Purpose – This paper aims to examine the growing trend of Visiting professorships in higher education, drawing parallels with the gig economy and exploring its implications for academia. Design/methodology/approach – This perspective paper combines personal experience, literature review and analysis of current trends in higher education employment practices. Findings – The increasing use of Visiting professors in academia mirrors the broader gig economy trends but poses unique challenges in the higher education context. These challenges include potential negative impacts on organizational culture, faculty motivation and long-term institutional goals. Practical implications – This paper highlights the need for higher education administrators to reconsider the use of Visiting professorships and their potential long-term consequences on faculty development, institutional culture and educational quality. Social implications – The trend toward more temporary faculty positions may have broader implications for the future of tenure, academic freedom and the overall structure of higher education institutions. Originality/value – This paper provides a unique perspective on the intersection of the gig economy and academia, offering insights into the experiences of Visiting professors and the potential consequences of this employment trend for higher education institutions.
International expansion is a complex process influenced not only by economic and strategic factors but also profoundly by culture. This literature review examines how organizational culture and broader cultural dimensions impact corporate internationalization strategies. We synthesize recent research (primarily 2019–2024) alongside classic theories to explore three key areas: the role of national cultural dimension frameworks (Hofstede, Trompenaars, GLOBE) in shaping internationalization strategies; the importance of multicultural management and a global organizational culture in facilitating overseas expansion; and the influence of cross-cultural communication on entry mode choices and performance outcomes. The review finds that cultural differences at the national level affect market entry decisions and require firms to adapt strategies for local contexts. At the organizational level, a strong yet adaptable corporate culture and diverse management teams can support successful internationalization, although diversity must be well-managed to avoid conflict. Effective cross-cultural communication—addressing language barriers and differing communication styles—is shown to be critical in managing foreign subsidiaries, international joint ventures, and global teams, directly impacting performance. We conclude with an outlook on future research, highlighting the need for deeper investigation into dynamic cultural capabilities and communication technologies to bridge cultures in international business.
مختار الگامه, محسن عامری شهرابی, اسماعیل کاوسی
et al.
این پژوهش، با هدف واکاوی و اولویتبندی عوامل مؤثر بر فرهنگ مقاومت در میان بسیجیان با رویکردی ترکیبی انجام شده است. به این منظور، ابتدا اسناد مربوط به فرهنگ مقاومت مورد بررسی قرار گرفت. سپس، با استفاده از 20 مصاحبۀ نیمهساختاریافتۀ هدفمند با اساتید مدیریت فرهنگی و مدیران اجرایی فرهنگی، رمزهای مفهومی احصا گردید و پس از حذف و ادغام مفاهیم مشابه، جملات و پاراگرافهای مرتبط با موضوع پژوهش با استفاده از روش تحلیل مضمون در سه سطح مضامین پایه، سازماندهنده و فراگیر با استفاده از گروه کانونی دستهبندی شدند. در مرحلۀ کمی، جامعۀ آماری بسیجیان نهادهای فرهنگی و مدیران حوزههای مقاومت بسیج استان کهگیلویه و بویراحمد بهتعداد 750 نفر بود که حجم نمونه براساس فرمول کوکران 254 بهدست آمد. روش گردآوری دادهها در این مرحله پرسشنامۀ استخراجشده از بخش کیفی بود. اولویتبندی و اعتبارسنجی عوامل شناساییشده با استفاده از تحلیل عاملی تأییدی و نرمافزارهای Spss22 وLisrel و Excel انجام شد. نتایج پژوهش نشان میدهد که امنیت پایدار مهمترین بعد از ابعاد مؤثر بر فرهنگ مقاومت در میان بسیجیان است. سایر ابعاد نیز بهترتیب اولویت عبارتند از: جناحبازی سیاسی، مشارکت، معنویتگرایی، اخلاقمداری، گفتمانسازی، روحیۀ جهادی، رذایل اخلاقی، استکبار ستیزی، فرهنگ محیطی، نگرش و باور، هویت انقلابی و جهانیشدن.
