The Oxford Review Volume 2 Number 3 | The Oxford Review - OR Briefings

The Oxford Review Volume 2 Number 3

The Oxford Review Vol 2 No 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?

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