Browsing by Author "Stokes, Peter"

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    Ambidexterity, interoperability and the extreme and normal experiences in emergency service contexts: surfacing dynamics, dialectics and trajectories
    (2017-07-03) Stokes, Peter; Wankhade, Paresh; Tarba, Shlomo Y.
    In recent decades, business, institutional, organizational contexts and environments have witnessed dynamic and radical change and transformations which have affected private and public sectors. These transformations have occurred against a backdrop of emergent crises and a perception that ‘extreme’ events: for instance, wars, terrorism and natural disasters are on the rise. In the public sector, emergency services face particular ‘extreme’ challenges. Unlike many other areas of public service, emergency services frequently deal with macro-situations which might be termed ‘extreme; for example attending scenes of road traffic accidents, fires, rescues, trauma and various forms of crime scene and incident. In contrast to these extreme instances, emergency service members also live in parallel with macro-extreme situations in more micro- everyday ‘normality’ and ‘routine’ within and beyond work. This dialectic of macro-micro situational extreme-normative experience creates a powerful dynamic with which individuals have to live with and negotiate. Furthermore, this extreme-normative experience echoes organizational ambidexterity which describes shifts between predictable exploitative and uncertain explorative environments and new forms of organization. This paper examines these dynamics in a health context (the ambulance service) by engaging and applying an exploitive-explorative conceptual framework of organizational ambidexterity. The research finds that while there is a recognition and acknowledgement of the presence of macro-type extremes in the ambulance service, the role and impact of more micro-situational extremes is less profiled and understood. In particular, it is the dynamic between, the living with, and the handling of, these two aspects of ambulance service workers everyday experience which the paper provides insights.
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    The ambidextrous interaction of RBV-KBV and Regional Social Capital and their impact on SME management
    (Elsevier, 2022-01-18) kraus, Patrick; Stokes, Peter; Moore, Neil; Bernd, Britzelmaier; Tarba, Shlomo; Dekel Dachs, Ofer; Rodgers, Peter
    This paper presents the argument that regional culture, encompassed within intricate forms of social capital, is inextricably linked to the resource-based view (RBV) concept—which is focussed on any inimitable resources possessed by a firm. These encompass knowledge (which pertains to the knowledge-based view – KBV)—including the cultural knowledge and understandings that are specific to a given region—as a key resource that is available to a firm and contributes to make it competitive. This paper presents the conceptual development of the RBV-KBV within an organizational ambidexterity framework and highlights how regional context, the RBV-KBV, and firm dynamics inter-operate. By so doing, it responds to the call to fill an important gap in the literature, underscoring the vital role of the regionally contextualised RBV-KBV. Rather than viewing these contexts as taken-as-given entities, it is important to see them as culturally, socially, and historically constructed and rooted phenomena. Drawing empirically on a series of semi-structured interviews conducted with German manufacturing SMEs in the Baden-Württemberg (BW) region (SW Germany), our study provides novel insights into how SMEs manage resources and regional social capital in order to expand judiciously into international (emerging) markets. In so doing, it presents a novel conceptual ambidextrous organizational framework that shows how companies move from a traditional exploitative and conservative form of regional cultural RBV-KBV to a more explorative and innovative internationalising one. Further, our study also contributes fresh insights into the explorative ‘hidden champions’ phenomenon by showing how the latent BW conservative RBV-KBV and its regional social capital-informed exploitative postures act as persistent moderating drivers of explorative internationalisation.
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    Awakening a Sleeping Issue :Communication Department Structure
    (2015-07-03) Moss, D.; Sriramesh, K.; Stokes, Peter; Aparecida- Ferrari, A.; Likely, F.; Regeer, B.
    Moss, D., Sriramesh, K., Stokes, P.,Aparecida- Ferrari, A., Likely, F., Regeer, B. (2015) ‘Awakening a Sleeping Issue :Communication Department Structure’, An International Study, 22nd International Public Relations Research Symposium
BLEDCOM 2015 - July 3 – 4.