Social sciences (General), Organizational behaviour, change and effectiveness. Corporate culture
Syftet med artikeln är att med stöd i Charles S. Peirces kontinuerliga logik argumentera för en pedagogik som avser att verifiera och i större utsträckning göra bruk av erfarenhet i kunskapsbildningsprocesser. Därutöver vill jag med Peirces hjälp slå ett slag för abduktion som en metod vilken särskilt uppmärksammar skillnader mellan kunskaper och kvaliteter och verkar för en mer pluralistisk och samtidigt gemensam kunskapsbildning. En abduktiv tidsattityd motverkar idén om absolut kunskap och påminner om vår tendens att ignorera det vi av erfarenhet vet och eventuellt också tvekar om. Med Peirces logik är tvekan inför kunskap men tillit till det vi vet istället grunden för ny kunskapsbildning och i en generell mening också världens fortgång. För att ytterligare belysa abduktionens pedagogiska förtjänster beskriver jag hur ett kombinerat forsknings- och utbildningsprojekt i högre utbildning växer fram och tar form i enlighet med metodens tidsenligt successiv a slutledningsprocess. Det pågående projektets uppkomst och process följer abduktionens tre överlappande faser från dåtidens erfarenhet, över nuets reaktion, mot framtidens obestämda men möjliga handlingar.
ENGLISH ABSTRACT
Time för abduction: The carrying capacity of experience in research and education
The article aims to reason with the continuous philosophy of Charles S. Peirce (1839–1914) and argue about a pedagogy for strengthening our ability to diversify and bring forth our experience in knowledge production. The carrying capacity of experience as a basis for reasonable abductions and change is the main argument of the article. Besides this the ambition is to highlight the capacity of abduction as a method to process diverse knowledge practices and make use of pluralistic thus common experiences to produce fair ideas for the future. The temporal attitude of the abductive researcher counteracts the idea of absolute knowledge and reminds us of our tendency to ignore what we actually know, not the least doubt. Thus, the abductive attitude approves of doubt as a wake-up call and starting point for learning, and the acknowledgement of this is by Peirce’s general logic also consistent with a trust in a continuous human and worldly becoming. To further illuminate the educational points of abduction, an ongoing project in higher education is described as a concrete example of abductive, thus experience-based, successive, and common learning. The continuous research/education project unfolds and finds its direction through the triadic abductive process of inference; notifying and acknowledging qualities of past experience, critically comparing qualities to general ideas, and guessing upon new relations or hypothesis about fair future conduct.
Organizational behaviour, change and effectiveness. Corporate culture
Naseh rookhandeh, Kumars Ahmadi, Mahdi Hamzehpoor
et al.
Administrative discipline is one of the most important cohesive factors in the organization and plays a key role in improving the performance of organizations. It is necessary to identify the factors that strengthen it (drivers), so this research aims to identify the main and subcategories and key indicators of drivers of administrative discipline through a meta-synthesis method, one of the qualitative research and meta-study methods. In this research, some 67 scientific texts in Persian and English were discovered and extracted from reliable domestic and foreign websites and scientific databases between 2003 and 2022 AD and 1390 and 1401 AD. Finally, 28 research titles using the skills method critical assessment (CASP) were considered, and the main indicators were extracted through the document analysis method. After studying and extracting the key codes, these codes were aggregated and clustered, and the principal and subcategories were set. The findings showed that 12 main categories, 28 subcategories, and 120 indicators or primary codes were extracted. The main categories of drivers of administrative discipline included culture, trust, communication, order, empowerment, balance between life and work, spirituality, organizational participation, organizational justice, accountability, quality of work life, and motivation; the results of this research can significantly help managers and organizations develop and improve performance as the driving force of organizations and turn them into leading organizations in their field.IntroductionAdministrative discipline is one of the ways that guarantees order, efficacy, and observing regulations in the workplace (Ernest, 2021). If the staff has discipline, this will improve practical efficacy. (McCarter et al., 2022). Discipline is the key to a company's success in achieving its goals. (Astuti et al., 2020). Accordingly, during the last decade, numerous studies on administrative discipline have been done, whose common features are dispersion and lack of coherence in presenting the findings. This has caused problems for politicians and organizational administrators, as no coherent study synthesizes the past findings to present unified findings.Research questionsTherefore, the present study uses a meta-synthesis method and subsidiary indices and concepts of administrative discipline.Literature ReviewDisciplineAdministrative discipline consists of two words: discipline and administrative. In its common uses in the Oxford dictionary, discipline can mean rearing, taking care of regulations, approaching order, and even punishment. Referring to the etymology of this word and its idiomatic meaning will reveal its historical (meaning shift).The word discipline stems from the Latin discipulus, meaning follower, servant, and those around a religious agent. Also, the word discipline originates from the Indo-European’s dek or des, meaning derive, acceptance, and suitability (Tafazoli, 2014).Administrative disciplineThe issue of administrative discipline and how to tackle it