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Articles 1 - 5 of 5
Full-Text Articles in Work, Economy and Organizations
“The Customer Is Always Right” Customer Service And Managerial Structures In Relation To Company Size On Main Road Rondebosch, Cape Town, Carlos Gausman
“The Customer Is Always Right” Customer Service And Managerial Structures In Relation To Company Size On Main Road Rondebosch, Cape Town, Carlos Gausman
Independent Study Project (ISP) Collection
Customer service culture in Rondebosch, Cape Town will be studied in this paper. The relationship between customer service and management structures through operational models is explored. Customer Intimacy is the operational model used by the three cases studied – Pick n Pay, Lyra’s Café, and Zone Fitness. Business size and entrepreneurial influence play a role in the vested interest mangers and employees have concerning their work ethic (productivity, motivation, and efficiency) and company profit/personal income. Information was gathered through participant observation and interviews of branch managers, employees, and customers. Customer loyalty plays a larger role in maximizing profit than becoming …
Investing In Happiness: An Analysis Of The Contributing Factors To The Positive Professional Work Environment, Alena Naff
Masters Theses
The professional workplace is an environment prone to both jubilation and disdain. Research indicates that employees in a more positive work environment are more productive and satisfied in their work. Understanding the contributing factors to a positive work environment is the first step to creating a more satisfying workplace for employees. These contributing factors may be material or relational and hold different levels of influence. Guided by the theory of structuration, this study employed a three-phased Q-methodology, including a Q-sort questionnaire, semi-structured interviews, and a cluster analysis. Participants included the employees of the Southeastern region financial institution, BB&T. Two research …
Organizational Effectiveness In Higher Education: Faculty Informal Structure As Social Capital, Jennifer Dose
Organizational Effectiveness In Higher Education: Faculty Informal Structure As Social Capital, Jennifer Dose
Business Educator Scholarship
Higher education institutions encounter complex external environments, requiring increasing responsiveness and innovation. Research on social capital has demonstrated that highly connected employee relational networks are more creative, effective, and exhibit higher member satisfaction. The present study examines one college to demonstrate how social network analysis can be used to assess the informal relational networks of faculty members within a higher education institution. Characteristics of the faculty social network are described and mapped. The relationship between aspects of individuals’ network linkages, governance participation, and their organizational commitment, satisfaction, and trust are assessed. Recommendations for building effective organizational networks, particularly through expanding …
Securing Access To Lower-Cost Talent Globally: The Dynamics Of Active Embedding And Field Structuration, Stephan Manning, Joerg Sydow, Arnold Windeler
Securing Access To Lower-Cost Talent Globally: The Dynamics Of Active Embedding And Field Structuration, Stephan Manning, Joerg Sydow, Arnold Windeler
Management and Marketing Faculty Publication Series
This article examines how multinational corporations (MNCs) shape institutional conditions in emerging economies to secure access to high-skilled, yet lower-cost science and engineering talent. Based on two in-depth case studies of engineering offshoring projects of German automotive suppliers in Romania and China we analyze how MNCs engage in ‘active embedding’ by aligning local institutional conditions with global offshoring strategies and operational needs. MNCs thereby contribute to the structuration of field relations and practices of sourcing knowledge-intensive work from globally dispersed locations.Our findings stress the importance of institutional processes across geographic boundaries that regulate and get shaped by MNC activities.
Strategic Discourse Across Organizational Meetings:Towards A Systems Perspective., Brendan K. O'Rourke, Martin Duffy
Strategic Discourse Across Organizational Meetings:Towards A Systems Perspective., Brendan K. O'Rourke, Martin Duffy
Conference Papers
Strategic Discourse across Organizational meetings: Towards a Systems Perspective Abstract This paper presents a tentative theoretical conception of how organizational meetings may be viewed as a system rather than as individual events. Perspectives from process metaphysics(Langley and Tsoukas, 2010), meso-discourse analysis (Alvesson and Karreman, 2000, 2011) and systems thinking (von Bertalanffy, 1969) are adopted, to explore and expand the theoretical resources available to conceptualise a ‘system of meetings’. The primary data draws from 130+ hours of recorded meeting proceedings, spanning 58 meeting events, from multiple sub-groups within a medium sized company.