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Journal articles on the topic 'Identity manager'

Author: Grafiati

Published: 10 September 2021

Last updated: 29 July 2025

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1

Bardon, Thibaut, Andrew D. Brown, and Stéphan Pezé. "Identity regulation, identity work and phronesis." Human Relations 70, no. 8 (2017): 940–65. http://dx.doi.org/10.1177/0018726716680724.

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How do corporations attempt to regulate the ways middle managers draw on discourses centred on ‘effectiveness’ and ‘ethics’ in their identity work, and how do these individuals respond? We analyse the discursive struggle over what it meant to be a competent manager at Disneyland, where middle managers were encouraged to construe their selves in ways that emphasized ‘being effective’ over ‘being ethical’, and managers responded with identity work that positioned them as searching for the practical wisdom (phronesis) to make decisions that were both effective and moral. The theoretical contribut

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Mak, Ka-Hi May, Louise Kippist, Terry Sloan, and Kathy Eljiz. "What Is the Professional Identity of Allied Health Managers?" Asia Pacific Journal of Health Management 14, no. 1 (2019): 58. http://dx.doi.org/10.24083/apjhm.v14i1.219.

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Objective: This paper explores the professional identity (PI) of Allied Health Managers (AHMs) and how their identity is typically constructed. Methods: A qualitative research methodology utilising semi-structured interviews was employed for this research. Thematic analysis was used to extract relevant data from the transcripts. Settings: The study was undertaken in five acute hospitals within one of the largest metropolitan Local Health Districts in New South Wales, Australia. A total of sixteen AHMs and deputy AHMs were interviewed. Results: Three key themes identified were

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Heinle, Mirko S., Christian Hofmann, and Alexis H. Kunz. "Identity, Incentives, and the Value of Information." Accounting Review 87, no. 4 (2012): 1309–34. http://dx.doi.org/10.2308/accr-50156.

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ABSTRACT We examine the impact of identity preferences on the interrelation between incentives and performance measurement. In our model, a manager identifies with an organization and loses utility to the extent that his actions conflict with effort-standards issued by the principal. Contrary to prior arguments in the literature, we find conditions under which a manager who identifies strongly with the organization receives stronger incentives and faces more performance evaluation reports than a manager who does not identify with the organization. Our theory predicts that managers who experien

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Gyory, J. T., K. Kotovsky, and J. Cagan. "Is It Human or Is It Artificial Intelligence? Discerning the Impact and Effectiveness of Process Managers Based on the Manager's Identity." Proceedings of the Design Society 2 (May 2022): 1579–88. http://dx.doi.org/10.1017/pds.2022.160.

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AbstractThis work studies the perception of the impacts of AI and human process managers during a complex design task. Although performance and perceptions by teams that are AI- versus human-managed are similar, we show that how team members discern the identity of their process manager (human/AI), impacts their perceptions. They discern the interventions as significantly more helpful and manager sensitive to the needs of the team, if they believe to be managed by a human. Further results provide deeper insights into automating real-time process management and the efficacy of AI to fill that r

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Warhurst, Russell, and Kate Black. "What do managers know? Wisdom and manager identity in later career." Management Learning 48, no. 4 (2016): 416–30. http://dx.doi.org/10.1177/1350507616679346.

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In this article, we focus on the knowing of experienced middle managers in later career and make a twofold contribution to management learning research. First, we critically examine the construct of wisdom as a way of deepening understanding of such managers’ knowing and we respond to the call to provide empirical evidence of the manifestations of wisdom in contemporary management practice. Second, we assess the managers’ engagement with wisdom as a resource for identity-work. Management is increasingly conceptualised as an identity project, and we examine how managers deployed wisdom as a dis

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Winter, Richard. "Academic manager or managed academic? Academic identity schisms in higher education." Journal of Higher Education Policy and Management 31, no. 2 (2009): 121–31. http://dx.doi.org/10.1080/13600800902825835.

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Bolander, Pernilla, Ingalill Holmberg, and Elisabeth Fellbom. "Learning to become manager: The identity work of first-time managers." Management Learning 50, no. 3 (2019): 282–301. http://dx.doi.org/10.1177/1350507618820711.

