Browsing by Person "Graham, Stuart"

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Assessing Cross-National Invariance of the Three-Component Model of Organizational Commitment: A Cross-Country Study of University Faculty
(Emerald, 2018-03-08) Nandan, Shefali; Halkias, Daphne; Thurman, Paul W.; Komodromos, Marcos; Ahmad, Alserhan Baker; Adendorff, Chris; Al-Haj, Norashfah Hanim Yaakop Yahaya; De Massis, Alfredo; Galanaki, Eleanna; Graham, Stuart; Juma, Norma; Kwesiga, Eileen; Nkamnebe, Anayo D.; Seaman, Claire; Zacca, Janine
Purpose: This study examines affective commitment, normative commitment, and continuance commitment in a cross-national context to identify if the effect of country-specific cultural orientation on organizational commitment of faculty in higher education functions invariably in different countries. Methodology: The work expands on Meyer and Allen's (1991) three-component model of organizational commitment. It includes a review of relevant literature on 10 countries and the results of a survey of university faculty members in 8 of these countries, assessing their institutions' human resources practices and their effect on organizational commitment. Findings: Though certain differences may exist between different countries and cultures with respect to the three-component model of organizational commitment, there is strong evidence of the existence of invariance and thus generalizability of the model across cultures. Research: Cultural studies have focused on differences in organizational commitment at national levels. Further attempts to identify the universality of factors leading to organizational commitment should account for culture in the study of employee-related globalization issues in higher education institutes. Knowledge of cultural impact is also useful from a managerial perspective, and for the design of relevant strategies. Practical Implications: National context plays a major role in shaping the nature of educational institutions. This study brings out the need for a deeper understanding of invariance in organizational commitment (inter alia, through the three-component model). Originality/Value: This study contributes to a better understanding of the relationship between organizational commitment and its various antecedents, including human resources management practices, for faculty in higher education institutes.
"Blind we are, if creation of this clone army we could not see." George Lucas
(2008-09-11) Bent, Richard; Seaman, Claire; Graham, Stuart; Silva, Mauricio
The 'decline' and 'cloning' of the traditional high street coupled with the demise of the 'small' retailer is often cited as a negative aspect of modern society and even regarded as a causal factor supporting many of societies current ills. This paper challenges that assertion, arguing that our view of the traditional high street is often seen through 'rose tinted spectacles' and that in order to improve and proceed we should question the 'traditional' view of the independent high street operator. The paper argues that in order for the high street to develop and provide new and innovative outlets amongst the large scale chains a better form of knowledge transfer, business development and support needs to be developed. The team firstly look at the process of knowledge transfer within the small and often family run business environment. It then introduces the Edinburgh Hedge Model which is designed to illustrate the barriers and issues to engagement and business development from the process of transferring knowledge and learning to and from the independent/small business. The paper concludes by considering suggestions for further developments that would support and improve engagement, enhancing the business/high street proposition and the development of strong sustainable and varied businesses.
Creating Competitive Advantage in Scottish Family Businesses: Managing, Sharing and Transferring the Knowledge In
(IDI International Publishers, 2009) Seaman, Claire; Graham, Stuart; Haromonina, D.
Creating Competitive Advantage in Scottish Family Businesses: Managing, Sharing and Transferring the Knowledge. Section II, Chapter IX.
(Information Science Reference, 2010) Seaman, Claire; Graham, Stuart; Harorimana, Deogratias
A further contribution to understanding the implications of knowledge and its context within which it is shared/transferred was presented in Claire Seaman and Stuart Graham's chapter Creating Competitive Advantage in Scottish Family Businesses: Managing, Sharing and Transferring the Knowledge-. This chapter considered both the role that knowledge transfer may have in family businesses and the different manners in which knowledge transfer may take place within this diverse environment. The economic, social and community importance of family businesses within Scotland was considered, alongside the different manner in which family businesses commonly operate and the implications for knowledge transfer. Seaman and Graham identified the importance of knowledge transfer in the creation of competitive advantage within a family business environment, and highlight the need for further research both to support the ongoing development of a strategy for family businesses in Scotland and to facilitate future development of high quality knowledge transfer. They conclude that there is a need to understand knowledge transfer, and the context within which it takes place, as well as its breadth.
Cutting It: Creating Space for the Knowledge Intensive Economy
(Gower, 2012) Seaman, Claire; Graham, Stuart
Driving a Scottish Family Business Forward; from Faither to Wee Lassie case study
(Gower, 2011-12) Graham, Stuart; Seaman, Claire; Halkias, Daphne; Nason, Robert; Smith, Celina; Swiercz, Paul; Thurman, Paul
[2011] Case Study Published in '' - A Case Study Text Edited by Daphne Halkias, Paul Thurman, Paul Swiercz, Celina Smith and Robert Nason Gower Publishing
Exploring Scottish family businesses: economy, geography and community
(Inderscience Enterprises, 2010-12-27) Seaman, Claire; Graham, Stuart; Falconer, Peter K.; Stepek, Martin
The results from this debate will provide a starting point for future theoretical and action research and a key aim of the proposed discussion paper is to encourage interested parties with diverse expertise to contribute and highlight their interest in future participation. The implications of this debate are profound and will impact upon Scotland in a variety of ways in terms of economic, cultural and community development. The role of those different groups involved - entrepreneurs, policy makers, practitioners, researchers and educators - will be key. The value of this paper lies primarily in its contribution to a debate and the call for further research in an area of key importance to the Scottish and, indeed, the UK economy.
