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The Oxford Review Volume 2 Number 6
The Oxford Review Volume 2 Number 6
The Oxford Review Volume 2 Number 4

In this edition of the Oxford Review: The very latest research briefings:

1. Managers’ self-defeating work behaviours This is a really useful study about one of the most common sets of behaviours in organisations. You will probably find yourself saying 'hmmmm me too' to this one. However it is most useful for raining awareness of this category of behaviour.
2. Choosing the right Business Intelligence System An useful insight into the important facets of Business Information Systems and their use.
3. The connection between organisational culture / leadership style, organisational learning and innovation. This study looks at the connections between organisational culture, leadership style, learning and innovation and what helps to develop an 'innovation culture'.
4. How to use intellectual and social capital, and business ties to deal with environmental uncertainty The research looked at cultural and creative organisations in the tourism trade examining how intellectual and social capital interacted with business objectives and environmental uncertainty to affect performance.
5. Predictors of work related happiness A new study, a review of previous research, has pulled together the main elements of happiness at work. The researchers, from the London School of Economics, found that there were five main structural and social predictors of happiness at work...
6. Separating leadership from bonus culture A new study shows that linking bonuses to employees’ performance can be counterproductive and comes up with an alternative.
7. Institutional change: even lone mavericks need friends Conventional wisdom can entrap an institution.Whilst conventional wisdom can be based on well-founded beliefs, it is also just as likely to be based on ill-founded inter-organisational belief systems. This study looks at the people who are most likely to question them...
8. Mindfulness training at work This is a useful review of the latest studies that looked at mindfulness training at work has shown how courses in the meditation discipline can help people in the workplace.
9. No time to learn A new study looking at staff learning at an organisational level found that while management frequently decrees that learning should take place during working hours, time is rarely given to staff to do that learning.
10. Organisational culture affects business process management An article published in the journal, Advances in Social Science, Education and Humanities Research (ASSEHR), has found a link between organisational culture and business process management. The study found that culture probably has a greater impact on the ability of organisations to carry out their business than previously thought by many.
11. Ethical leadership improves organisational effectiveness Good, inspirational and ethical leadership will achieve the results that can never be seen in laissez faire leadership where staff are effectively working in a vacuum. A paper just published reports on a study looking at the effects of ethical leadership in organisations...
12. Does organisational change cause increased sickness levels? In profit making and service/public sector organisations alike, organisational change has become almost the norm as competition, regulatory, economic and technological change gets ever more vigorous, and governments and management seek ever greater efficiencies.Change, however, frequently faces resistance among employees. There is anecdotal evidence that sickness rates increase in times of organisational change, but is it true? Does change create greater sickness rates and, if so, how?

The Oxford Review Volume 2 Number 5
The Oxford Review Volume 2 Number 5
The Oxford Review Volume 2 Number 4

In this edition of the Oxford Review: The very latest research briefings:

1. 7 points to consider in offshoring A new study just published looking at the effectiveness of offshoring has found that there are seven factors organisations need to consider...
2. Amoeba Management for Productivity When people commonly think of ‘amoebas’ they tend to think of a single cell organism. However, there is a recent concept in management, the Amoeba Management System that has shown to significantly improve profitability and employment engagement across more than 600 businesses in Japan...
3. Job satisfaction, organisational commitment and receptiveness to change A new study just published in the International Journal of Public Administration has been looking at the relationships between job satisfaction, organisational commitment and people’s attitudes toward organisational change.The intention of the study was to find out how job satisfaction, organisational commitment and people’s attitudes toward organisational change are connected....
4. Doing wrong is different in the East and West Research into company computer abuse in Korea has thrown up an important difference between East Asian workers and their Western colleagues in terms of their different ideas of wrongdoing...
5. Most firms ask the wrong questions when recruiting people People are usually a significant proportion of most organisations’ competitive advantage. You don’t want large swathes of your talent leaving. Not only is this costly, but it can be destabilising. Being able to predict who is most likely to stick around and develop commitment to the organisation is worth its weight in gold...
6. Tensions within management roles An interesting paper, just published, about the tensions faced by leaders in health care scenarios. It shows some really useful constructs for leaders and managers in other contexts. The study found that...
7. What is known about learning and development – a synthesis The American Institutes for Research have just published a summary of what is currently known, and what needs to be researched further, about human development. The AIR (American Institutes for Research) have produced a large and comprehensive review of research, however what follows is a summary of the 13 main influences on learning.
8. HR needs to get granular New Research has shown that Human Resources Management (HRM) tends to do best when it is tailored to the needs of individual departments, rather than operating on a ‘one-size-fits-all’ basis across an organisation...
9. Predictors of PTSD A systematic review of literature that looked at military and emergency service personnel has found that some tests that are currently used to predict incidences of posttraumatic stress disorder (PTSD) and mental health conditions failed abjectly. Some newer measurements into physiological markers had interesting results, yet need more research to be effective. Additionally, some personality measurement has been shown to be effective as well.
10. Office politics… Poor organisational politics has been shown to lead to turnover intention among staff in a range of studies around the world.The definition of organisational politics is where individualism and personal ambition is promoted and part of the culture. This usually leads to...
11. The primary factors that impact employee engagement Research around the world consistently shows that employee engagement is at fairly low levels in most jobs. Unlike robots, human performance varies, waxes and wanes and runs in cycles. Trying to find ways to increase employee engagement is a constant quest in many organisations and research studies.A new study that looked at...
12. Business leaders’ personal values, organisational culture and market orientation A new study examining the connections between the market orientation and culture of an organisation and the leaders’ personal values has just been published. The study found that the personal values of the leaders...
13. Bullying and leadership styles Bullying in the workplace is a real and present problem in almost every sector. It causes poor productivity and, if widespread in an organisation, can lead to an impact on the company’s profits, as well as the mental wellbeing of those who work there and their peers.A new study has shown that bullying is linked to leadership style.
14. Conflict, gender and management New research looking at leadership may give an answer to the song of a man and woman bickering ‘Anything you can do’ (Howard Keel and Betty Hutton) – women it appears are better at team leadership than men. The research looked at the perceptual distance in managers’ conflict avoidance behaviour and its consequences for subordinates.

The Oxford Review Volume 2 Number 4
The Oxford Review Volume 2 Number 4
The Oxford Review Volume 2 Number 4

In this edition of the Oxford Review: The very latest research briefings:

1. The coaching working alliance A recent review of the available literature in coaching has shown that working relationships are vital to achieving outcomes, but this is hard to quantify. There are a number of situations where a good relationship between the coach and coachee is essential for achieving the results desired.
2. Developing reflective practice Reflective practice is at the heart of learning and most learning processes.A doctoral supervisor, from the Edinburgh Napier University Business School has been in academia for most of his eighty years. At the vanguard of reflective thinking pedagogy, he argues that not only do four forms of reflective thinking need to be taught during a student’s academic career, but these types of thinking need to be tied together in a process...
3. Top, middle and bottom management: horses for courses Getting the right people with the right skills into the correct level of management is no easy task. A new study has shown what those skills need to be for each level. This paper challenges the idea that promotion up the ranks should be based on experience...
4. Mentoring and coaching staff – a good thing? A new study just published has shown that a combined programme of mentoring and coaching employees, if done right, is a good way of improving organisational commitment on the part of the employees.
5. Measuring onboarding programmes Onboarding is the process of inducting an employee into the organisation from pre-hire to orientation and business specific training to bring them up to speed with the social and performance aspects of their job.
6. Mapping an entrepreneurial ecosystem An interesting paper has just been published, an article on mapping an entrepreneurial ecosystem. The concept of an ecosystem is based on the principle that...
7. How swearing has a place in the workplace A new study just published examining executives’, doctors’ and lawyers’ use of swearing in the workplace has found a bit of a mixed bag of results about the outcomes of profanity at work.
8. Information technology: not what you have but how you use it New research that looked at the use of information technology as part of an innovative organisational culture showed that information communication technology (ICT) should not be developed...
9. How to retain the key people when buying a start-up. Lessons every organisation should learn from Usually one of the central reasons to buy any business is to acquire the talent, knowledge and skills the company possesses. In fact the value in most companies is contained collectively within its people. However, it has been found that when start-ups are bought out many of the best people tend to leave and ...
10. How to keep people on board in a merger Research has routinely found that many mergers and acquisitions fail to increase profitability, shareholder value or productivity as anticipated. Asking why this is the case, some research has pointed to employees leaving an organisation even when not pushed through compulsory redundancy. Often those leaving...
11. Coachees’ views of coaching As the library of academic research builds in volume and quality, so new assessments of the coach – coachee relationship are emerging. While much research has looked at things from the coach’s perspective, a new piece of scholarship attempts to assess what coachees think of coaching...
12. How conflicting emotions impede action Research from the USA has shown that where there are simultaneous conflicting personal emotions among individuals in an organisation, the organisation will be unlikely to act on an issue. The study found that social issues are among the least likely issues to be resolved in organisations...
The Oxford Review Volume 2 Number 3
The Oxford Review Volume 2 Number 3
In this edition of the Oxford Review: The very latest research briefings:
1. A framework for developing inclusion in the workplace Based on issues faced in China, academics have published a useful research and evidence-based framework for promoting inclusion in the workplace.
2. Perceiving cause and effect is as quick as shape and colour perception Two cars collide in front of you. It is very likely you will almost instantly ‘know’ which driver was at fault and what happened…. Even if you aren’t correct!
3. Why some behaviours are really difficult to change and what to do about it A new theory called CEOS Theory focusses on trying to understand one of the problems that science has been grappling with in recent years. Some behaviour change is difficult to maintain, for example giving up smoking, sticking to a diet, maintaining a new fitness regimes, etc. and this theory looks at the reasons why.
4. Ditch annual ratings! Cornell University has published a research paper that will put joy in the hearts of many an employee: it concludes that organisations should get rid of annual performance ratings.
5. Are Human Resources’ ‘shared services’ effective? As organisations grow into multinationals, they often seek to drive efficiencies in certain areas. Human Resources (HR) is one function where this frequently occurs. Many organisations have developed a separate business unit for HR, delivered as a shared service across the organisation.
6. How to share knowledge effectively in and across organisations A new study just published in the journal xxxxxxxxx has modelled a process for getting knowledge. The study identifies the two types of knowledge...
7. Why doesn’t HR have the impact it should in organisations? A study just published in the Journal of xxxxxxxx looked at the training needs of HR professionals across a range of NEST countries and found that the impact of HR (and their organisation’s development) is being held back by a lack of training in the right areas.
8. Preventing spanners being thrown in the works on mega projects A new study looks at reducing risks in megaprojects (costing $1 billion or more) focused on the risks associated with protests. Protests can either be organised or individuals aimed at throwing a spanner in the works and disrupting or preventing either the entire project from going ahead or some aspect of it.
9. Proper integration in acquisitions required to utilise servitization New research into acquisition of German machine tools firms by Chinese companies has shown that in order for the benefits of servitization to be fully recognised, the traditional light touch approach of Chinese companies in West bound acquisitions needs to be more than skin deep.
10. Why LinkedIn and other professional networking groups might actually be good for you A new review of the research done into the use by employees of social and professional online networks and communities like LinkedIn, for example, has shown that this relatively young use of technology actually goes a long way to improve the way they work.
11. Using discourse to teach and criticise Corporate Social Responsibility Corporate Social Responsibility (CSR) has been of such importance in the business world that in many universities the topic has become compulsory as part of business degrees and MBAs, for example. However, much of our understanding has largely been spoon fed to students who uncritically digest the information in much the same way as they might a financial report. The University of Lapland has just concluded a piece of research that is showing how Corporate Social Responsibility may be taught in a way that students learn how to analyse and think about it, rather than just memorise the topic.
12. Whistleblowing directly linked to leadership style Does the style of leadership that predominates in an organisation change the chances of whistleblowing occurring?
The Oxford Review Volume 2 Number 2
The Oxford Review Volume 2 Number 2
In this edition of the Oxford Review:
The very latest research briefings:

1. The changing face of the organisation
This briefing looks at a nice study that assesses the latest changes in organisational development and what organisational and work psychology research has to do to catch up with these changes. This is an important study for anyone interested in organisational development, Industrial-organizational (I-O) psychology and organisational change in general as it shows a broad category of change that is starting to occur in the workplace.