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Erat, Serhat, Hakan Kitapçı, and Kültigin Akçin. "Managerial Perception and Organizational Identity: A Comparative Analysis." Sustainability 12, no. 6 (2020): 2278. http://dx.doi.org/10.3390/su12062278.

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In this study, the effect of transformational leadership and procedural justice on manager trust and sustainable organizational identity is analyzed, also including the role of mediation on manager trust. First, we analyzed what the effect of transformational leadership and procedural justice on trust in the organization and sustainable organizational identity is. Secondly, we examined the mediator effect on organizational trust, in addition to the effects of transformational leadership and procedural justice on sustainable organizational identity. The sample of the study consists of 558 subje

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Spehar, Ivan, Jan C. Frich, and Lars Erik Kjekshus. "Professional identity and role transitions in clinical managers." Journal of Health Organization and Management 29, no. 3 (2015): 353–66. http://dx.doi.org/10.1108/jhom-03-2013-0047.

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Purpose – The purpose of this paper is to investigate how clinicians’ professional background influences their transition into the managerial role and identity as clinical managers. Design/methodology/approach – The authors interviewed and observed 30 clinicians in managerial positions in Norwegian hospitals. Findings – A central finding was that doctors experienced difficulties in reconciling the role as health professional with the role as manager. They maintained a health professional identity and reported to find meaning and satisfaction from clinical work. Doctors also emphasized clinical

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Harung, Harald S. "Total management: integrating manager, managing and managed." Journal of Managerial Psychology 11, no. 2 (1996): 4–21. http://dx.doi.org/10.1108/02683949610110523.

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There is an accelerating need for expanded awareness in today’s management as the task of the manager becomes increasingly complex. Presents a holistic model based on an on‐going interaction of a few fundamental components selected to represent management: goal, quality, productivity, profit, marketing, services and goods. These components range from abstract and expanded to concrete and restricted. Argues that there is an imbalanced focus on the last items listed. The different components of management are linked to different levels of human awareness: identity, feeling, intellect, mind, desi

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Andersson, Thomas. "The medical leadership challenge in healthcare is an identity challenge." Leadership in Health Services 28, no. 2 (2015): 83–99. http://dx.doi.org/10.1108/lhs-04-2014-0032.

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Purpose – The purpose of this article is to describe and analyse the identity challenges that physicians with medical leadership positions face. Design/methodology/approach – Four qualitative case studies were performed to address the fact that identity is processual, relational and situational. Physicians with managerial roles were interviewed, as well as their peers, supervisors and subordinates. Furthermore, observations were made to understand how different identities are displayed in action. Findings – This study illustrates that medical leadership implies identity struggles when physicia

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Szostak, Michał, and Łukasz Sułkowski. "THE CHALLENGES IN IDENTIFICATION OF ARTISTS-MANAGERS: CONSEQUENCES FOR CREATIVITY." Creativity Studies 14, no. 1 (2021): 112–24. http://dx.doi.org/10.3846/cs.2021.13822.

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Research on identity, its tensions and paradoxes have extensive literature and a large number of scientists exploring the subject. Our own experiences in the fields of art and management were the main arguments for the introduce of the concept of “artists-managers” and to undertake research in the area of artists-managers’ identity to find the conclusions for creativity. This article aims to describe the challenges in the identification of artists-managers, who can be crucial in understanding the creativity factor. To reach our goal, we run empirical qualitative research based on in-depth inte

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Carrim, Nasima M. H. "Behind the Mask: Hybrid Identity Work of Indian Women Managers in Corporate South Africa." African and Asian Studies 17, no. 4 (2018): 371–93. http://dx.doi.org/10.1163/15692108-12341396.

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AbstractThere is a dearth of research on how women managers engage in hybrid identity work during their career transitions, and the aim of this study was to fill this gap. Interviews were conducted with 13 Indian women managers in senior and top managerial positions, and the data obtained were analysed using thematic analysis. The narratives indicate that previously disadvantaged groups (Indian women in this case) are caught between subscribing to cultural values and concurrently conforming to organisational norms. Participants’ answers to the question: “Who am I as an Indian female manager?”

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Hannaway, Jane, and Linda A. Hill. "Becoming a Manager: Mastery of a New Identity." Administrative Science Quarterly 38, no. 3 (1993): 501. http://dx.doi.org/10.2307/2393383.

