The Oxford Review Volume 1 Number 2 (February 2016) | The Oxford Review - OR Briefings

The Oxford Review Volume 1 Number 2 (February 2016)

The Oxford Review Volume 1 Number 2

Research Briefings in this edition of the Oxford Review:

Editorial

Why Nokia lost the smartphone war and what your organisation urgently needs to know before it’s too late

Keywords: Organisations culture, Disruptive innovation, Innovation, Organisational ambidexterity

In the world of technology business, there is a lot of Darwinist evolution taking place where even the largest businesses can be toppled by a new kid on the block. A paper just published in the Journal of Global shows why the dominant mobile phone maker Nokia died a sudden death and why even established and highly profitable companies are vulnerable to disruptive innovation.
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New study: How emotional intelligence and emotional resilience breed adaptability, better performance and greater job satisfaction

Keywords: Emotional intelligence, Emotional resilience, Emotion Regulation, Adaptability, Job satisfaction, Job performance

A research paper just published in the Journal of Retailing and Consumer Services reports on a study that looks at what it is that helps create adaptability in employees, particularly frontline staff.

The researchers looked at a large sample of 711 frontline staff and measured their level of adaptability, their level of job satisfaction, performance and emotional intelligence.

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How does the senior management of a company affect the brand? Let me count the ways…

Keywords: Leadership, Leadership research, Organisational development, Brand, Management, Management research

It has been pretty much accepted that senior management can have a major impact on the delivery to the customer of a brand’s values and vision. However, very little work has been done to look at exactly what the impact is and how it works.

In a study just published, a team of researchers surveyed 226 staff in the hospitality industry to see not only what impact senior managers have on their organisation’s brand but also how this occurs.

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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

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