Management and Marketing - Journal Articles
Permanent URI for this collection
- ItemCreativity development and Mode 2 theory development: Event system and experiential learning perspectives(Wiley, 2022-10-27) Kulichyova, Anastasia; Jooss, Stefan; Garavan, Thomas; Irish Research eLibraryLiterature on academic-stakeholder collaboration in the context of HRM is scarce and highlights the challenges linking theory to practice. Drawing on Mode 2 research, we theorise how a structured intervention enables the generation of theoretical insights concerning the development of employee creativity knowledge, skills, and attitudes (KSAs). Utilising event system theory, we reveal how the novelty, criticality, and disruption of a structured intervention fuel an experiential learning process. This process facilitates the development of important individual and team-based creativity KSAs and is sustained through a learning mindset. We develop insights about theories-in-use, HRM theory development, and the micro processes involved in an academic-stakeholder collaboration including areas of potential tension. From a practice perspective, we highlight the value of structured interventions for creativity KSA development and a strategy to facilitate academic-stakeholder collaboration.
- ItemFrom travel to virtual work: The transitional experiences of global workers during Covid-19(Elsevier, 2022-09-07) Jooss, Stefan; Conroy, Kieran M.; McDonnell, AnthonyThe Covid-19 pandemic has transformed how global work is conducted in multinational enterprises. There has been a rapid and forced shift from global mobility to global virtual work. Taking a transition perspective and drawing on event system theory, this paper examines the transitional working experiences of global workers amid a global health pandemic. Through 32 in-depth interviews (pre- and in-Covid-19), our findings reveal how this exogenous event has transformed previously unquestioned and enshrined global work routines. By unpacking the transition process, we find that global workers were challenged to reconfigure the structural and relational dimensions of their global work. We disentangle the strategic and sustainable lessons learnt on the future of global working for multinational enterprises.
- ItemBeyond competing for talent: an integrative framework for coopetition in talent management in SMEs(Emerald, 2022-07-27) Jooss, Stefan; Lenz, Julia; Burbach, RalfPurpose: This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic. Design/methodology/approach: This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory. Findings: The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent. Practical implications: Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed. Originality/value: This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.
- ItemOvercoming barriers to consumer acceptance of 3D-printed foods in the food service sector(Elsevier Ltd., 2022-04-25) Ross, Megan M.; Collins, Alan M.; McCarthy, Mary B.; Kelly, Alan L.; Lauritzson FoundationThe purpose of this study is to investigate the potential uptake and inhibitors of 3D-printed food applications in the food service market to provide market salient evidence to inform business investments. An online survey was designed and distributed to an adult Irish population and was completed by 1,045 participants. The collected data was analysed using Structural Equation Modelling to test a hypothesised model of willingness to try 3D-printed food applications. Results showed that perceived personal relevance of the technology is a strong positive determinant of willingness to try (Standardised β = 0.614***). Novel Food Technology Neophobia (NFTN) represents a barrier to willingness to try 3D-printed food applications as evident from its significant negative direct effect (Standardised β = -0.167***). NFTN is also found to have a depressing indirect effect when mediated through perceived personal relevance (Standardised β = -0.202***), while the importance consumers attach to naturalness is yet another barrier (Standardised β = 0.053*). Overall, considering its total effect, NFTN (Standardised β = -0.369***) presents the greatest barrier to willingness to try 3D printed foods. The role of trust in science by directly diminishing the effects of NFTN (Standardised β = -0.445***) and the importance of naturalness also emerges (Standardised –β = 0.137***). Consequently, this work has identified some of the major obstacles facing the technology in the forms of NFTN and the importance of naturalness but has pointed to possible resolutions in building continued support and trust in science, and a focus on designing and delivering both customisable consumer-focused food products and accompanying marketing strategies that communicate and emphasise the personal benefits that this novel food technology affords.
- ItemTowards an understanding of configurational and national influences on international integration in the HR function in MNCs(Routledge - Taylor & Francis Group, 2020-05-27) Edwards, Tony; Tregaskis, Olga; McDonnell, AnthonyThe human resource (HR) function plays a critical role in how multinational companies (MNCs) centralise decision-making or coordinate and exploit expertise internationally. However, there has been limited attention on the extent to which the HR function in MNCs is integrated internationally and the influencing factors behind this. Using nationally representative, cross-country comparative data, this paper identifies the degree to which internationally integrated HR functions exist and test the extent to which this is shaped by the strategy, structure and nationality of the MNC. We demonstrate the multidimensionality of an internationally integrated HR function; with the structural configuration, level of inter-dependencies between MNC operations and country of origin each partially impacting its nature. A key implication concerns the need to move beyond solely focusing on either nationality as per institutionalist theory, or corporate strategy and structure as characterised in the strategic international HRM literature, towards an integrated explanation that incorporates both sets of factors.