Family Business in East Lothian
(2008) Seaman, Claire; Graham, Stuart; Falconer, Peter K.
The proposed paper will present the results of a pilot study within East Lothian, Scotland which focuses upon patterns of family business ownership, including business size and ownership and their reasons for and commitment to the geographic area in which they are currently based. Perceptions of the role of the family within the business will be considered, alongside some exploration of the roles of business families and the business community locally. Previous interaction with formalised business support networks and the perceptions of business owners with respect to the appropriateness of the business support available will be explored and considered in the context of further research planned in this area.
Harmonizing the Family Business: Deconstructing the DNA of the Family Business
(Palgrave Macmillan, 2012) Graham, Stuart; Seaman, Claire
Innovation and Knowledge Transfer in Rural Entrepreneurship and Regional Development
(2008-05) Seaman, Claire; Graham, Stuart; Bent, Richard
Family businesses provide a critical structure for economic activity and wealth-creation worldwide, existing and flourishing across geo-political frontiers, markets, areas and legal forms of business [Poutzioris et al, 2004]. Worldwide, family businesses are the most common type of business and despite much academic debate about the precise definition of a family business, estimates of the proportion of family businesses within the economies of developed countries remain remarkably constant at around two thirds of business operations [Poutzioris et al, 2004] and around half of GDP economic activity and private employment [Shanker and Astrachan, 2006]. One constant theme throughout the literature is the relatively private nature of family businesses, which in turn tends to mean that accurate information about them is not readily available [Astrachan and Shanker, 2006]. A second constant theme is the importance of the contribution that family businesses make to economic, social, cultural and community development, whether the be in the UK [Reid and Harris, 2004], the USA [Astrachan and Shanker 2006], in the Chinese economy [Chung and Yuen, 2003; Poutzioris et al, 2004] or amongst distinct and relatively discrete minority communities [Dhaliwal and Kangis, 2008]. The combination of a sector of clear and, to some extent, measurable, importance where robust data are nonetheless difficult to establish, illustrates both the dilemma of family business research and its importance Working with the Scottish Family Business Association and the Economic Development Unit at East Lothian Council, Queen Margaret University are currently researching the impact of family business in East Lothian on local communities, businesses and regional development. Family businesses frequently play a key role in Regional Economic Development, as they tend to be based within a community and prove relatively resistant to major geographic re-location. The methodology is currently being piloted, therefore, which is based around the use of semi-structured interviews with one or more members of a family business. The impact of family business culture on knowledge transfer and the implications of the relatively informal working practices often identified within family-based SMEs will be considered, alongside effective strategies for engagement and examples from current projects. Links between current KT policy and the specific needs of family businesses will be explored as part of both local and National strategies for engagement.
Seduced into the Family Business: editorial
(Emerald, 2010) Seaman, Claire; Graham, Stuart; Bent, Richard
The future of family business education in UK business schools
(2013-05) Collins, L.; Seaman, Claire; Graham, Stuart; Stepek, M.
Purpose: This practitioner paper aims to question basic assumptions about management education and to argue that a new paradigm is needed for UK business schools which embraces an oft neglected, yet economically vital, stakeholder group, namely family businesses. It seeks to pose the question of why we have forgotten to teach about family business management in the management portfolio. Design/methodology/approach: The paper adopts a stakeholder approach, building on nominal stakeholder theory to justify a change to the teaching paradigm in business schools. It builds on discussions in the extant literature about failures of business schools to address modern needs. Findings: The authors find that business schools in the UK need to begin to engage with family businesses through embracing the next generation from families in business. Policy needs to be developed that will support the next generation in a positive way by teaching about the family in business. Originality/value: The paper aims to stimulate discussion about key stakeholders and prompt review of neglect of this key area of business study in the UK. Emerald Group Publishing Limited.
The Modern Family Business: Relationships, Succession and Transition
(Palgrave Macmillan, 2012-05) Collins, L.; Grisoni, L.; Davies, S.; Tucker, J.; Seaman, Claire; Graham, Stuart; Fakoussa, R.; Otten, D.
Family businesses constitute over 70% of all business world-wide and while much attention has been focused on those with large turnovers, huge numbers of employees and dynastic ownership, very little research has considered the myriad and diversity of the majority. In addition, the accepted nature of the 'family' in business-traditional in view and classic in definition-seems to lag behind our modern concept of the extended, complicated and diverse character of the 'family'. Focusing on these two gaps, this book considers smaller family-owned businesses which have features that have often been neglected. It aims to highlight the gaps in our understanding of the modern family business and through the use of four case studies illuminates the 'family' aspects of business which makes these businesses unique.