International journal of Management Practice: a retrospective analysis for the future

International Journal of Management Practice (IJMP) is one of the main stream journal products under the banner of the esteemed publisher InderScience. It focuses on the pragmatics of informing management action/practice, translating existing theories into forms relevant, digestible and amenable to practical action, besides developing new insights by developing and examining leading edge managerial practices to enhance organisational performance. Since inception, IJMP has been a double-blind, peer-reviewed journal, and has been active in the areas of strategy, human resource management, small business management, etc. IJMP1 is indexed in Scopus (Elsevier) and other scientific databases (Academic OneFile, cnpLINKer, Expanded Academic ASAP and OneFile Business). It had a CiteScore of 0.8 in 2020. Recently, several journals (Martínez-López et al., 2018; Gaviria-Marin et al., 2018; Farrukh et al., 2020) have developed bibliometric and retrospective analyses to understand contemporary research topics. In line with these journals (Burton et al., 2016; Vošner et al., 2016; Donthu et al., 2020), we propose the first retrospective scrutiny on IJMP. The aim of this retrospective analysis is to understand the evolution of the IJMP and future research trends (Schwert, 1993; Merigó et al., 2015)

Understanding the Impact of the Ecological Transaction on the Human Capital of University Students: A Cross-Country Analysis

Firm live in an increasingly competitive environment is subject to rapid change. Hence, new skills and knowledge in sustainability and green management practices represent new competitive levers. For this reason, it is necessary to train a new generation of workers and managers oriented towards these new practices. In this respect, Universities hold the most suitable means for training young workers and managers. The current study aims at examining how universities are responding to the needs of a new human capital. The study is based on the exploratory and inductive methodologies through a multi-step methodological process, a questionnaire was administered to university students from 4 different countries (Georgia, Hungary, Ukraine and Italy). This study offers several elements of originality. In particular, a multilevel analysis is offered on the educational needs of students in terms of sustainability and green management skills. Furthermore, a comparative analysis between 4 different countries is offered. The findings of this study offer interesting practical implications. In particular, the results highlight that university students are interested in deepening their preparation on sustainability issues to increase their employability. In addition, the results can suggest indications to university managers and decision makers to guide the educational offe

A Survey on Knowledge Management in Universities in the QS Rankings: E-learning and MOOCs

Purpose – Many public organizations are employing Information Technology “IT” in Knowledge Management “KM” (Silwattananusarn and Tuamsuk, 2012; Alavi and Leidner, 2001; Chatti et al., 2007). Within universities, the use of IT could be an enabler to create and facilitate the development of knowledge (Joia, 2000; Garcia, 2007; Tian et al., 2009; Sandelands, 1997); to improve knowledge sharing (Aurelie Bechina Arntzen et al., 2009; Alavi and Gallupe, 2003); to develop communities of practice (Adams and Freeman, 2000). In the educational organizations IT is also a tool to improve the quality of learning (EC, 2000). E-learning is based on digital technologies (Aspen Institute Italy, 2014), through multiple teaching methods (Derouin et al., 2005), as tools for KM (Wild et al., 2002). The websites of some universities allows anyone to follow free lessons, through the internet. These types of free online courses are known as Massive Open Online Courses „MOOCs“ (EC, 2014; Sinclair et al., 2015). The purpose of this study is to verify the type of teaching adopted by European universities and understand how training through e-learning can improve the processes of transmission and sharing of knowledge allowing everyone, not only to students, to take lessons through the web. Design/methodology/approach – The analysis allows detecting data on universities by region through the study of the websites of the top 100 European universities present in a ranking called Quacquarelli Symonds, “QS World University Rankings 2015/16”. The method used to collect the data was marked by the creation of a specific database in which are inserted, for each university, different information: status (public/private), size, age, number of enrolled students, references on websites. In this Excel spreadsheet was also taken into account the type of educational offer provided by each university, with particular reference to the provision of online courses and courses open to all. Originality/value – The article aims to provide a detailed study on the use of technology in the educational context. The exploration allows you to design, within other universities unranked, styles of teaching online to share knowledge. Practical implications – The survey, currently, is the first step of a larger project which aims to analyse the different types of e-learning platforms used by 100 universities in the European rankings QS to make teaching online. From the results of this first phase, it has emerged that all the surveyed European universities provide training not only through classroom lessons, but also with a variety of courses through e-learning even for free through MOOCs