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    Beyond learning by doing: an exploration of critical incidents in outdoor leadership education
    (Taylor and Francis, 2015-08-03) Hickman, Mark; Stokes, Peter
    This paper argues that outdoor leader education and training is characterized by the development of procedural skills at the expense of crucial but usually ignored nontechnical skills (e.g. contextualized decision-making and reflection). This risks producing practitioners with a potentially unsophisticated awareness of the holistic outdoor environment impeding the development of links between theory and practice. This paper analyses the application of critical incident theory to a study of undergraduates in a UK outdoor leadership degree programme in order to examine the processes of developing non-technical reflective skills in the students. The study examines a range of critical incidents in a purposive homogeneous sample of students who were asked to identify and reflect on critical incidents in practice settings of their own choice. These settings spanned from the United Kingdom to remote locations overseas. Qualitative data analysis was carried out using interpretative phenomenological analysis. The findings indicated that outdoor leadership programmes need to develop a broader and holistic skills base rather than concentrate on primarily physical and technical skills. A focus on the critical incident method early in education has the potential to equip practitioners with the holistic and complex set of skills required in the contemporary outdoor workplace. Keywords: context; critical incident; outdoors; reflection
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    Building-up Resilience and Being Effective Leaders in the Workplace—A Systematic Review and Synthesis Model
    (Emerald, 2022-09-16) Yu, Mengye; Wen, Jie; Smith, Simon; Stokes, Peter
    Abstract Purpose: Psychological resilience, defined here as the capacity to bounce back from adversity and failure, has been studied in various leadership contexts. However, the literature demonstrates less consensus concerning how psychological resilience manifests in, and interacts within, the leadership role and, equally, the focus on resilience development is underdeveloped. This paper addresses these issues by focusing on the interactions between psychological resilience and leadership and presents practical development strategies. Design/methodology/approach: A systematic review employing 47 empirical studies followed a thematic synthesis within an associated model encapsulated as: Building-up Resilience and Being Effective. Findings: First, resilience is identified as and aspect that is essential and can benefit individuals and organizations’ work outcomes across leadership contexts, including work performance, job engagement, well-being, and enhanced leadership capability. Secondly, leaders may build up their resilience by obtaining coping skills and improved attitudes toward challenges. The idea of resilient attitudes, which are presented as paradoxical perspectives toward challenges, may help leaders adapt to challenges and adversities, and lead to beneficial outcomes. Originality: Fundamentally, the synthesized model applied may encourage further studies to focus on how to build up resilience and practically apply it in workplaces across leadership contexts. In particular, this study found that adopting paradoxical perspectives and ambidextrous leadership approaches toward adversities is an original resilience development strategy, which serves to contribute to the gap in the literature
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    Business Briefings – Research Methodology
    (Palgrave Macmillan, 2014-12-30) Stokes, Peter; Wall, T.
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    Career Management
    (Sage, 2021-09-08) Singh, Nishant; Bamel, Umesh; Stokes, Peter
    In today's dynamic world, nothing is certain, and things are constantly being changed due to technological advancement and the rise of new demands. It has become very difficult to choose the right path, stick to it and succeed in professional life. The only thing which can help people in this is proper CP and execution (Jiang et al., 2019). Effective CP is the need of the hour and an essential part of the CM process. CP is a continuous process of discovery in which an individual gradually develops his occupational concept as a result of skills or abilities, needs, motivations and aspirations of his value system (Bharti & Rangnekar 2019). CM helps people to understand what they want, what they are capable of and how they can achieve the desired goal in the selected career.
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    Challenging the business case logic for sustainability as an instrument of CSR: Do consumer attitudes in Germany support a business case?
