Ethics and service work

Service work is now a very wide ranging sector, where some forms of service work have different connotations to others, but some forms are still tainted with the degradations of domestic service. Much of the difference revolves around the personal nature of the service and the expectations of customers towards the service worker. Hence the importance of thinking about the ethics of the service relationship in a modern economy, and the need to put this on the right footing in terms of respect and dignity. The ethics of service work are explored in this article. Prior to this however, the nature of service work and the degree of degradation that can be experienced by those who do this kind of work are identified. It will be argued that service work ought to be morally evaluated according to the degree to which it helps to form and maintain the virtues of employees or whether it leads to the erosion of virtue and the active development of vices.     

Company Legitimacy in the New Millennium

The relationship between business and society changes over time, and periodically there is a ‘legitimization crisis’. The paper will briefly explore some important questions about company legitimacy: why is company legitimacy important; why do legitimacy crises occur; and finally, are we in a crisis at the moment, and if so how can it be solved? The legal institutionalization of business firms prescribes narrow accountabilities and limited responsibilities: the challenge for business in the new millennium is to open these up and to broaden our understanding of the social significance of business activity without destroying its wealth creating processes. This will require a rethinking of the relationship to the shareholder and a new definition of the relationship with stakeholders.     

Managing equal opportunities for women: sorting the friends from the foes

Employees working in Hong Kong were surveyed on their attitudes towards managing equal opportunities for women. Results indicate that gender is a better predictor of attitudes than work identity. Manager/employee work identity has an add‐on moderating effect on some women‐friendly policies but not on others. Out of seven women‐friendly dimensions, women as managers are less receptive of only two: 'training and development' and 'positive equal opportunities'; men as managers, in contrast, are less resistant to 'training and development' and 'flexitime'. The findings suggest that there are three levels of gatekeeping: one, male employees; two, male managers; and three, female managers. We suggest that to help women employees break the glass ceiling, different organisational and societal change programmes are needed to target the different groups of gatekeepers.     

The behaviour of unemployment and unfilled vacancies in Great Britain: a search-turnover View

Previous empirical estimates of the relationship between unemployment and unfilled vacancies in Great Britain have been obtained from a mis-specified model. In particular, past studies have attempted to estimate an equilibrium relation directly from observations which have in general been generated from disequilibrium states of the labour market. This paper presents and estimates a disequilibrium, job search-labour turnover model of the labour market, using quarterly British data, from which a static equilibrium ‘UV’ relationship can be derived. The empirical results suggest that there is no statistically significant equilibrium relationship between unemployment and vacancies in Great Britain. Consquently, the recent controversy over explanations for alleged for alleged shifts in this relationship may have been ‘much ado about nothing’.     

Coming attraction

Francesca Cornelli, Richard D'Aveni, Andrew Kakabadse, Rosabeth Moss Kanter, Markus Reitzig, Fons Trompenaars and Kim Warren share their latest research.     

Defining roles for logistics during routine and radical technological innovation

Technological innovation has become increasingly important to new product development in American industry because of the potential competitive advantage it offers. In this study extensive observation and interviewing over more than two years in one prominent Frtune 500 industrial manufacturer provides strong evidence that logistics can and does play important—and sometimes surprising—roles in the development and launch of new technological products. This article describes logistics activities during the development and launch of technological innovations, identifies key roles played by logistics, relates lessons learned and proposes directions for future research.     

AN ANALYSIS OF MULTIOBJECTIVE DECISION-MAKING FOR THE SCOTTISH INSHORE FISHERY

The Scottish inshore fishery is used to illustrate the application of a multiobjective analytical model to decision-making for fisheries management. Although the quantitative analysis is necessarily fishery-specific, much of the discussion is of more general applicability. A hybrid modelling approach is used to analyse fisheries management objectives for this fishery: regression-based models of the fishing process are used to provide input into linear and goal programming models, the linear programme also providing input into the goal programme. Optimisation of the goal programming model results in an ‘optimal’ pattern of resource allocation for the Scottish inshore fishery.     

Stop holding yourself back

After working with hundreds of leaders in a wide variety of organizations and in countries all over the globe, the authors found one very clear pattern: When it comes to meeting their leadership potential, many people unintentionally get in their own way. Five barriers in particular tend to keep promising managers from becoming exceptional leaders: People overemphasize personal goals, protect their public image, turn their competitors into two-dimensional enemies, go it alone instead of soliciting support and advice, and wait for permission to lead. Troy, a customer service manager, endangered his job and his company's reputation by focusing on protecting his position, not helping his team; when a trusted friend advised him to change his behavior, the results were striking. Anita's insistence on sticking to the tough personal she'd created for herself caused her to ignore the more intuitive part of the leadership equation, with disastrous results--until she let go of the need to appear invulnerable and reached out to another manager. Jon, a personal trainer who had virtually no experience with either youth development programs or urban life, opened a highly successful gym for inner-city kids at risk; he refused to be daunted by his lack of expertise and decided to simply "go for it." As these and other examples from the authors' research demonstrate, being a leader means making an active decision to lead. Only then will the workforce--and society--benefit from the enormous amount of talent currently sitting on the bench.