is one of the responsibilities of personnel management in organizations. One responsibility of personnel management is determining administrative discipline principles, rules, and regulations to achieve organizational goals. Important issues exist in organizations, and administrative discipline is one of them. Administrative discipline is one of the prerequisites of any office and organization, and paying attention to it can be one of the main factors in organizational development (Daft, 2012).On the other hand, we witness many staff holding ideas, perspectives, and behaviors that dramatically affect the practical efficacy of various organizational units. Reforming staff behavior is among managers' main concerns and policies (Qolipour, 2019).MethodologyConcerning practical goals, this study is quality type and meta-synthesis in its strategy. This study uses the seven-stage method of Sandlooki and Burusu (2007). In this study, authentic scientific English and Persian texts have been considered. The period of this study was 2003 to 2022 and 1390 to 1401 solar years—the data analysis (previous documents). To have an organized scrutiny, the related articles and research, interior sites, Iran doc, Jahade Daneshgahi, and Civilica, and foreign sites like Emerald Inside, Scopus, and Science Direct have been used. The terms discipline, administrative discipline, and word discipline are used in the search process. Organizational discipline and staff discipline have been used. Based on the searches done, 126 articles, of which 40 (Persian) and 86 in English were found. Then, based on the acceptance criteria, 40 students for their titles, 20 for their abstracts, and 34 studies with the mentioned criteria were selected. Afterward, the texts' content was studied carefully, the main indices were derived, and the information was categorized. Then, all the determined components were derived based on meaning and summing up the given concepts. The researcher has tried to classify the concepts so that some were summarized into one component.Finally, to control the study's quality, the Kohen test and content validity have been used.ResultsFinally, the results showed that the issues of official regulations have five subsidiary titles consisting of centralized regulations (code 3), fair laws (code 6), supervision of laws (code 6), obeying the laws (code 4), and promoting the laws (code 5). The official control category has two subcategories: controlling efficacy (code 6) and preventive measures (code 4). The category behavior control has three subcategories: behavior evaluation (code 6), standardizing behavior (code 5), and self-control (code 2). The harmony category consists of two subcategories: internal harmony (code 5) and external harmony of behavior (code 2). Obedience has two subcategories: following the routines (code 5) and obeying orders (code 4). The responsibility category has two subcategories: responsibility toward the organization (code 4) and responsibility of duty (code 6). The category promotion has two subcategories: financial (code 5) and spiritual (code 5). Punishment has two subcategories: financial (code 5) and nonfinancial (code 3). Discipline routines have two subcategories: reconciliation (code 8) and forcible (code 4); self-discipline also has two subcategories: individual (code 3) and organizational (code 4). Guidance has two subcategories: giving directions (code 4) and attitude change (code 4). In order to control the study's quality, the Kohen test and content validity have been used.DiscussionThe main categories of administrative discipline were regulations and rules, official monitoring, harmony, obedience responsibility, promotions, punishments, discipline approaches, self-discipline, and official guidance.ConclusionBased on a comprehensive pattern that was attained from the meta-synthesis method and observing the commonalities of different ideas about administrative discipline, one can take more effective and purposeful actions to establish administrative systems, determine the laws of trial and discipline committees, moral manifesto, and finally unity of procedure and word. This comprehensive pattern can give managers and staff a more complete and more accurate definition of administrative discipline.AcknowledgementsHereby, we fully appreciate the efforts of all those who gave us a hand in doing this study.
This article introduces the two major themes of this issue of the Interdisciplinary Journal of Partnership Studies: moral sensitivity and transformation, and honoring the late evolutionary systems scientist David Loye. The article shows how these two themes are integrally interconnected. Loye introduced the term “moral sensitivity” as well as the distinction between “partnership moral sensitivity” and “dominator moral insensitivity” or “moralism,” showing how the latter has been used to push us back to “strong-man” rule, violence, and injustice. He was the first to reclaim what he called “Darwin’s lost theory” based on Charles Darwin’s long-ignored writings about human evolution, including what Darwin called “the moral sense.” Quoting from some of Loye’s more than 30 published books as well as a sampling of articles, the article highlights his gift of bringing to life the people and times he wrote about, including the men and women he called “the great scientific explorers of the better world.” Colorful examples from his many writings illustrate how Loye advanced the study of human evolution through his offerings on moral sensitivity, clarifying much that is otherwise obscured, and showing his enormous contributions to a better understanding of our past, present, and the possibilities for our future. The article provides new terms and new ideas for building a more equitable, less violent, more sustainable future through the works of a man first known for his prize-winning book on the immorality of racism, whose later works focused on how we can create a future where we not only survive, but thrive.