    (Emerald, 2018-07-19) Kraus, Patrick; Britzelmaier, B; Stokes, Peter; Moore, Neil
    Abstract Purpose: The overall goal of this paper is to critique the purported business case for CSR and sustainability, which persists as a major contentious force in convincing companies to become more sustainable. Extant literature on sustainability, CSR and Socially Responsible Investments (SRIs) generally tends to focus on company perspectives decision-making and approaches. This paper considers an alternative and under-developed perspective and examines CSR from a consumer/ public perspective situ-ated in a German context. Methodology/approach: This paper builds a comprehensive literature review and employs a research philo-sophical point of view underpinned by a social constructionist stance. It examines indicators and attitudes towards sustainability and sustainable consumption together with socially responsible investments and considers whether the buying patterns of German consumers may serve as a rationalisation for a potential business case for CSR and sustainability. Findings: While the awareness of consumers of CSR in Germany towards sustainability tends to be generally relatively prima facie high, it is nevertheless noticeable that German consumers are predominately reluctant to pay a price premium for product possessing a superior sustainability performance. From the alternative lens of SRIs, rather than being a replete and widespread phenomenon, they are still largely a niche market.. For these reasons, the potential for the existence of a business case for sustainability, CSR and SRIs tends, in reality to be low, in spite of some populist or survey reports and perceptions. Originality/value of paper: The paper links a consumer perspective with the business case for CSR. Moreover, it focuses on the German context with tends to be underrepresented in international research. Keywords: Business Case, CSR, Sustainable Development, Sustainable Consump-tion, SRIs, Germany
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    Challenging the mechanisms of business
    (Cross Productions, 2023-07-14) Stokes, Peter; Gordon, David; Smith, Kerry
    The Doctor of Business Administration (DBA) programme is aimed at middle and senior managers who want to elevate their careers, senior professionals wanting to add a leading edge to their business, entrepreneurs who aren’t afraid to question how society operates, and those who want to transform businesses by moving into consultancy or non-executive directorship.
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    Change Management in Indo-Japanese Cross-Cultural Collaborative Contexts: Parallels between Traditional Indian Philosophy and Contemporary Japanese Management
    (Emerald, 2017-09-20) Ashok Ashta; Stokes, Peter; Hughes, Paul
    Abstract Purpose: Within the globalised commercial context, Japanese business activity in India has increased significantly. The purpose of this research paper is to highlight common attitudinal traits that would facilitate orientation of Indian executives towards Japanese management methods through, for instance, ‘reverse adaptation’ using an approach other than cultural dimensions that have emerged in recent decades and consider how these play out in change management contexts. Design, Methodology/Approach: A literature review was undertaken and found significant parallels between traditional Indian philosophy and modern Japanese management methods, inter alia long-term orientation, equanimity and nemawashi (pre-arranged participative decision making) and shared spiritual dimensions. The paper employed a methodology of participant observation and semi-structured interview approaches contextualised through lived experience methodology (Van Manen, 2015). These events are described and analysed narratively using a blend of qualitative participant observation and reflexive critical incident review. Findings: The findings, by examining the confluence of Indian and Japanese management, provide an innovative avenue of research and theory for change management. Research Limitations/Implications: The research employs an inductive methodology which employs vignettes to examine Indo-Japanese contexts. The limits to generalisation are recognised within the study. The paper offers important implications on Indo-Japanese collaboration and change management. Practical Implications: These findings have important practical implications for Indian and Japanese managers who will be able to engage better within the dynamics of the Japanese work environment in Japanese subsidiaries in India. These same insights could also potentially facilitate wider examples of working in Japanese environments, either in Japan or outside Japan. At a more general level, the findings are relevant to all foreign investors in India for enhanced employee engagement by providing insights into spiritual values of Indian managers and their impact on change management situations. Social Implications: There is emerging research on how traditional Indian philosophy tenets can be found in modern (Western) management. This paper provides reasons, based in extant literature, to believe that modern Japanese methods can trace their origin in Buddhist Indian philosophical thought and offer important implications for managing change. Originality/Value: The paper offers in-depth original insights into Indo-Japanese collaborative contexts.