A Survey on Knowledge Management in Universities in the QS Rankings: E-learning and MOOCs

Purpose – Many public organizations are employing Information Technology “IT” in Knowledge Management “KM” (Silwattananusarn and Tuamsuk, 2012; Alavi and Leidner, 2001; Chatti et al., 2007). Within universities, the use of IT could be an enabler to create and facilitate the development of knowledge (Joia, 2000; Garcia, 2007; Tian et al., 2009; Sandelands, 1997); to improve knowledge sharing (Aurelie Bechina Arntzen et al., 2009; Alavi and Gallupe, 2003); to develop communities of practice (Adams and Freeman, 2000). In the educational organizations IT is also a tool to improve the quality of learning (EC, 2000). E-learning is based on digital technologies (Aspen Institute Italy, 2014), through multiple teaching methods (Derouin et al., 2005), as tools for KM (Wild et al., 2002). The websites of some universities allows anyone to follow free lessons, through the internet. These types of free online courses are known as Massive Open Online Courses „MOOCs“ (EC, 2014; Sinclair et al., 2015). The purpose of this study is to verify the type of teaching adopted by European universities and understand how training through e-learning can improve the processes of transmission and sharing of knowledge allowing everyone, not only to students, to take lessons through the web. Design/methodology/approach – The analysis allows detecting data on universities by region through the study of the websites of the top 100 European universities present in a ranking called Quacquarelli Symonds, “QS World University Rankings 2015/16”. The method used to collect the data was marked by the creation of a specific database in which are inserted, for each university, different information: status (public/private), size, age, number of enrolled students, references on websites. In this Excel spreadsheet was also taken into account the type of educational offer provided by each university, with particular reference to the provision of online courses and courses open to all. Originality/value – The article aims to provide a detailed study on the use of technology in the educational context. The exploration allows you to design, within other universities unranked, styles of teaching online to share knowledge. Practical implications – The survey, currently, is the first step of a larger project which aims to analyse the different types of e-learning platforms used by 100 universities in the European rankings QS to make teaching online. From the results of this first phase, it has emerged that all the surveyed European universities provide training not only through classroom lessons, but also with a variety of courses through e-learning even for free through MOOCs

Digitalize Work in Health Organization during pandemic Covid-19

Covid-19 has impacted many aspects of daily life. The behaviors of organizations had to adopt this evolution. The Covid-19 emergency has put Smart Working at the center of attention. Working remotely made it possible to cope with the limitations due to the current health emergency while guaranteeing business continuity. This new intelligent mode is increasingly leading to the spread of autonomous, subjective and decentralized forms of work. Technological progress offers rapid access to information and reduces space-time constraints. Modern technologies put at the service of a new way of working, as experienced during the pandemic, allow the worker to manage the organization of space and the execution time of his employment in complete autonomy. On this basis, the work in progress study seeks to provide useful information to improve practices in the field of smart work, to better investigate the phenomenon in the healthcare sector, a field that has not been explored and debated in the literature

Shock da Covid-19 e stili di gestione del conflitto: Un’analisi empirica sui dirigenti medici