Ethnology. Social and cultural anthropology, Organizational behaviour, change and effectiveness. Corporate culture
Training is important for the development of skills and knowledge. The purpose of this study was to explore the influence of post- safety training on the supervisors learning process, behaviour towards safety and development of safe work environment in the automotive original equipment manufacturing (OEM) companies. In the present study, a total of 129 supervisor level employees from different Indian automotive OEMs units, who have undergone a minimum of one-day safety training in the past three years, were a part of the survey. The survey was administered with the aid of a pre-validated designed questionnaire (developed in consultation with industry experts) to collect responses from the supervisor’s level employees during the period of January- August 2019. The 63 different manufacturing OEM automotive units from the Delhi- NCR and Pune- Nashik - Kolhapur from Western region agreed to participate in the survey. The results obtained were tested using multiple hierarchical regression analysis in a stepwise method, along with the correlation coefficient analysis. The results indicated that knowledge acquisition, learning process, and employee involvement regarding risks and hazards identification were positively related to the perceived effectiveness of post- safety training by the supervisors. It was further found that the post- safety training has no significant contribution towards the perceived self- behavior change and development of safe work environment. The effectiveness of safety training and development of safe environment along with the change in behavior towards the safety is related to factors such as related education in safety and health, working experience in the field of safety or EHS domain and knowledge of the supervisors gained through their career which play a significant role. A safety culture can be created by the organization by harnessing the safety-related work experience of the supervisors and periodically conducting the skill development program.
Purpose – This paper aims to develop and argue for a new research path to advance theory on incumbent firm adaptation to discontinuous technological change. Integrating variance and process epistemologies, implications of distinguishing a firm's capacity to adapt from their adaptive choices are highlighted. Design/methodology/approach – The concepts and argument presented are based on an extensive review and synthesis of the literature on the phenomenon. Findings – Distinguishing resource-based capacity variables and behavioral-based choice variables can fuel progress in the literature on incumbent adaptation to technological changes. More attention is needed on the direct, proximate determinants of what occurs in the process of adaptation, e.g. the intermediate choices to adapt, the timing of adaptive actions and the selection of a means for adapting. Work must then associate specific choices with performance outcomes to complete both sides of the mediated cause-effect model connecting characteristics of the decision issue to performance. Originality/value – Most studies toward understanding how incumbent firms adapt to discontinuous technological innovation have used variance analyses to identify firm and technology characteristics that explain adaptation outcomes. Focusing on characteristics and content, however, does not adequately explain why or how firms adapt. Scholars thus continue to lament the lack of clear, practical theory. I contend one heretofore unaddressed reason for this dissatisfaction is that too much of the research base neglects the importance of understanding choices and the factors affecting them.
The article highlights the issues that lie in the plane of determining the nature and effectiveness of the management system of competitiveness of enterprises and its elements. On results undertaken studies it is set that a management a competitiveness is a permanent, systematic and purposeful process of influence on all levels managements on factors, that provide the production of high-quality and competitive goods. Applying the flow-chart of organizationally-economic mechanism of control system by the competitiveness of enterprise offered by scientists, in the article a study of activity of propulsion JSC "DNIPROAZOT" is undertaken after each of the blocks presented in a chart. Based on the analysis of the competitiveness management system of JSC "DNIPROAZOT" outlined a range of problematic issues for the company, such as insufficient efficiency of personnel management system and motivation of its work, as well as product quality management system. Taking into account the obtained results, the ways of solving the situation at the enterprise are suggested. It is offered: introduction of a line for the production of phosphate-free washing powders, which will conquer new niches in the market of eco-products, create a positive image and, finally, increase the company's revenues; introduction of the position of SMM-manager for advertising in social networks, which will increase the number of sales through effective communication with customers through social networks, the promotion of the brand of JSC "DNIPROAZOT"; the creation of quality circles will have a positive impact on improving product quality through continuous implementation and improvement, saving resources, forming a corporate culture based on respect, democracy, awareness of the value of labor and resources, improving the education of workers, etc.; introduction of a system of depreciation of employees whose actions or omissions affected the emergence of production shortages (at the same time, the data in the technical documentation will be true and, thus, will reduce the time to correct inaccuracies and reduce production stagnation, as well as reduce the number of complaints from customers); introduction of a customs broker in the staff, who will be more interested in fast customs clearance and customs clearance of goods, will timely inform the management about the change of customs legislation and will know for which goods the customs duty has increased or decreased in order to save.
In the six years since the Interdisciplinary Journal of Partnership Studies was launched, we have published more than 120 articles from all walks of life. Beginning with this issue, we will occasionally republish one of those articles, in a feature called From the Archive, when the article fits a themed issue or is particularly relevant to current events. “Untangling Partnership and Domination Morality,” by David Loye, is as relevant now as it was when it first appeared in our inaugural issue. True partnership is timeless and yet more timely than ever.
