Suchergebnisse

The 2008 global financial crisis is described as the deepest the world has experienced since the stock market crash in 1930s. This has led to a liquidity shortfall and solvency problems for most banking systems across the globe (Otero-Iglesias 2015; Soriano 2011). The crisis has mostly been concentrated on the financial systems of US and Europe, and although it did not affect all EU countries with the same intensity, its aftermaths were almost identical to all EU member states, including Greece (EC 2012). Precisely for the Greek case, due to the unprecedented Greek debt crisis and the subsequent recession, the domestic economy has been struggling against bankruptcy. In response to the political pressures from the International Monetary Fund, the European Commission and the European Central Bank, the Greek banking sector underwent a momentous structural transformation through tremendous business amalgamations, the rationalisation of most banks' branch network, and extensive retrenchment implementations, all of which radically changed the domestic banking landscape. This paper examines the impact of employees work-related attitudes (namely their organisational commitment, job satisfaction and psychological contract breach) on their EVLN behavioural responses towards the organisational changes introduced in the Greek banking sector. The paper aims to advance our understanding on human behaviour within organisations operating under business and economic uncertainty and complexity. To serve its purpose, the study aims at addressing the following research question:  What is the impact of work-related attitudes on employees' EVLN behavioural responses? This paper adopts the positivism paradigm and a quantitative approach. A questionnaire survey distributed to 1,500 employees in Greek banks. Data collected from a sample of 1,259 responses returned, and data analysed by carrying out Structural Equation Modelling (SEM) using the AMOS statistical software. Contrary to prior research examined the process of planning and implementating organisational change at organisational levels (Armenakis and Bedeian 1999; Weick and Quinn 1999), this study follows a more anthropocentric approach by focusing at a micro-level (individuals) within organisations to examine their attitudes, behaviours and cognitions (Vakola 2013; Oreg et al. 2011; Armenakis et al. 2007; Cunningham 2006; Rafferty and Griffin 2006;). The significance of understanding individuals' responses to organisational change is of a great importance as their responses are determined by the extent to which they embrace organisational change, and therefore these behaviours could determine its smooth and successful implementation.

This article describes a case study on a project to create cooperation between international (EU) and national governments, small and large enterprises, universities and non-governmental charitable and social organizations. It explains the nature of the project and investigates the implications of the project for the discourse concerning the Triple Helix. The project, still in progress at the time of writing, required the stimulation of large scale and pervasive innovative responses to the challenge of aging populations in European countries, particularly as regards the creation of appropriate homes and neighborhoods that will enable the new generation of older adults to live well, happily and healthily. People in this new generation is conventionally referred to as baby boomers, the largest, longest lived, healthiest, wealthiest, longest working older generation that Europe has ever seen. The paper describes the first stage of the project - the creation of an inclusive dialogue between the different parties. Then it presents a discussion of the learnings from the case study for organizers of other similar dialogues, based upon an in-depth interview with the initiator of the project, who is also one of this article's co-authors. It also proposes a new configuration of Triple Helix model. We conclude this paper by presenting a question that Triple Helix participants as agents of change will have to answer in the future.

This article describes a case study on a project to create cooperation between international (EU) and national governments, small and large enterprises, universities and non-governmental charitable and social organizations. It explains the nature of the project and investigates the implications of the project for the discourse concerning the Triple Helix. The project, still in progress at the time of writing, required the stimulation of large scale and pervasive innovative responses to the challenge of aging populations in European countries, particularly as regards the creation of appropriate homes and neighborhoods that will enable the new generation of older adults to live well, happily and healthily. People in this new generation is conventionally referred to as baby boomers, the largest, longest lived, healthiest, wealthiest, longest working older generation that Europe has ever seen. The paper describes the first stage of the project - the creation of an inclusive dialogue between the different parties. Then it presents a discussion of the learnings from the case study for organizers of other similar dialogues, based upon an in-depth interview with the initiator of the project, who is also one of this article's co-authors. It also proposes a new configuration of Triple Helix model. We conclude this paper by presenting a question that Triple Helix participants as agents of change will have to answer in the future.

PurposeDrawing on the social exchange theory, this study aims to explore line managers' perceptions of diversity management, as well as their perceptions of their role and responsibilities in shaping and implementing diversity practices. The senior management's leadership support, as it is perceived by line managers, in assisting them to manage diversity successfully is also examined.Design/methodology/approachSemi-structured interviews with 51 line managers across different sectors in the UK were conducted to address the following three research questions. First, how do line managers perceive diversity management? Second, what are the actual roles and responsibilities of line managers in shaping diversity practices' implementation? Third, how do leadership interactions within the organisation influence line managers' perceptions of diversity practices?FindingsLine managers present high levels of personal determination and commitment towards diversity supplemented by a consensus on the strategic role of leadership in relation to diversity management. In addition, poor levels of organisational support, leadership values and style are identified; all highly related to their ability to deliver results and, most importantly, to form effective relationships in the workplace.Research limitations/implicationsData included line managers' views but not senior managers' perspectives, thus limiting the study in identifying the holistic impact of social exchanges in shaping effective relations. In addition, quantitative research could test and enhance the generalisability of existing findings.Practical implicationsInvesting in social relationships can positively influence line managers' ability to deliver results. Action is required at the organisational level by senior management to support and recognise line managers' critical roles to enable them to apply and promote diversity management.Originality/valueThese findings address a theoretical gap relating to the evaluation of the critical role played by line managers in the delivery of diversity practices. The study further demonstrates how social exchange relationships can influence line managers' perceptions of diversity management, an unexplored area within the diversity literature.