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    Comments by Guest Editors, Value Creation Conceptualisation
    (Sage, 2017-11-19) Stokes, Peter; Kabadayi, Sertan
    In the twenty-first century ‘value’ is (re-)emerging as a vital and centrally important phenomenon. While value is, in many ways, a widely recognised and everyday term readily employed in a range of settings, equally, the nuanced myriad potential notions and conceptual understandings of ‘value’ are nevertheless perplexing to circumscribe yet often highly significant. Given the extensive span of, for example, populist, technical, academic, institutional and policy-making understandings of value, there exists, therefore, a rich, diverse and important domain for analysis. Academically, the notion of value has a long pedigree. However, in the contemporary era, business, as in value creation for the business, or value to the business, often aligned with particular subject areas such as Marketing and affiliated notions of, for example, service-dominant logic (SDL) have been predominant concerns in relation to the concept of value. This is perhaps to be expected to in many ways constitutes a natural line of enquiry. At one level, value may be viewed as an inert identifier or simply a label, for, for example, the price attributed or assigned to a given product or service. Here, there is a risk that value becomes equated with limited understandings and historic notions of the differential between labour cost and profit (following, for instance, classical economic analyses of the like of Marx, Smith and Ricardo). In an alternative casting, it is possible useful to consider value as being aligned with a process, or processes (an idea picked up in SDL of course), and equally with the engendering or possessing particular mindsets. Herein, value takes on verbal rather than nominal (i.e. noun-like) significance wherein value concerns adding, evolving, becoming, being, living, experiencing, developing, revealing, facilitating, engendering and indeed creating value. As such the process of value development becomes as much a creative and developmental process as an economic one. It is replete with subjectivities and perceptions, which imbue the communities of organizations from individual through groups and teams to the overall entity per se. Moreover, value can be seen as operating at all levels and at all places in organizations and organizational life. An important distinction, often made in extant literature is the way in which value is viewed by top management tiers and boards in contrast to how value is perceived and engaged with at other points in the organization. Essentially, a key signal here is the degree to which any particular individual, group or agent is involved actively in process of value-creation/creating value. Attempts to encapsulate such variety and richness of approaches and perceptions are often reflected in the efforts of pan-institutional initiatives and governmental policy makers (see by way of illustration the BS 76000 British Standards Institute: Human Resource: Valuing People – Management System – Requirements and Guidance (2015)). In summary, there is a need therefore to exert or progress towards greater understanding and consensus in relation to value definitions globally (inside and outside the domain of business). This embraces ongoing evaluation of the question of whether value is inherent or the result of processes or both, because then, commensurately, effort has to be assigned to each of these questions. If definitions are to elude the field then we must at the very least explore the boundaries of what value may mean. Value exists in many guises and dimensions. The special issue is of course concerned with the idea of value and its creation; however, equally, it signals that it is important to remain mindful of the risks of both conscious and non-conscious value destruction. The denigration and damage to value by individuals and organizations is a pervasive and perpetual risk and this critical dimension of value is considered at various points through the papers in the special issue. Furthermore, value can also be understood in its plural form as ‘values’. Through this lens, we see the emergence of dimensions which present a more social, ethical, qualitative and indeed even moralistic and individually subjective nature. Through such a gaze (Urry and Larsen, 2011) on ‘values’ there is a deliberate move away from an approach which concentrates on the physical and economic attributes of value towards one which could consider the belief systems, ideals and aspirations which may underpin and drive conceptualisations and operationalization of value. Thus, crucially, value as a concept and operationalized lived experience provides a bridge between the oft-cited divide between practitioner and academic communities. In part, this arises because value offers common and shared meanings in everyday life. However, deeper consideration and exploration of value, and moving beyond prima facie understandings, provides a basis of a dialogue on value creation which is of potentially high significance for issues of effectiveness and performance in complex and ambiguity-filled environments of contemporary organizational life and settings. By way of example, diversity on senior management groups and boards surfaces as a potentially key issue in being prepared and responding to these challenges (Grosvold, Brammer and Rayton (2007)). It is important to make a note on the planned nature, intent and selection of the papers in the special issue. Many of the papers are expressly short and the number of papers is deliberately large. This is intentional. While, in some regards ‘value’ is a longstanding and widely debated concept, in many other ways, it is still surprisingly under-appreciated, and perhaps more importantly, not engaged with and implemented sufficiently extensively in organizational and operational settings. Therefore, the present collection aims to offer a montage and series of cameos which will create a platform from which to reassess, collate and redirect the debate and research on value and value creation. The special issue also draws on an array authors who are senior academics, practitioners, managers, consultant and policy-makers in an attempt to underline and illustrate the replete nature of value.
