Authentic Assessment in the Curriculum: Employability & Contemporary Issues within Higher Education Business Schools

Employability is a key component within the curriculum of UK Higher Education Institutions (HEIs) with the recently introduced Teaching Excellence Framework (TEF) reforms focusing on employability as well as government benchmarking with an emphasis on graduate salary outcomes and value for money. This can potentially have major implications for university business schools as they will face competitive challenges from peer universities and by employers recruiting school and college leavers. Greater use of authentic assessment using reports, business plans, etc. could address the issue. This study will conduct a literature review of authentic assessment in the context of a millennial workforce and employers that are moving away from degree classification as their primary graduate recruitment filtering criterion

Visual Performance Management: Does it work in Public Service Organisations?

Visual Performance Management (VPM) has been prominent within Lean manufacturing environments for a number of decades, but its use has only recently started to emerge in service organisations. We consider the transition of VPM approaches to service environments and, utilising a case study method with two public service organisations, we explore four aspects of visual performance implementation. We start by exploring the strategic drivers for VPM adoption, the transparency of VPM, the performance management approach used, and changes in organisational effectiveness resulting from the introduction of VPM. Findings indicate that VPM approaches do work within public service environments, and have a tangible impact on management, but strategic alignment and data integrity are common concerns, and should be considered essential prerequisites

The Evolving Role of Information Specialists as Change Agents in Performance Management: A Cross Disciplinary Study

This paper aims to explore the changing role of the Information Specialist (ISp) in the implementation of business performance improvement through business process re-engineering (BPR) initiatives. The paper will begin by examining the evolution of BPR and then discuss the changing role of the ISp. Technology enabled Performance Management (PM) and its strategic implications are found to be key to measuring the effectiveness of BPR and the role of the ISp is a vital part of this. Through a literature review and case based empirical evidence a conceptual framework is developed to appraise the role of the ISp

Financialization and the third sector: Innovation in social housing bond markets

The recent global financial crisis has seen investors turn away from real-estate bonds, given their role in distributing risk during the crisis. However, since 2009, a new type of real-estate bond market has grown in London, enabling social housing groups to issue bonds. This could be viewed as further evidence of the extension of financialization practices into new spaces, beyond those of traditional capital markets and associated intermediaries. In this paper, we examine how financialization has begun to permeate the third sector, reordering the priority of housing associations' values, displacing social value creation with the economic. We highlight how reduced state funding has led social housing providers to become more reliant on capital market intermediaries, and explore how locally orientated social housing associations have become embedded within wider financial networks. While policy makers have viewed financial markets as a panacea to fund social housing developments in an age of austerity, tensions have emerged, requiring localized social housing organizations to become more commercial in their activities, jeopardizing their ability to protect vulnerable communities through social value creation

Examining the influence of servant and entrepreneurial leadership on the work outcomes of employees in social enterprises

The present study examines the relative influence of two distinct leadership styles, servant leadership and entrepreneurial leadership, on the organizational commitment and innovative behavior of employees working in social enterprises. Analyzing data from 169 employees and 42 social entrepreneurs, we found that, although servant leadership was positively related to followers’ organizational commitment, the relationship between entrepreneurial leadership and organizational commitment was insignificant. In contrast, whilst we found evidence that entrepreneurial leadership was positively related to followers’ innovative behavior, the relationship between servant leadership and employees’ innovative behavior was insignificant. Our research contributes to the underdeveloped literature on leadership in social enterprises by exploring the relative effectiveness of different leadership styles (namely an entrepreneurial leadership style and a servant leadership style) in promoting follower work attitudes and behaviors in social enterprises. In addition, our research demonstrates the importance of leadership over and above followers’ individual differences such as pro-social motivation and creative self-efficacy

Development of a community e-portal constellation: Queensland Smart Region Initiative

A community e-portal facilitates dynamic (developing), value (financial and non-financial), constellation (collaborative networks), which supports community integration and economic growth. The OECD has identified that social cohesion rather than narrow economic gain is the most significant outcome for societies where all citizens, through learning and the transfer of knowledge, skills and attitudes, leads to becoming more effective and proactive participants in civil and economic processes. In this work, action research facilitated design, development, and implementation of a community-portal dynamic-value constellation to support networked value chains, community, and local government connectivity. The research gives insights through working closely with stakeholders. The research domain represents a novel value creation model, incorporating technologies and solutions in the context of virtual enterprises, partnerships and joint ventures and other market-driven value constellations, where partners dynamically come together in response to or in anticipation of new market opportunities. Such constellations, however, bring with them significant operational and logistical challenges, about which there has been very little prior knowledge

Rethinking the top-line and realignment of the bottom-line in a post-Covid landscape

The disruption caused by the Covid-19 pandemic on the global markets, supply chains and the subsequent shifts in the way that customers purchase is changing the way companies are doing business. There has been a pervading trend towards the digitalisation of businesses embracing omni-channel strategies and the concept of “phygital” which combines the physical and digital aspects. The pandemic and the social distancing controls is providing a catalyst for the realignment of corporate strategies that address the “go to market”, the cost of doing business and the corporate and transfer pricing policies of the business. A case study using a €200M apparel company proposes a solution rethinking the top-line strategies as a response of the evolution of the sales channels and the subsequent realignment of the bottom-line, which include the cost and control structures, and the corporate and transfer pricing models

Twenty-first century supply chain management: a multiple case study analysis within the UK aerospace industry

In recent years, to stimulate the development of Lean Supply Chain Management (SCM) in SMEs, the UK aerospace industry has developed a change programme named “Supply Chains for the 21st century” (SC21). This programme promotes the use of a simple standard improvement framework, which defines performance goals and standardizes the approaches and tools for continuous sustainable improvement. However, its effective impact on Lean SCM and performance measurement systems (PMS) has not been widely covered in the literature. Adopting a qualitative research methodology approach, this study investigates five significant organizations to explore and contribute to knowledge on Lean SCM and PMS challenges related to the adoption of the SC21 programme. From an academic point of view, the paper highlights the key role of SC21 in accelerating the competitiveness of the aerospace industry by fostering managerial development of supply chain partners. In particular, it highlights the importance of PMS as well as collaboration between supply chain partners for efficient and effective SCM. From a practitioner’s perspective, the SC21 performance award is highlighted as a very successful approach in bridging the gap of differing agendas between supply chain partners. SMEs, with support from their larger supply chain partners, can embrace performance measurement practices to improve their performance. More established SMEs with a headcount of more than 50 employees are capable of developing and documenting strategic plans and more sophisticated PMS