This paper investigates the strategic decision making process (SDMP) of Greek banks' top management in the context of profound organisational changes introduced in 2012 due to the aftermath of the 2008 global financial crisis. It focuses on the impact of three key dimensions of the SDMP, namely, rationality, intuition and political behaviour, relating to four changes introduced, namely, mergers and acquisitions, branch network rationalisation, integration of information technology (IT) and downsizing of operations and personnel. A survey questionnaire was conducted, targeting Greek banks' top management. Out of 140 questionnaires, 78 were returned, a 55.71% response rate. Data was analysed using structural equation modelling. Research findings identify rationality as a key dimension of SDMP for all organisational changes, as there was high focus on identifying and analysing all required information, use of external financial advisors, and reliance on multiple methods of information gathering. Decision-makers used their intuition in the form of past experience when making acquisition decisions, whilst their personal judgment and "inner voice" were neglected. Finally, political behaviour was not displayed during this process, as decision-makers were open with each other about their interests and preferences, and there was no bargaining, negotiation or use of power amongst them. One limitation was that of not considering all the factors that might help measure SDMP. Also, this study was conducted in a period of political and financial uncertainty for Greek banks, as well as for the Greek economy in general, so findings may not be generalizable to other industries and countries. Conducting interviews could have offered deeper insight as well. This study's value lies in the fact that the organisational changes were determined by Greece's leaders, and thus the Greek banks had to operate under a dynamic, inflexible and non-autonomous environment. Also, this study extends prior SDMP research by examining the impact of the three key SDMP dimensions on four types of organisational change.

This paper investigates the strategic decision making process (SDMP) of Greek banks' top management in the context of profound organisational changes introduced in 2012 due to the aftermath of the 2008 global financial crisis. It focuses on the impact of three key dimensions of the SDMP, namely, rationality, intuition and political behaviour, relating to four changes introduced, namely, mergers and acquisitions, branch network rationalisation, integration of information technology (IT) and downsizing of operations and personnel. A survey questionnaire was conducted, targeting Greek banks' top management. Out of 140 questionnaires, 78 were returned, a 55.71% response rate. Data was analysed using structural equation modelling. Research findings identify rationality as a key dimension of SDMP for all organisational changes, as there was high focus on identifying and analysing all required information, use of external financial advisors, and reliance on multiple methods of information gathering. Decision-makers used their intuition in the form of past experience when making acquisition decisions, whilst their personal judgment and "inner voice" were neglected. Finally, political behaviour was not displayed during this process, as decision-makers were open with each other about their interests and preferences, and there was no bargaining, negotiation or use of power amongst them. One limitation was that of not considering all the factors that might help measure SDMP. Also, this study was conducted in a period of political and financial uncertainty for Greek banks, as well as for the Greek economy in general, so findings may not be generalizable to other industries and countries. Conducting interviews could have offered deeper insight as well. This study's value lies in the fact that the organisational changes were determined by Greece's leaders, and thus the Greek banks had to operate under a dynamic, inflexible and non-autonomous environment. Also, this study extends prior SDMP research by examining the impact of the three key SDMP dimensions on four types of organisational change.

This paper reviews the information management aspects of the early months of the Severe Acute Respiratory Syndrome Coronavirus 2 (SARS-CoV-2) Coronavirus 19 outbreak. It shows that the transition from epidemic to pandemic was caused partly by poor management of information that was publicly available in January 2020. The approach combines public domain epidemic data with economic, demographic, health, social and political data and investigates how information was managed by governments. It includes case studies of early-stage information management, from countries with high and low COVID-19 impacts (as measured by deaths per million). The reasons why the information was not acted upon appropriately include "dark side" information behaviours Stone et al. (2019). Many errors and misjudgements could have been avoided by using learnings from previous epidemics, particularly the 1918-19 flu epidemic, when international travel (mainly of troops in World War 1) was a prime mode of spreading. It concludes that if similar outbreaks are not to turn into pandemics, much earlier action is needed, mainly closing borders and locking-down. The research is based on what was known at the time of writing, when the pandemic's exact origin was uncertain, when some statistics about actions and results were unavailable and when final results were unknown. Governments faced with early warning signs or pandemics must act much faster. This is one of the first analyses of information management practices relating to the pandemic's early stages.