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Articles 1 - 9 of 9
Full-Text Articles in Business
Qualitative Analysis Methods Review, Mona Mohamed, Mohamed Af Ragab, Amr Arisha
Qualitative Analysis Methods Review, Mona Mohamed, Mohamed Af Ragab, Amr Arisha
Reports
Qualitative research plays an important role in business research. The popular research methods that researchers used are; Qualitative, Quantitative, and Mixed Methods. Researchers who conduct qualitative studies, often struggle to pick the best technique to analyse their data. This report aims to present six different methods that can be used to analyse qualitative data collected for business studies. A comparison between the techniques is found useful to present in order to help decision made by researchers who are embarking upon qualitative research studies. Qualitative Analysis Methods (QAM) can be used in some of the mixed-methods approaches as appropriate.
Shaping The Agenda 1: Exploring The Competencies, Skills And Behaviours Of Effective Workplace Mediators, Brian M. Barry, Margaret Bouchier, Alec Coakley, Deirdre Curran, James Dillon, Cyril Joyce, Treasa Kenny, Oksana Kokaylo, Louisa Meehan, Genevieve Murray
Shaping The Agenda 1: Exploring The Competencies, Skills And Behaviours Of Effective Workplace Mediators, Brian M. Barry, Margaret Bouchier, Alec Coakley, Deirdre Curran, James Dillon, Cyril Joyce, Treasa Kenny, Oksana Kokaylo, Louisa Meehan, Genevieve Murray
Reports
This report outlines what is currently known about workplace mediation: its benefits, styles and strategies, its expected outcomes and training challenges. It also identifies an urgent requirement for Irish research in light of the increased promotion of mediation at state level in Ireland. It outlines some international experiences of the difficulties faced in balancing high quality accreditation and regulation with innovation and growth.
Shaping The Agenda 2: Implications For Workplace Mediation Training, Standards And Practice In Ireland, Brian M. Barry, Margaret Bouchier, Alec Coakley, Deirdre Curran Dr, James Dillon, Cyril Joyce, Treasa Kenny, Oksana Meehan, Louisa Meehan, Genevieve Murray
Shaping The Agenda 2: Implications For Workplace Mediation Training, Standards And Practice In Ireland, Brian M. Barry, Margaret Bouchier, Alec Coakley, Deirdre Curran Dr, James Dillon, Cyril Joyce, Treasa Kenny, Oksana Meehan, Louisa Meehan, Genevieve Murray
Reports
The Report and its sister report, Shaping the Agenda 1, give a fascinating insight into the world of workplace mediation in Ireland and abroad. It identifies key issues in relation to mediator skills, competencies and behaviours in this sector of mediation. Of enormous significance is the application of this research to the Irish context and specifically to the setting and maintenance of standards of training and practice in relation to workplace mediation. This work has put the MII, as the professional association for mediators in Ireland, in a position to build standards and policies on solid, detailed and considered research, …
Medication Adherence With Smart Phones: Pharmacists Focused Apps, Anushree Priyadarshini, Maria Quinlan
Medication Adherence With Smart Phones: Pharmacists Focused Apps, Anushree Priyadarshini, Maria Quinlan
Reports
Medication adherence relates to the concept of compliance to a medicine regimen and is defined as ‘the extent to which a patient acts in accordance with the prescribed interval and dose of a dosing regimen’ (Cramer et al., 2008). Often desired health outcomes are not achieved due to patients, not taking their prescribed medication or taking them incompletely or inconsistently (Miller et al., 1997). This results in higher negative health outcomes and increasing cost of care and is therefore a growing global concern. Tackling the problem of non-adherence requires a collaborative, patient-centric approach and can be guided by modern technologies …
Profile Of Business In The Traditional Design Sectors, Con Kennedy
Profile Of Business In The Traditional Design Sectors, Con Kennedy
Reports
This research report illustrates the findings form the “Profile of Business in the Traditional Design Sectors”. This research was commissioned by the Design and Crafts Council of Ireland as part of the Year of Irish Design (ID1025) which is supported by the Department of Jobs, Enterprise and Innovation and was under taken on their behalf by Con Kennedy. The aim of this research is to develop an understanding of the size, location and demographic of design practices and business in the Republic of Ireland. For the purpose of this report, the agreed sectors and design sectors to research were: • …
Ceo Narcissism, Ceo Humility, And C-Suite Dynamics Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Ormonde Cragun, Anthony J. Nyberg, Donald J. Schepker, Michael D. Ulrich
Ceo Narcissism, Ceo Humility, And C-Suite Dynamics Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Ormonde Cragun, Anthony J. Nyberg, Donald J. Schepker, Michael D. Ulrich
Reports
The 2016 HR@Moore Survey of Chief HR Officers explored the CEO’s leadership style, particularly in terms of narcissism and humility, and some aspects of C-suite dynamics. The results showed that while some CEOs can be described as narcissists, the vast majority fail to fit this negative stereotype, and in fact, most would be described as relatively humble. CEOs have relatively positive perceptions of the board, but have some concerns with the extent to which the board may get involved in more operational decisions, thus, overstepping their boundaries. Executive leadership teams were described in terms of Agreement, Camaraderie, and Trust. They …
Current Practices In Ceo Succession: Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Ormonde Cragun, Michael D. Ulrich
Current Practices In Ceo Succession: Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Ormonde Cragun, Michael D. Ulrich
Reports
The 2016 HR@Moore Survey focused on CEO succession practices firms currently implement to maximize the likelihood of success in the choice of the next CEO. The report asks questions regarding non-public data. Here, we aggregate the results to describe current practices of CEO succession across organizations. The results suggest that both CEOs and boards are heavily involved in CEO succession. They also show a large number of firms are not prepared for an unexpected CEO departure, having no successor candidates fully prepared for such an event, and would instead be forced to settle for “readyenough” candidates. And while the diversity …
Ceo Succession Success: A Board Perspective, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Michael D. Ulrich
Ceo Succession Success: A Board Perspective, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Michael D. Ulrich
Reports
In order to examine how boards define “success” in CEO succession, we interviewed 22 members of Fortune 200 boards (as well as some smaller boards), who sat on over 100 combined boards, about their experiences with CEO succession as board members. Of the CEO successions of which they had been a part, we found that unplanned successions were more likely to fail than planned ones, but surprisingly, that internal successions were at least as likely as external ones to fail. We found that they tend to take longer to conclude a CEO is a failure than a success, and that …
The Changing Chief Human Resources Officer Role: Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Ormonde Cragun, Michael D. Ulrich
The Changing Chief Human Resources Officer Role: Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Ormonde Cragun, Michael D. Ulrich
Reports
The 2016 HR@Moore Survey of Chief HR Officers continued the tradition of exploring different aspects of the CHRO role to identify trends while also delving deeper into some new and less explored issues. This year’s results finds little change regarding how CHROs allocate their time to various roles. They continue to spend the most time as the Leader of the HR Function, followed by Talent Architect and Strategic Advisor, and Counselor/Confidant/Coach. Delving into the question of what they counsel their CEOs about, we found that the most popular topics concern executive team talent and its effectiveness, followed by business issues, …