2015, Volume 20, nº 2
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- A conceptual model : impact of usage of social media tools to enhance project management successPublication . Wynne, A. James; Challa, Chandrashekar; Palesis, John; Farkas, BernieResearch on the impact of social media in the workplace has focused on identifying ways in which the latest modes of shared communications has influenced productivity in project development, testing, and implementation. Traditionally, a written formal project management communication plan has been key in supporting the integration management that coordinates the project from beginning-to-end, to ensure a greater level of collaboration when managing project scope, schedule, budget and quality, and also to provide a greater sense of confidence in completing the project successfully. However, how beneficial are social media networks in improving the project team’s dynamics, which are important for successfully managing scope verification, budget adherence, and schedule compliance? How will these tools play a role in ensuring greater user involvement, senior management commitment, and user/system requirements? The purpose of this research is firstly to recognize what types of social media networks have been used and accepted as potential models for improving project management, and secondly; to promote a discussion to advance research paradigms for investigating the impact of implementing social media networks in project management.
- Cognitive flexibility, perception of integrity, and risk propensity as antecedents of willingness to engage in integrative negotiationPublication . Soares, Maria Eduarda; Correia, António DamascenoIntegrative negotiation is the type of negotiation reputed to generate the most positive results, since it focusses on reaching win-win solutions and aims to increase joint outcomes. The purpose of this article is to analyse variables which may foster willingness to engage in integrative negotiation. More specifically, the study investigates two variables that have not been studied in previous research on integrative negotiation - cognitive flexibility and perception of integrity. It also includes one variable which has been widely researched, but for which inconsistent results have been reported – risk propensity. Results show that, while the alternatives subscale of cognitive flexibility is a predictor of willingness to engage in integrative negotiation, the same does not hold for the control subscale. Results also show that perception of integrity is a predictor of willingness to engage in integrative negotiation, while there is no significant association between risk propensity and willingness to engage in integrative negotiation. Theoretical contributions and practical application for training in negotiation are discussed.
- The impact of CEOs’ transformational leadership and ethical integrity on strategic orientation to corporate social responsibilityPublication . Veríssimo, José Manuel; Lacerda, TeresaLittle systematic research has been conducted to advance understanding about the role of transformational leadership to explain a corporate strategy focused on social responsibility. Using data from 50 Portuguese firms, we examined the role played by transformational leadership and its four dimensions, namely: idealized influence; inspirational motivation; intellectual stimulation, and; individualized consideration as well as ethical integrity in firms’ strategic orientation to corporate social responsibility. The results indicated that transformational leadership is significantly positively related to a firm’s strategic orientation to corporate social responsibility. However, leaders’ ethical integrity was not significantly linked to the adoption of corporate social responsibility practices. These findings suggest that further research is needed regarding leaders’ ethical integrity and firms’ social responsibility orientation. Practitioners may also benefit from these findings by using them to transform themselves into “truly transformational leaders” who incorporate corporate social responsibility as a core strategic value within their firms.