2. Why organisational learning fails – a lesson from NASA
This is an interesting briefing that looks at research conducted with NASA about problem types from the perspective of risk and risk management. The important part of this study it shows how to balance the opposing needs of risk and safety

3. Strengths and weaknesses of the western human resources system – a Chinese perspective – and a warning
This study looks at general trends in HR in the west from a Chinese perspective. However the really shocking thing about this study is why it was carried out. I have included a full Post-Script to the study about what this means for organisations in the west… and it’s big!

4. Strategic silence – why organisations don’t publicise positive news
This briefing looks at a fascinating study that shows that many organisations don’t publicise certifications, endorsements and warrants. We are talking the likes of Ikea and many other organisations who are not exactly publicity-shy. This research unravels the psychology behind what many companies don’t publicise positive news and looks at what strategic silence is and why it happens.

5. Reputation management in management consultancies
This is a fascinating study that looked at a management consultancy and lays out exactly the strategy they used to repair a rather battered reputation following a series of embarrassing and financially harmful incidents. This consultancy was able to bounce right back stronger and in a better condition that before using this strategy. I have to say there are some very useful takeaways in this briefing for any consultancy.

6. How to predict the economy
How do you predict what’s about to happen next? This research briefing examine a really interesting study that shows how to do just that with a fair degree of accuracy. We took the methods used in this research and used them inside an organisation and found it also helps to predict the health of the organisation almost day-by-day. Really useful.

7. The conundrum of collective intelligence
This research briefing looks at a research study that explores collective intelligence and find out what predicts it in teams. Not only that it has some very useful conclusions about how to develop it and use it in teams and work groups. Some of which are completely counter-intuitive.

8. What really motivates people in organisations?This fascinating study from Germany has discovered an extremely useful set of factors which can keep people engaged in an organisation and decrease turnover rates. Not only that but they found that one factor, which is relatively simple to put into place in any organisation can make all the difference. This study is also a real boost in the arm for the RoI of L&D, if handled correctly.

9. Ambivalence and work
There are areas of all of our work that we are probably ambivalent about. This research briefing looks at a very useful study about the impact of ambivalence on organisational identity. This study has some important findings leaders, managers, HR and OD professionals will be able to put into practice with great effect.

10. Is it better to integrate or segment work and family life?
This research briefing looks at an really useful study about whether it is best to integrate or segment work and family life. It comes up with some surprising findings that anyone struggling with this issue either from a personal or organisational perspective with find most useful.

11. Good leaders and over-qualified employees…
This is an interesting little study that looks at the effects good managers and leaders have on over-qualified employees. It’s kind of good and bad news. Like all of our research briefings, this one shows you the findings quickly and simply to make you the most knowledgeable professional around.

12. The ideal employee according to managers – and it’s not good

This is a blockbuster of a study. It really unpacks what lies behind unintentional sexism as well as how and what most leaders and managers look for and expect in employees accidentally creates a very unloved paying field in just about every organisation around. I have to say I found this study as shocking as it was helpful. I have shown it to a few HR and leadership colleagues and they have made immediate changes in their organisations as a direct result of this research briefing. This is a must read research briefing is you are a leader, manager or in HR, or you are a leadership, management or organisational development coach or in any diversity-related role.

The Oxford Review Volume 2 No 1
The Oxford Review Volume 2 No 1
In this edition:

  • ‘Flawed individuals’ – shared leadership in policing – lessons for all organisations
  • The negative side effects of coaching and how to deal with them
  • Coaching for resilience
  • Do you need ambidextrous employees to have an ambidextrous organisation?
  • How to develop readiness for change in your organisation using ‘social’ knowledge management
  • Seven key trends in the future of learning and development
  • Why your leadership recruitment policy needs looking at - urgently
  • Coaching works – according to the coaches…
  • Breaching psychological contract can impact commitment to change and output
  • Aiding positive mental health in the workplace
  • Job insecurity and employee unethical behaviour
  • Four types of knowledge needed for greater innovation
  • Finger on the pulse - Positive Organisational Scholarship
The Oxford Review Volume 1 Number 12
The Oxford Review Volume 1 Number 12
The Oxford Review Volume 1 Number 12 - December 2016
In this edition:

  • What is good evidence-based coaching?
  • Wellbeing risk assessments
  • Teaching ethical decision making
  • The four signs of a digitally mature organisation
  • Salutogenic coaching in times of change
  • Play and organisational creativity
  • Coaching to free people
  • Challenging implicit bias across organisations
  • When resistance to change is a positive
  • How to improve the work environment to give better output
The Oxford Review Volume 1 Number 11
The Oxford Review Volume 1 Number 11
In this edition:

  • Finger on the pulse - Positive Organisational Scholarship
  • Creating a ‘Just Culture’
  • The 3 Critical points for successful paradigm change – new research
  • The relationship between tacit knowledge and change processes
  • The best staff have emotional intelligence
  • Challenges of the 70:20:10 learning ecosystem
  • Teaching resilience in high pressure courses
  • Six steps to a pragmatic approach for talent development
  • Making a business plan an active process
  • What the emotions that arise from workplace incivility and disrespect actually do
  • Corporate Social Responsibility is important inside and out
  • Transformational leadership can tackle employee turnover
The Oxford Review Volume 1 Number 10
The Oxford Review Volume 1 Number 10
In this edition:

  • Sex difference in perceived emotional responses
  • Why knowing things is less important than creativity and planning
  • To exploit and explore, engaging all your assets
  • The paradox of cooptition
  • Success in business – women versus men?
  • SMEs should use human resources practices
  • Management flexibility increases the value of small firms
  • Live and learn?
  • Knowledge-intensive process competencies are lacking
  • How suppressing your emotions makes it harder for you to achieve your goals
  • The ‘polythink syndrome’ and elite decision-making
  • Control vs resources: how stepping aside early may benefit your startup…
  • Blind rage – how anger slows thinking in the brain
The Oxford Review Volume 1 Number 9
The Oxford Review Volume 1 Number 9
In this edition:

  • Manipulation and why it is a core part of business
  • The role of IT in Human Resources Development (L&D)
  • Reimagining (dis)ability through science fiction
  • Does gratitude have a place to play in resilience?
  • 14 Driving factors behind organisational innovation
  • How digital storytelling can empower those without other means of expression
  • Industry 4.0: How new factory technology is improving Lean Product Development
  • The importance of dignity in leadership
  • Leadership begins at home
  • Melting pots meld cultural norms
  • Podcasting as an organisational learning tool
  • The employer brand identity effect in mergers
The Oxford Review Volume 1 Number 8
The Oxford Review Volume 1 Number 8
In this edition:

  • Why do some staff readjust to their home organisations better than others?
  • Eating a beetle: How to get your radical ideas accepted
  • Managing innovation and agility – what makes the difference
  • The Cost of presenteeism
  • Why are some professional firms more entrepreneurial than others?
  • A model for Human Resources Management in social media
  • Who and why are some people more likely to see new business opportunities?
  • Manipulation as Managerial Motivational Tool
  • Commonly held values in entrepreneurs
  • What motivates people to engage with Continuing Professional Development?
  • What human factors prevent successful change programmes?
  • It does get easier and nicer by Friday!
  • Is there any difference between people’s perceptions of burnout and depression?
  • Building trust in with virtual employees
The Oxford Review Volume 1 Number 7
The Oxford Review Volume 1 Number 7
In this edition:

  • Why your Business and Management Information Systems may well be way out of date – even if you have just got it…
  • Why HR teams are core to an environmentally sustainable business approach
  • The new leadership - organisation use of self
  • Product market advantages through research and development (R&D) cooperation with marketing or sales teams
  • What the most agile coaches do…
  • What motivates Generation X at work?
  • What we can learn about adapting to change from Italian farmers
  • Why some people are negative about new situations
  • The connection between emotional intelligence and organisational commitment
  • The difference between management and employee views of risk
The Oxford Review Volume 1 Number 6
The Oxford Review Volume 1 Number 6
In this edition:

  • What organisational cultures work best in organisations with outsourced staff?
  • What is the difference between coping, adapting and self-management?
  • Can you be too aligned with your organisation?
  • Leadership Development: the role of emerging identity as a leader
  • Does organisational learning help to develop organisational agility and intelligence?
  • Making professional judgements - confidently
  • The Key to (Lean) Management
  • Entrepreneurship training gives organisations a competitive edge
  • A model for coping with the paradoxes of management
  • The 9 evidence-based issues about shared leadership that you need to know
  • Book Review: Grit: Passion, Perseverance, and the Science of Success by Angela Duckworth
The Oxford Review Volume 1 Number 5
The Oxford Review Volume 1 Number 5
In this edition:

  • Causes of Fatigue at work
  • Can conflict management processes improve productivity?
  • Already had a difficult and painful change event? Be careful, be very careful this next time…
  • Organisational mergers: The importance of culture change
  • New mobile learning and teaching methods developing: New research
  • Why people are resisting moves to agile working
  • How personality affects knowledge sharing in organisations
  • Developing trust in the workplace and the role of HR – a new study
  • How to make a merger work: A Review of Research
  • Innovating your way out of a bureaucracy
  • Book Review
The Oxford Review Volume 1 Number 4
The Oxford Review Volume 1 Number 4
In this edition:

  • Can management prevent the downside of change?
  • Organisational culture change through HR?
  • How to Predict Unethical Management Behaviour
  • How to manage people who do boring, repetitive job.
  • The 2 factors which predict burnout and your personality isn’t one of them
  • The effects of leadership training on organisational learning
  • Does a positive outlook really make a difference to our success?
  • The five R’s of recovery from organisational decline
  • Making employee relocation work
  • Two core methods for change management
  • Evidence-Based Change Management?
  • Do workplace resilience programmes work?
  • How our mood (and productivity) is directly affected by different forms of communication at work
  • Can you really teach empathy?
  • Levels of organisational development and which ones respond best to rapidly changing market conditions
  • Book Review
The Oxford Review Volume 1 Number 3
The Oxford Review Volume 1 Number 3
In this edition:

  • What develops a new employee’s commitment to the organization?
  • Conflict Management Protocols In Management
  • Evidence Based Practice – from theory to reality
  • What creates the conditions for successful shared leadership?
  • Using Critical thinking cards as part of training
  • Links found between emotional intelligence and creativity, however…
  • What kind of leader do we want? Well it depends…
  • An exploration of the ‘dark side’ associations of conflict, power and dependence in customer – supplier relationships
  • What do CEOs really learn when undercover on frontline roles?
  • How to be a market disruptor
  • Why you have to get learning and knowledge management sorted in your company
  • Organisational competencies
  • Knowledge management
  • Book Reviews:
  • Contagious Culture: Show Up, Set the Tone and Intentionally Create an Organization that Thrives by Anese Cavanaugh
  • Difficult Conversations (HBR 20-Minute Manager Series)
The Oxford Review Volume 1 Number 2
The Oxford Review Volume 1 Number 2
In this edition:

  • Editorial
  • Why Nokia lost the smartphone war and what your organisation urgently needs to know before it’s too late.
  • New study: How emotional intelligence and emotional resilience breed adaptability, better performance and greater job satisfaction.
  • How does the senior management of a company affect the brand? Let me count the ways…
  • Organisational change: building support across different stakeholders
  • Can knowledge management really change organisational culture?
  • 12 Years and they still haven’t merged! Conflicting subcultures in mergers and acquisitions
  • Culture change and organisational cultural identity
  • Making evidence-based practice work: Two solutions
  • Organisational responses to dilemmas in emergencies
  • Why most business strategies fail - eventually
  • Book reviews: Work Rules by Laszlo Bock
The Oxford Review Volume 1 Number 1
The Oxford Review Volume 1 Number 1
In this edition:

  • Editorial: Welcome to issue one
  • The connections between organisational culture, leadership style, organisational learning and innovation capability.
  • Developing organisational ambidexterity – the implications for HR, L&D and OD. Why professionals agree to things that go against their professional beliefs.
  • Does the reputation of your organisation make any practical difference to anything?
  • When employees get p*$$ed off. What the manager does next makes a difference.
  • Being adaptable at work – its all about job satisfaction, performance and this...
  • Stable social status promotes inter-team working...
  • Getting people to be creative, take responsibility for their own and the groups learning and develop new ideas. It’s a balancing act.
  • How Zappos went from 0 - $1.2bn in 10 years
  • Other interesting papers this month
  • New books this month.
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