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    The competing dynamics and relationships in corporate and local government agency constructions of place.
    (Slovenian Academy of Management, 2014-05-31) Russell, N.; Adderley, S.; Stokes, Peter; Scott, P.
    This paper explores the dynamics of how private sector business entities and local government bodies perceive and interact with the identity of the locality in which they operate. It identifies tensions and differences in, and consequences of, the dynamics and relationships between how private sector business entities view constructions of ‘place’ and how government and publicly-funded place-marketing organisations portray and promote localities. These issues are examined through the phenomenon, brand and slogan of ‘visit, live, invest’ which is gaining credence in the United Kingdom and elsewhere in the world. The paper develops data using in-depth interviews and a smallscale survey set within an overall interpretivistic case study approach. The data and the case-study demonstrate that, despite the rebranding of the local government agencies as a placemarketing organisation committed to the new ‘live, visit, invest’ initiative and brand agenda, there is an ongoing ‘cultural hangover’ from previous place promotion policies. There are also serious impacts and consequences for relationships between the public and private sectors and with other stakeholders. The prevailing image of UKTown (real name anonymised) by business leaders is one that sees this town fundamentally as a historic, traditional and conservative town. This image has been the product of many years of older style promotion in this vein. While such an image may suggest pleasant aspects of the living environment, it has little to do with corporate image, values and concerns and many private sector business entities do not identity with it. In several instances it is even considered by certain business sectors to be ‘detrimental’ to the need for a dynamic business environment and the forms of relationships and activities these necessitate. The paper indicates a number of strategic moves that could be adopted in order to improve this predicament.
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    Confronting the grand challenge of environmental sustainability within supply chains: How can organizational strategic agility drive environmental innovation?
    (Wiley, 2023-06-16) Bouguerra, Abderaouf; Hughes, Mat; Rodgers, Peter; Stokes, Peter; Tatoglu, Ekrem; Haldun, Ibn
    Supply chains are interconnected, globally distributed, and complex systems that significantly impact the environment and human civilization. Achieving environmental sustainability in supply chains is a grand challenge that requires collaboration and innovation among multiple stakeholders. In this study, we combine the natural-resource-based view (NRBV) and the stakeholder-resource-based view (SRBV) to examine how organizational strategic agility can foster collaborative environmental innovation and enhance environmental sustainability in supply chains. We use data from 758 managers from 185 firms in Turkey, an emerging economy context. We find that organizational strategic agility, enabled by organic organizational structures and regional innovation initiatives, leads to more collaborative environmental innovation with supply partners and higher environmental sustainability performance. Our study contributes to the literature on grand challenges, organizational strategic agility, and innovation management by showing how for-profit firms can leverage their strategic agility to address the grand challenge of environmental sustainability in supply chains. We also find two interventions to promote this form of environmental innovation: developing organizational strategic agility and organic structures within firms and involvement in regional innovation initiatives to stimulate collaborative innovation for environmental sustainability among supply partners.