Ethnology. Social and cultural anthropology, Organizational behaviour, change and effectiveness. Corporate culture
Rafael Piqueras Gómez, Tomás Izquierdo Rus, Alberto Rodríguez Morejón
Diferentes estudios destacan las dificultades de los adultos para obtener trabajo. En este se propuso conocer la influencia de variables
cognitivas y conductuales observando el tiempo que tardan en conseguir trabajo 5771 personas mayores de 45 años en la Región de
Murcia, España. Se utilizó el análisis de supervivencia para modelizar el tiempo hasta el empleo según tres escalas: una medida de
las expectativas implicadas en el Optimismo Fundado de Búsqueda de Empleo (OFBE), una medida general del Sistema Facilitador
de Inserción (SFI) y un Inventario de Conductas de Búsqueda de Empleo (ICBE). Se encontró que las personas optimistas (OFBE
alto) pasan 12 meses menos en desempleo. Así mismo, puntuaciones altas en el SFI acortaron el desempleo 19 meses. La búsqueda
activa de empleo (ICBE alto) mostró reducir el desempleo en 13 meses. También se observó mayor riesgo de desempleo prolongado
para las mujeres y las personas con estudios superiores. La fortaleza de factores cognitivos y conductuales implicados en la búsqueda
de empleo puede disminuir la permanencia en desempleo de los mayores de 45 años más de año y medio.
Psychology, Organizational behaviour, change and effectiveness. Corporate culture
Bahman Firouzmandi Shirehjini, Mohammad Hossein Taheri, Naghmeh rafiee
The study of Early Indo-European and Indo-Iranian people is always one of the challenging subjects of study in Near East and Central Asia. The question of their early homeland and also their directions of migration is one of the subject matters about which scholars have differentiated points of view. The goal of this study is the review of these points of view regarding the original homeland and the time of their migration from this homeland to the time of their arrival in Iran. Most of the information comes from books and articles about archaeology of Eastern Europe, Central Asia, Iran and Afghanistan. In addition, there are some discussions on linguistic studies. The study shows that, in the 5th and 4th millennia BC, early Indo-Europeans were living in Caspy-ponti steppes and late in the 3rd millennium BC they started migrating to the east and west (Central Asia and Europe) and, finally, in the second half of the 2nd millennium BC, early Indo-Iranians, began to migrate to Iran
Organizational behaviour, change and effectiveness. Corporate culture, Fine Arts
Language shows the past and the identity of a people. However, many minority languages have disappeared or do not have a chance to survive under the influence of official languages. The Zoroastrian language is called Dari or Gavruni or Behdini which has two main accents of Behdini Yazdi and Behdini Kermani. Today, only a small number of elderly Zoroastrian people could speak the Zoroastrian Behdini Kermani dialect. This study intends to revive Behdini dialect and to help conserve other Behdini accents. It will investigate the role of the dialect Behdini Kermani from ancient times to date, as well as a number of differences between this dialect and Behdini Yazdi language, how Behdini dialect fell into the category of moribund languages, and the projects are underway to save this dialect.The study shows that the Zoroastrians of Kerman, due to the social, political, cultural, economic, change in lifestyle, expansion of mass media, and devaluation and low social status have abandoned their mother tongues. Nowadays, Zoroastrians must have a change in sentiment, attitudes and beliefs concerning the role, application and importance of their mother tongue and help conserve their language through Zoroastrian schools, religious classes, media, Zoroastrian societies and organizations, politicians, and elderly figures
Organizational behaviour, change and effectiveness. Corporate culture, Fine Arts
In fictional form, this piece explores two possible ways in which the current environmental crisis (in general) and climate change (in particular) might unfold in coming years. In each case there is great suffering and many things are lost. However, in the first humanity and other species are simply devastated, and little human learning has been accomplished. In the second, a profoundly new appreciation of our connection with and dependence on the natural world has replaced the now dominant attitude and practice of domination and exploitation.
Ethnology. Social and cultural anthropology, Organizational behaviour, change and effectiveness. Corporate culture
A majority of research show that organizational culture is context-specific and it can impact organizational effectiveness positively. But few empirical studies have probed into the relationship in the context of project-based organizations. A survey was conducted of construction projects in China with the aim of better understanding the relationship. Based on 512 samples, the findings indicate that there exist differences in the relationship between four culture types and organizational effectiveness. The results show that clan and hierarchy cultures have greater positive effect on organizational effectiveness than market and adhocracy cultures. Moreover, this research examines the possible moderating effects of project size in the relationship between organizational culture and organizational effectiveness. The findings validate that project size has not moderated the impact of organizational culture on organizational effectiveness. Future research is necessary to identify other moderators in the relationship between organizational culture and organizational effectiveness.