma and employee work effort is only modestly explored. This study hypothesizes that in decentralized, professional, and normative organizations characterized by demanding and philanthropic tasks, group belonging, in its capacity to socially and professionally support employees, is better suited to explain employee work effort than leadership charisma. Hierarchical regression analyses based on data from a bishopric supported this assumption. Practical and theoretical consequences are discussed.     

Start ‘Em Early: Pastoral Power and the Confessional Culture of Leadership Development in the US University

We apply a critical perspective on leadership development discourses and practices to the case of student leadership development programs in the US universities and colleges. We leverage the first author’s personal experiences as a facilitator in such programs to focus on the manner in which they adapt and deploy a variety of commodified pop and positive psychology techniques—including prominently among them icebreakers and psychological assessment tests—that encourage participants to share personal and emotional insights about themselves as the necessary prerequisite for becoming leaders. We draw on Foucault’s notion of pastoral power to argue that these quasi-therapeutic practices help to produce and to normalize what we describe as a confessional culture of leadership development that prepares would-be student leaders to submit themselves to similarly or even more psychologically demanding regimes of governmentality in the workplace after they graduate. We conclude with a call for future research on the central role of such leadership development practices—and the institutions, industries, and actors that promote them—in folding together the ways that individuals seek to claim agency and to develop themselves as leaders with the ways that organizations function to constrain that agency and to govern them as willing but compliant subjects.

     

Are champions different from non-champions?

Research on the innovation process has shown that the presence of an innovation champion—Someone who takes a personal risk to overcome organizational obstacles to innovation—is an important part of the new business development, new technology development, and organizational change processes.Champions play six valuable roles in the innovation process. They provide autonomy from the rules, procedures, and systems of the organization so that innovators can establish creative solutions to existing problems. They gather organizational support for the innovation by building coalitions between managers in different functional areas of the organization. They create loose monitoring mechanisms that allow innovators to make creative use of organizational resources. They establish mechanisms for making consensus decisions on innovations. They use informal methods to persuade other members of the organization to provide support for the innovation, and they protect the innovation team from interference by the organizational hierarchy.Some,but not all managers believe in the desirability of these championing roles.Existing research suggests that managers willing to serve as champions differ in many ways from those who are not. However, almost all of the existing research on championing has been conducted in the United States. This raises two fundamental questions: First, do champions and non-champions differ in their preferences for championing roles? Second, are these differences universal or limited to American culture?This study attempts to answer these questions by comparing the preferences for the six championing roles of individuals with championing experience and those without across 43 organizations and 68 countries. The study shows that individuals with championing experience have significantly different preferences from individuals without championing experience for five of these championing roles—building cross-functional ties, establishing autonomy from organizational norms and rules, enabling innovators to circumvent organizational hierarchy, using informal means to persuade others to support the innovation effort, and building a decision-making mechanism that includes all organization members. These differences exist after controlling for differences in the national culture of the respondents, the companies in which they work, and demographic characteristics. The results of this study suggest that differences in the preferences of champions and non-champions for the behaviors that champions adopt are consistent across cultures.     

Innovation analytics: Leveraging artificial intelligence in the innovation process

Artificial intelligence (AI) is about imbuing machines with a kind of intelligence that is mainly attributed to humans. Extant literature—coupled with our experiences as practitioners—suggests that while AI may not be ready to completely take over highly creative tasks within the innovation process, it shows promise as a significant support to innovation managers. In this article, we broadly refer to the derivation of computer-enabled, data-driven insights, models, and visualizations within the innovation process as innovation analytics. AI can play a key role in the innovation process by driving multiple aspects of innovation analytics. We present four different case studies of AI in action based on our previous work in the field. We highlight benefits and limitations of using AI in innovation and conclude with strategic implications and additional resources for innovation managers.     

Just the Right Amount of Ethics Inspires Creativity: A Cross-Level Investigation of Ethical Leadership,Intrinsic Motivation,and Employee Creativity

Based on ideology-infused psychological contract theory and cognitive evaluation theory, this study investigated the curvilinear relationship between ethical leadership and employee creativity. A curvilinear mediation model was proposed to explain the impact of ethical leadership on creativity, using employee intrinsic motivation as the mediator. Applying a two wave sampling design that consist 258 employees and their leaders, we found that employee creativity improved as ethical leadership increased from low to moderate levels. However, the employee creativity improvement was attenuated when ethical leadership increased from moderate to high levels. Furthermore, the study also revealed that employee intrinsic motivation partially mediated this curvilinear relationship. The theoretical and managerial implications are discussed.