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    A Consideration of the Dimensions of Servant Leadership in Inter-cultural Contexts: A Focal Case Study of a UK Executive in Japan
    (Springer, 2023-07-16) Ashta, Ashok; Stokes, Peter
    A range of emergent studies have explored the idea of a renewed human-centered society, termed ‘Society 5.0’, and the role therein, of servant leadership. In this regard, in East Asian cultural contexts, existing scholarship does not yet provide sufficient theoretical and practical guidance for intercultural contexts, such as, for example, when a predominantly individualistic UK business culture interacts with generally collectivist Japanese culture. This is an important gap because if Society 5.0 is to be realized then a more in-depth intercultural contextual appreciation and understanding are required. The study examines the UK/Japan setting and adopts a social constructivist epistemology and case study approach to illustrate dimensions of servant leadership (DSLs) manifesting in the lived experience of a United Kingdom business leader in Japan. Connections to business leader training are drawn and the importance of intercultural dyad specificity is highlighted. The study is also important because recent widespread exposure of various global corporate scandals creates a view that many business leaders care only for themselves or organizational profits, especially in individualistic-orientated societies. This original case study research herein commences the process of developing detailed and focal studies on underpinning drivers and raises hope that ethical behavior, as comprised in the DSLs, can potentially manifest in an individualistic UK/collectivist Japan intercultural dyad context. Keywords: Society 5.0, Servant leadership, United Kingdom, Japan, Cross-cultural management; inter-cultural leadership; international business, case study  
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    Constructing Consumer-Masstige Brand Relationships in a Volatile Social Reality
    (Elsevier, 2022-10-11) Moorlock, Emily; Dekel-Dachs, Ofer; Stokes, Peter; Larsen, Gretchen
    This article conceptualises how consumers construct their relationships with masstige brands. Drawing on a two-stage methodology of consumer interviews and online content analysis of brands’ social media pages, we offer innovative insight into how consumers navigate consumer-masstige brand relationships (CMBRs). We present CMBRs as multiple, dynamic and capricious relationships, departing from the view of enduring brand relationships as monogamous marriages. The unique symbolic nature and more central role of masstige brands in consumers’ identity projects, make CMBRs more intense and transient. The findings illustrate that ‘masstige’ brand status is continually negotiated within a complex web of on- and off-line dialogues between multiple actors (the consumer, masstige brand, other consumers and other brands (masstige, low/middle market and luxury)). Consumers expect masstige brands to be more responsive to their needs. The role of marketers as collaborators and enablers in consumers’ identity projects is therefore more intense in CMBRs.
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    The consumer journey in The Digital Age: the challenges faced by destination and place marketing agencies
    (Inderscience, 2017-03-03) Scott, Peter; Scott, Tasmin; Stokes, Peter; Moore, Neil; Smith, Simon; Rowland, Caroline; Ward, Tony
    Abstract: This conceptual paper evolved from an extensive literature review and a consultancy project conducted via a UK University Business School/commercial sector collaboration. The paper explores how the digital age is presenting challenges for destination and place marketing agencies. Key trends in consumer behaviour are identified and their significance is examined. The context is largely the European tourism sector with a particular focus on the UK. The paper argues that many place and destination marketing agencies are not responding to the challenges of the digital era. With this as the backdrop, a novel conceptualisation of the customer journey model is offered which can be tested empirically. A vignette supports the model and this illustrates the complexities in consumer behaviour that are involved in a decision over where to take a city break. The paper concludes with strategic recommendations for destination and place marketing agencies.
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    Corporate performance: does board independence matter?-Indian evidence
    (Emerald, 2018-01-12) Haldar, A.; Shah, R; Stokes, Peter; Demirbas, D; Dardour, A; Rao, N.
    ABSTRACT • Purpose This paper attempts to examine the efficacy of the presence of independent board directors on firm value in India. • Design/methodology/approach The study utilised panel regression models on large listed Indian companies to investigate the impact on firm value due to the presence of independent directors. • Findings The findings suggest that independent board directors in Indian contexts do not significantly affect firm value. Practical implications The study has implications for the formulation of regulation related to appointment of independent directors and the extent of their representation on the board for them to be effective. • Social implications The proportion of independent directors on the board of the firm is influenced by the trade-off between the cost of having independent directors on the board versus the benefits to the firm and society. • Originality/value Impact of independent director on firm value in highly concentrated ownership remains ambiguous. Classification: Research Paper *Keywords: Corporate Governance, Board Independence, Firm Value, India.
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    Corporate Social Responsibility in mittelständischen Unternehmen: Eine synoptische Betrachtung
    (Springer, 2015-06-30) Kraus, Patrick; Britzelmaier, Bernd; Moore, Neil; Stokes, Peter
    Abstract attachment pending
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    Creating Value – Value Co-Creation and Value Destruction
    (EFMD, 2018-06-10) Stokes, Peter; Mahajan, Gautam; Lucas, Gerardus; Hughes, Paul
    Historically, value has been understood largely in economic terms centred on, for example, notions of price, cost, profits and shareholder wealth. However, contemporary understandings of value also point at value being created through and around products and, above all, services, experiences and relationships involved in creating good, or improving the well-being of people and situations which are considered valuable by various stakeholders.