Chocolates, cats, dips and loops: the lived experience of managing projects

It is project work that powers the building, maintenance, and resilience of communities and enterprise. However, there is relatively limited exploration of the ‘lived experience’ of managing projects. This study uses an arts-based research method to elicit 16 project managers’ personal experience of project managing. The findings indicate that project work is experienced as restoring messiness, confusion and disorder to certainty and order (often multiple times within the one project). The study further highlights the criticality of the professional capabilities (thrownness) of project managers to move teams from uncertainty to certainty to enable projects to deliver for community and enterprise

Exploring the power of psychological empowerment in boosting workforce agility in SMEs

This study investigates the impact of psychological empowerment on workforce agility in small and medium-sized enterprises (SMEs). The study employs a quantitative analysis to measure levels of psychological empowerment and workforce agility, assessing the dimensions of psychological empowerment, including Meaning, Self-determination, Competences, and Impact, and examining their influence on workforce agility. The results reveal a significant positive relationship between the dimensions of competence and meaning in psychological empowerment and workforce agility. However, the dimensions of impact and self-determination do not exhibit a strong relationship with workforce agility. This research contributes to the existing literature by addressing the gap in knowledge regarding the impact of psychological empowerment on workforce agility in Moroccan SMEs. The findings have practical implications for managers and decision-makers in SMEs, suggesting that organizations should focus on improving their employees' skills and enhancing their sense of work meaning to foster resilience and adaptability. By fostering workforce agility through empowerment, organizations can create a more engaged and adaptable workforce, potentially leading to increased productivity and competitiveness.   Keywords: Psychological empowerment, organizational agility, workforce agility, small and medium-sized enterprises (SMEs), construction sector firms. JEL Classification : O15, C3, M1, L74 Paper type: Empirical researchThis study investigates the impact of psychological empowerment on workforce agility in small and medium-sized enterprises (SMEs). The study employs a quantitative analysis to measure levels of psychological empowerment and workforce agility, assessing the dimensions of psychological empowerment, including Meaning, Self-determination, Competences, and Impact, and examining their influence on workforce agility. The results reveal a significant positive relationship between the dimensions of competence and meaning in psychological empowerment and workforce agility. However, the dimensions of impact and self-determination do not exhibit a strong relationship with workforce agility. This research contributes to the existing literature by addressing the gap in knowledge regarding the impact of psychological empowerment on workforce agility in Moroccan SMEs. The findings have practical implications for managers and decision-makers in SMEs, suggesting that organizations should focus on improving their employees' skills and enhancing their sense of work meaning to foster resilience and adaptability. By fostering workforce agility through empowerment, organizations can create a more engaged and adaptable workforce, potentially leading to increased productivity and competitiveness.   Keywords: Psychological empowerment, organizational agility, workforce agility, small and medium-sized enterprises (SMEs), construction sector firms. JEL Classification : O15, C3, M1, L74 Paper type: Empirical researc

Crossing Boundaries: Rethinking the ways that first-in-family students navigate ‘barriers’ to higher education

This article explores how one cohort of first-in-family students narrated their movement into and through university, proposed as a form of boundary crossing. These metaphors emerged from the stories that students told about their persistence, with references ranging from institutional or organisational boundaries through to those imposed by self and others. Applying the sensitizing lens of boundary crossing, an analysis is provided of how learners navigated their transition into university and the types of persistence behaviours adopted. The focus is on those who traversed these boundaries, considering the nature of incursions and the ways these were negotiated within students’ everyday lives. This cohort all self-identified as being the first in their family to attend university but also acknowledged a variety of additional social, cultural and economic factors that impacted upon their educational journey

Enhancing supply chain innovation and operational agility through knowledge acquisition from the social media: A microfoundational approach

This paper presents an examination of the interlocks between knowledge acquisition from social media (KAfSM), organizational microfoundation structure and design (OMFSaD), supply chain innovation (SCI), and operational agility (OA). These interlocks were tested on data collected from 172 managers/directors/CEOs of 96 firms operating in nine manufacturing industry sectors in Malaysia. Our findings suggest that OMFSaD plays a key role when interlinked with KAfSM. Furthermore, OMFSaD is significantly associated with SCI and OA, and SCI significantly correlates with OA and partially mediates the relationship between OMFSaD and OA. Our study’s outcomes are consistent with our understanding of IT‐enabled organizational capabilities—thus contributing to dynamic capability theory—and suggest that KAfSM helps to revamp processes, routines, and business operations in frequently changing environments. In this paper, we draw implications for research and practice

The effect of change capability, learning capability and shared leadership on organizational agility

Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment. Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) “Agility and Organization Design: A Diagnostic Framework”. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables. This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future

Systematic e-Service Innovation

Most service innovation attempts end in failure. Systematic e-Service Innovation is the result of a twenty-year program of research to reveal the ‘DNA’ of the successful attempts. The research shows: 1. Most service innovation attempts fail on their first day because they begin from a false understanding of what customers want. Organisations know they are supposed to listen to the ‘voice of the customer’, but, despite massive amounts of digital data capture, they still have little idea what to listen for. 2. The number of service challenges is very finite, and guaranteed that someone, somewhere has already solved your service problem. 3. The most powerful solutions are the ones that successfully eliminate the compromises and trade-offs conventionally viewed as inherent to service operations. 4. There are only a small number of possible strategies for overcoming such contradictions. 5. Service industry strategy, business and market evolution trends follow highly predictable paths