Go,Team! Using Teams to Manage Electronic Resources

The increasing prevalence of ejournals in library collections has impacted many aspects of library operations. Libraries have had to rethink workflows, processes, staffing needs, and other factors to account for the differences between print and online journals. The management of ejournals can often cross departmental boundaries and bring into question current workflow. To address the changing landscape of journal management, the University at Albany Libraries developed two teams: one to implement batchloading ejournal records and a second to address ongoing management and related policies. As a result of using a team approach for these responsibilities, the University Libraries was able to streamline processes, reduce duplication of effort across departments, coordinate policies and procedures, improve communication, and develop best practices.     

Exploring social constructions of followership: A qualitative study

This study adopts a qualitative approach to deconstruct the meaning of followership. Interviews were conducted with employees in various industries to examine how individuals socially construct their roles as followers and to explore followership schemas and contextual influences that relate to these constructions. Results suggest that while some individuals socially construct definitions around passivity, deference and obedience, others emphasize the importance of constructively questioning and challenging their leaders. With regard to personal qualities that are thought to make followers effective, major themes such as obedience, expressing opinions, and taking initiative were found to be most disparate across different groups of followers. Results also revealed that contextual factors may affect both followership constructions and behavior in the follower role. These findings have important implications regarding a need to examine the construct of followership in leadership research, as well as raise interesting possibilities for advancing an “expanded” view of leadership in organizations.     

Segments of Self and Other: The Magyar Hungarian Case

Using a case study from the border region of southeast Hungary, this paper makes the argument that national identity is experienced as a segmented structure of Selves and Others of varying social distances, rather than a binary Self and Other. It also posits that only some of these Others, those perceived to be the most familiar and threatening, are useful for members of a nation to use in thinking about themselves, either in alliance or opposition. In this Hungarian case, the most useful Others for defining Hungarian identity in alliance and opposition are, respectively, the Western and Balkan Other .     

Global operations strategy: Coordinating manufacturing networks

This paper presents a concept that describes how companies can manage their international operations so as to facilitate the coordination of their manufacturing networks. The research presented originates from a model that was developed at the Swedish telecommunications company Ericsson in the mid-1990s, but has since then been further elaborated. More specifically, the purpose of this paper is to show how Ericsson Radio Systems incorporated the recent research on manufacturing networks found in literature in their global operations strategy, and to present the conceptual model that was the result of these efforts. The conceptual model described in this paper focuses on the blending of cost competitiveness, flexibility, and innovativeness; a combination termed the “transnational solution” in the literature. In addition to a literature review on manufacturing networks and global operations and the proposed conceptual model, the paper also contains a case illustration showing how Ericsson has implemented a version of the conceptual model so that their global operations strategy realizes the transnational solution.     

A Test of Basic Assumptions of Affective Events Theory (AET) in Call Centre Work1

Based on data from 2091 call centre representatives working in 85 call centres in the UK, central assumptions of affective events theory (AET) are tested. AET predicts that specific features of work (e.g. autonomy) have an impact on the arousal of emotions and moods at work that, in turn, co‐determine job satisfaction of employees. AET further proposes that job satisfaction is an evaluative judgement that mainly explains cognitive‐based behaviour, whereas emotions and moods better predict affective‐based behaviour. The results support these assumptions. A clear separation of key constructs (job satisfaction, positive and negative emotions) was possible. Moreover, correlations between several work features (e.g. supervisory support) and job satisfaction were, in part, mediated by work emotions, even when controlling for gender, age, call centre type (in‐house versus outsourced centres) and call centre size. Predictions regarding consequences of satisfaction and affect were partly corroborated as continuance commitment was more strongly related to job satisfaction than to positive emotions. In addition, affective commitment and health complaints were related to both emotions and job satisfaction to the same extent. Thus, AET is a fruitful framework for explaining why and how specific management strategies used for designing work features influence important organizational attitudes and well‐being of employees.     

The influence of the birthplace and models of care on midwifery practice for the management of women in labour

This paper will examine how the settings in which midwives practice (the birthplace) and models of care affect midwives’ decision making during the management of labour. One-hundred-and-four independent, team and hospital based midwives and 100 low obstetric risk nulliparous women to whom labour care was provided were surveyed. These midwives and women resided in the Auckland metropolitan area of New Zealand. The majority of midwives who participated worked in models of care which provided women with continuity of carer and care, however, this was not found to influence the way the midwives provided labour care. Instead, practice was found to be relatively homogenous regardless of whether the midwives worked in independent, team, or hospital-based practice. The birthplace setting in which the labour care took place did influence midwifery practice. The majority of midwives provided labour care in large obstetric hospitals and identified practices dominated by the medical model of care. Practice was described as being influenced by intervention and the need for technology, however, this did not prevent the majority of women from perceiving they were actively involved in the decision making process and that they worked in partnership with their midwives. Closer examination of the midwives’ decision making processes whilst providing the labour care revealed that the midwives’ individual decisions were influenced by the needs of the women rather than the hospital protocols. What became evident was that the midwives in this study had adopted a humanistic approach to care whereby technology was used alongside relationship-centred care.