Middle managers' role in transferring person-centered management and care

Béliveau, Julie

doi:10.1080/02642069.2013.815738

Cited by 14 publications

(26 citation statements)

References 51 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Indeed an employee's ability to manage an encounter and essentially keep a company's service promise is dependent on how well the organization establishes appropriate processes, including recruitment, training and reward systems, all responsibilities of an organization's leadership or service-management professionals (Bitner, 1995). These responsibilities represent a complex form of knowledge-based work essential for personalized service delivery (Béliveau, 2013). I would thus argue that the challenge of organizing a complex, interrelated service system, while different from a professional expertise, can also be a mentally rigorous form of work, and that professionals who perform this type of work are attracted to the challenge inherent in creating and sustaining service systems.…”

Section: Challenging Workmentioning

confidence: 99%

Applying career concepts to strengthen the work-attitudes of service professionals

Walsh

2016

The Service Industries Journal

View full text Add to dashboard Cite

Given the nature of employment relationships today, service organizations can strengthen the organization commitment levels and reduce the turnover intentions of its professionals through providing job features important to their careers. These features include opportunities to perform challenging work, experience trusting relationships with customers/clients, and obtain extrinsic rewards. Using a sample of alumni from a hospitality business program, hypotheses that these features impact organizational commitment and turnover intentions, partially through strengthening professionals' career commitment, are developed and tested. Findings suggest that challenging work opportunities impact these attitudes both directly and indirectly. So too trusting relationships with customers and clients indirectly impact organization commitment and intent to turnover (ITO). Results also suggest that, as a whole, satisfaction with extrinsic rewards has no effect. However, an analysis of multigroup mediation results revealed that for professionals working in professional service firms, satisfaction with pay reduces both attitudes. Implications for research in organization commitment and ITO, specifically the role and impact of career-based antecedents, are discussed. ARTICLE HISTORY

show abstract

Section: Challenging Workmentioning

confidence: 99%

Applying career concepts to strengthen the work-attitudes of service professionals

Walsh

2016

The Service Industries Journal

View full text Add to dashboard Cite

show abstract

“…Recent public agency research uses Zahra and George's () tension between potential and realized AC to reveal conditions that could lead to adopting new knowledge (Béliveau, ; Easterby‐Smith et al ., ; Hodgkinson, Hughes and Hughes, ). Easterby‐Smith et al .…”

Section: Literature Reviewmentioning

confidence: 99%

“…Easterby‐Smith et al . (, p. 485) and Béliveau () address the problematic issue of ‘the lack of development of the concept of absorptive capacity’ by using qualitative methods, offsetting prior emphasis on quantitative studies (used by Hodgkinson, Hughes and Hughes, ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Internationally (Canada) and again within healthcare, Béliveau (, p. 1349; Nonaka and Takeuchi, ) highlights the importance of middle manager capacity to create knowledge and transfer it across the organization. Like Easterby‐Smith et al .…”

Section: Literature Reviewmentioning

confidence: 99%

“…In addition, Lane, Koka and Pathak () suggest that Zahra and George's () model shifts AC research to a broader perspective, away from Cohen and Levinthal's () narrower R&D definition. Emerging public agency research adopting AC draws on Zahra and George () to explore the conditions leading to the adoption of new knowledge (Béliveau, ; Easterby‐Smith et al ., ; Hodgkinson, Hughes and Hughes, ). The research question here is: Can Zahra and George's () model be appropriately transferred to public agencies?…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Developing Absorptive Capacity Theory for Public Service Organizations: Emerging UK Empirical Evidence

Butler

Ferlı́e

2019

British J of Management

View full text Add to dashboard Cite

A strong public policy focus on high performance means that utilizing management knowledge effectively is at a premium for UK public service organizations. This study empirically examined two English public agencies to explore the inter‐sectoral transfer of a strategic management model originally developed in the private sector – absorptive capacity – which is one way of conceptualizing an organizational competence in such knowledge mobilization. Two theoretical contributions are made. First, a new absorptive capacity framework for public service organizations is developed which recognizes the participation of public agency project teams during an innovation process proceeding over time with phases of co‐creation, testing, metamorphosis and diffusion. Second, our novel framework modifies an early influential model of absorptive capacity. Counter to this model, we argue that realized absorptive capacity requires agency from skilled and embedded actors to turn ‘curbing routines’ into ‘enabling routines’ in all four stages. Project (middle) managers have flexibility in their roles to seize episodic moments of opportunity to innovate and achieve service delivery goals, and to build absorptive capacity capability. Absorptive capacity capability develops organically over time. Future research directions are discussed.

show abstract

Key Enablers/Inhibitors in the Corporate Social Responsibility—Business Strategy Integration Space

Kealy

2020

Evaluating Sustainable Development and Corporate Social Responsibility Projects

View full text Add to dashboard Cite

Middle managers' role in transferring person-centered management and care

Cited by 14 publications

References 51 publications

Applying career concepts to strengthen the work-attitudes of service professionals

Applying career concepts to strengthen the work-attitudes of service professionals

Developing Absorptive Capacity Theory for Public Service Organizations: Emerging UK Empirical Evidence

Key Enablers/Inhibitors in the Corporate Social Responsibility—Business Strategy Integration Space

Contact Info

Product

Resources

About