I grandi shock esterni del XXI secolo hanno imposto alle organizzazioni un ripensamento delle proprie configurazioni ed una maggiore focalizzazione sulle proprie fragilità. Il più recente shock è stato determinato dalla pandemia da coronavirus SARS-CoV-2 (più comunemente denominato “Covid-19”); nel marzo 2020, l’Organizzazione Mondiale della Sanità (OMS) ha dichiarato lo stato di pandemia globale causato dal coronavirus SARS-CoV-2 (OMS, 2020), finendo per modificare profondamente routine, abitudini e comportamenti delle persone, sia nell’ambito sociale e familiare sia nell’ambito lavorativo e professionale. \L’impatto maggiore del Covid-19, ha avuto le conseguenze più profonde sulle organizzazioni sanitarie che, in pochissimo tempo e con grande incertezza rispetto al futuro, hanno dovuto adottare azioni urgenti e non programmabili. Questo improvviso “shock” nelle organizzazioni sanitarie e i continui cambiamenti, possono essere all’origine dei conflitti nei team di lavoro (Vesperi, et al.,2020; Dopson et al., 2002; Rees e Kinnersley, 1996; Forbes e Prime, 1999; Lopopopolo et al., 2004; Raykova et al., 2015; Lerro 2012). Nelle organizzazioni sanitarie comprendere e gestire il conflitto è fondamentale, in quanto, i conflitti vanno ad influenzare la qualità dell’assistenza sia direttamente (ritardi nell’erogazione dell’assistenza sanitaria, mancata fornitura di cure essenziali ai pazienti) sia indirettamente (gli operatori sanitari si sentono demotivati e mostrano atteggiamenti negativi nei confronti dei pazienti). Inoltre, è stato dimostrato come i conflitti all’interno dell’assistenza sanitaria hanno un impatto negativo sull’amministrazione ospedaliera e sul sistema economico locale e portano a maggiori responsabilità per l’organizzazione (Forté, 1997; Rosenstein, 2011; Aberese-Ako et al.; 2015). Gran parte della letteratura nel campo degli studi organizzativi ha sottolineato il ruolo cruciale dei conflitti visto sotto una duplice veste, funzionale da un lato, e disfunzionale dall’altro (Brown e Brown, 1983). Capozilli (1999) e Darling e Fogliasso (1999) hanno riscontrato che la presenza di conflitto non sempre produce performance negative, anzi, in alcuni casi, può migliorare le stesse. Quando il conflitto viene riconosciuto ed adeguatamente gestito, sorgono vantaggi personali e organizzativi (Silverthorne, 2005; Özkalp et al, 2009); per questo motivo, la gestione dei conflitti diventa una capacità organizzativa fondamentale, per promuovere rapporti di lavoro positivi e collaborativi, soprattutto in un contesto complesso e dinamico (Hillhouse e Adler 1997). Su tali premesse, l’obiettivo del presente lavoro è quello di comprendere – attraverso un’analisi empirica condotta sui dirigenti medici delle aziende ospedaliere pubbliche e private del Sistema Sanitario Calabrese – quale stile di gestione del conflitto venga preferito, con un confronto temporale in due diversi momenti prima e durante lo shock da Covid-19

Digital (Re)Evolution In An Italian Public Administration: Some Implications In Pandemic Era

Nowadays, the COVID-19 pandemic condition has generated an acceleration of change in public administration. The challenges around the COVID‐19 pandemic have further spurred public organizations into action by increasing their awareness of the need to accelerate digital transformation. The digital revolution in public administration is defined as e-government . The context of public administration appears to be increasingly complex and requires skills able to better manage the digital transformation under-way. The role of the Human Resources Manager, in this particular historical phase, in which the work is digitalized, is transformed. The figure of the Human Resources Manager (HR Manager) overlaps with that of the Chief Digital Officier (CDO). In recent years, the role of the Chief Digital Officer has emerged and attracted scholars’ attention. However, the role of the CDO is still in its nascent and not well-defined stages, the role means different things for different organizations. On this basis, the main objective of the research is understanding if the HR manager is also a CDO in this historical phase in public organizations; trying to understand if the CDO is going to play the role of change agent in these organizations. This study is based on qualitative analysis

Knowledge management in virtual community: some implications in COVID-19 pandemic

To reduce the COVID-19 contagion, the organizations have had to implement new organizational models based on the technology intensive, social distance and the reduction of face-to-face contacts. These conditions have led to the creation of virtual communities. A Virtual Community (VC) can be defined as a social entity which, using ICT, allows the sharing and transfer of knowledge between members of the community, bridging the geographical distance. VC are based on a Human-Device-Human interaction. For this reason, VC are based on the continuous and active participation of members, a rapid access to shared knowledge and reciprocity of information. Also in the healthcare sector, there has been the creation of VC. A VC in the healthcare sector aims to share knowledge related to the delivery of health services, provide support and discuss problems related to health and treatment, share documents and consult doctors. Few studies have focused on the VC in the healthcare sector, from the perspective of knowledge management. This study aims to identify and understand the elements of the VC in the healthcare sector. An explorative-qualitative methodology was used. Mobile applications (M-apps) created by public authorities in Italy were analyzed. The results highlighted that the VC, through the M-apps, is a complex system characterized by a reciprocal relationship between the members. Some aspects, such as trust and functionality of the M-app and speed of response, can allow the success of the virtual community. M-apps are a useful tool for KM and enable to support healthcare sector

Analisi dei modelli organizzativi di risposta al COVID-19 in Italia: evidenze da 2 anni di ISTANT REPORT Altems

Sistematizzazione e pubblicazione settimanalmente un report per analizzare in modo sistemico e comparativo i modelli di risposta adottati dalle Regioni in risposta all'emergenza da COVID- 1