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Africa
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Conflict, Conflict Resolution and Workplace Bullying
Published in Ståle Valvatne Einarsen, Helge Hoel, Dieter Zapf, Cary L. Cooper, Bullying and Harassment in the Workplace, 2020
Loraleigh Keashly, Honey Minkowitz, Branda L. Nowell
These stages of escalation form the basis of the contingency approach to conflict intervention (e.g., Fisher and Keashly, 1990; Glasl, 1982; Prein, 1984). The basic premise of the contingency approach is that different management or intervention strategies would be appropriate and effective at different points in time (Fisher, 1990). Indeed, one of the reasons for the failure of particular interventions in particular conflicts may be inappropriate application with respect to the stage of escalation. One of the earliest and most comprehensive models of this genre is Glasl’s (1982) contingency model, which consists of nine stages of escalation and six types of third-party intervention approaches. Zapf and Gross (2001) have drawn on this model in their discussions of how severe workplace bullying can be conceived as a particularly escalated form of conflict. Building on the formative work of Glasl (1982), Prein (1984), and Kriesberg (1989), Fisher and Keashly (1990) developed a four-stage model highlighting four main types of intervention strategies (see Table 9.1 and Figure 9.1). Although this model was developed in the particular context of international disputes, it is unique in that it goes beyond the idea of matching to suggest that intervention approaches can and should be sequenced and coordinated in order to de-escalate and resolve the conflict. An additional reason for failure of some interventions may be the lack of coordinated follow-up interventions to deal with elements not addressed by the initial intervention (Bendersky, 2003; Olson-Buchanan and Boswell, 2008). Because of their focus on coordinated action, we have chosen to describe the Fisher and Keashly (1990) model in more detail.
Ethics of IT Organization
Published in G. K. Awari, Sarvesh V. Warjurkar, Ethics in Information Technology, 2022
G. K. Awari, Sarvesh V. Warjurkar
Contingent staff are persons who work on a mission or on a contract basis. This mark refers to all employees, regardless of their skill set or level of experience. Temporary employees given by an outside recruiting firm of freelancers and independent contractors make up this workforce. Contingent jobs, according to the Bureau of Labor Statistics, are a working situation in which a person does not have an explicit or implied arrangement for long-term employment. Independent contractors, migrant employees working through job brokers, on-call or day laborers, and on-site workers whose services are delivered by contract companies make up the transient workforce. When a company’s technical manpower demands fluctuate greatly, dependent IT personnel are likely to be used. As contractors for an internal transformation initiative, strategic advisors on a product creation unit, and supplemental personnel on a variety of other short-term tasks, such as the implementation and construction of new information systems, workers are often employed on a temporary basis. These workers usually join a team of full-time staff and other contract workers for the duration of a project before going on to their next assignment. The company’s desire for them determines whether they work, where they work, and how well they work. They have no contract for continued work, either overt or implied. Temporary recruiting agencies and employee-leasing businesses are good places to search for temporary employees. Job seekers in a wide variety of job categories and ability levels are hired, trained, and evaluated by temporary staffing agencies, who then appoint them to clients as appropriate. Temporary jobs are often used to offset employee absences and injuries, monitor seasonal workloads, and assist with special events.
Roles and Responsibilities for New Built, Extension, or Modernization of a Public Transport System: A Walk through the Life Cycle
Published in Qamar Mahboob, Enrico Zio, Handbook of RAMS in Railway Systems, 2018
Contingency: The operator creates and introduces a contingency plan before commencing the operation. A contingency plan has the objective to document and to instruct how to operate in an emergency case. The contingency plan is available during life cycle approach phase 10 at the latest since it is subject to approval and a prerequisite for licensing.
Autonomous mobile robots in sterile instrument logistics: an evaluation of the material handling system for a strategic fit framework
Published in Production Planning & Control, 2023
Giuseppe Fragapane, Hans-Henrik Hvolby, Fabio Sgarbossa, Jan Ola Strandhagen
Contingency theory is a major theoretical lens used to view organisations and support organisations to see the relation between organisational characteristics and contingencies, such as the environment, size and strategy for reaching high performance (Donaldson 2001). This theory provides a substantial basis for investigating fit (Acur, Destan, and Boer 2012) because the concept of strategic fit builds on contingent views of strategy and resources (Venkatraman 1989). Strategic fit describes a situation in which elements both internal and external to the organisation are aligned (Scholz 1987), and this fit between a firm and its environment is crucial to yield desirable performance implications (Zott 2003; Fainshmidt et al. 2019). Therefore, strategic fit has been a powerful tool for managers to match the demand and supply characteristics on a strategic level (Fisher 1997; Christopher, Peck, and Towill 2006; Gligor, Esmark, and Holcomb 2015) because it helps reveal the ideal state towards which a logistics system should be continually directed (Zajac, Kraatz, and Bresser 2000). This concept can be used on a supply chain level (Cannas et al. 2020) and for areas within the supply chain, such as production (Buer et al. 2016) or, as in our study, transportation.
A paler shade of green: implications of green product deletion on supply chains
Published in International Journal of Production Research, 2020
Qingyun Zhu, Purvi Shah, Joseph Sarkis
The proposed framework is generative in nature and helps to set the foundation and open new doors for future research in this under-explored field of green product deletion. In the future, the relative magnitude and directions of green product deletion influence on processes and competencies, proposed here, need to be empirically investigated. A contingency theory in organisational theory stipulates that specific situational factors can affect the direct relationships between independent and dependent variables. For example, if an organisation’s operations strategy is focused on customisation and high responsiveness, deleting a green product may be favourable. This is because green product deletion may improve flexibility and enhance time-based competencies or responsiveness. In this example, other dimensions such as cost competency will be of minimal concern.
Business intelligence and analytics value creation in Industry 4.0: a multiple case study in manufacturing medium enterprises
Published in Production Planning & Control, 2020
Fanny-Eve Bordeleau, Elaine Mosconi, Luis Antonio de Santa-Eulalia
RBV does not account for the way resources are applied and assumes a perfect utilization (Melville, Kraemer, and Gurbaxani 2004). This limitation is often countered with the inclusion of contingency factors (Fink, Yogev, and Even 2017; Dubey, Gunasekaran, and Childe 2018). Contingency theory is built on the rejection of a unique best way to achieve organizational goals; an organization must adapt its strategy to contextual factors (Taylor and Taylor 2014). Performance is achieved by maintaining a fit between strategy and organizational context (Taylor and Taylor 2014). In information systems, having the right resources is not sufficient, since resources are easily imitable and mobile (Bharadwaj 2000). For resources to really lead to business value, a firm has to appropriately exploit these resources (Ross, Beath, and Goodhue 1996). Capabilities are ‘an organization’s ability to assemble, integrate, and deploy valued resources, usually in combination or “copresence”’ (Bharadwaj, 2000, p. 171). Big data analytics capabilities were linked to competitive advantage (Fosso-Wamba et al. 2017; Dubey, Gunasekaran, and Childe 2018). However, business value is not limited to competitive advantage. The resources and capabilities model can also explain operational process-level value often expressed as operational efficiency and effectiveness (Melville, Kraemer, and Gurbaxani 2004).