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Larsson, Magnus, Melissa Carsten, and Morten Knudsen. "Good intentions gone awry: investigating a strategically oriented MLD program." Journal of Management Development 39, no. 3 (2020): 334–54. http://dx.doi.org/10.1108/jmd-12-2018-0373.

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PurposeComplex organizations increasingly rely on middle managers as strategic linking-pins between the top and bottom levels of the organization. Using social identity theory and commitment theory as the foundation, this study evaluates a management and leadership development program (MLDP) intended to engage middle managers as strategy creators and implementers. We also evaluate the cascading effects of leadership development by assessing changes in subordinates' identification with the leader, and commitment to the work unit and organization.Design/methodology/approachUsing a sample of 107

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Čuić Tanković, Ana. "BUILDING THE CORPORATE IDENTITY – THE CASE OF ANNIKS HOTEL." Tourism and hospitality management 26, no. 2 (2020): 455–62. http://dx.doi.org/10.20867/thm.26.2.10.

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This case describes the problem of building a strong corporate identity in the Anniks hotel following the change of the general manager. After a short theoretical background about the construct of corporate identity, the hotel is presented in its distinctive characteristics and type of guests. The results of the interviews with the team manager are presented, as well as an analysis of the actual, desired and ideal corporate identity in order to foster creativity, encourage critical thinking and identify the elements of a new corporate identity.

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Watson, Tony J. "Narrative, life story and manager identity: A case study in autobiographical identity work." Human Relations 62, no. 3 (2009): 425–52. http://dx.doi.org/10.1177/0018726708101044.

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To study and better understand people's working lives and organizational involvement in the context of their whole lives and in the context of the societal culture in which they have grown up and now live, it is helpful to bring together three key concepts of narrative, identity work and the social construction of reality. Such a move can be connected to the abandonment of widely used but limiting concepts, such as that of`managerial identity'. The essentially sociological nature of this move also provides an antidote to the equally limiting tendency towards the `narrative imperialism' which i

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Dunne, Ilka, and Anita Bosch. "Graduate identity development in South Africa." Journal of Managerial Psychology 30, no. 3 (2015): 304–19. http://dx.doi.org/10.1108/jmp-06-2013-0200.

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Purpose – The purpose of this paper is to focus on the misunderstandings that hamper the graduate identity development process of black South African graduates in the first year of work. The authors introduce the role of an independent mediator in supporting identity development in a graduate development programme (GDP). The independent mediator mediates between graduate and manager when misunderstandings occur that inhibit the warranting process during professional identity development. Design/methodology/approach – In seeking to understand the graduate transition from student to professional

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Fish, A. J. "The Manager's Identity: Operational Competence or Strategic Excellence, a Quantum Leap Towards Manager Development." Asia Pacific Journal of Human Resources 23, no. 4 (1985): 23–27. http://dx.doi.org/10.1177/103841118502300407.

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Down, Simon, and James Reveley. "Between narration and interaction: Situating first-line supervisor identity work." Human Relations 62, no. 3 (2009): 379–401. http://dx.doi.org/10.1177/0018726708101043.

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This article examines how frontline managers establish managerial identities. It combines narrational and Goffmanesque conceptions of managerial identity work in a longitudinal study of one first-line supervisor at a restructured Australian industrial plant. We argue that, singly, neither self-narration nor dramaturgical performance accounts for the practical discursive work that constructs managerial `identity'. We demonstrate that frontline manager identity work is an iterative process in which self-narration and dramaturgical performance are almost seamlessly interwoven. The supervisor uses

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Daniela, Pinheiro dos Reis, and Puente-Palacios Katia. "Team effectiveness: the predictive role of team identity." RAUSP Management Journal 54, no. 2 (2019): 143–51. https://doi.org/10.1108/RAUSP-07-2018-0046.

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Abstract Purpose – The purpose of this study was to identify the explanatory power of the affective, cognitive and evaluative aspects of identity with work teams in predicting team effectiveness, represented by the variables: satisfaction with the team, manager-assessed team performance and objective indicators of performance. Design/methodology/approach – Data were collected from 131 work teams of a Brazilian public organization with units in all state capitals of the country. Work team identity scale, the work team satisfaction scale, the team performance scale and objective perf

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Warhurst, Russell. "A question of identity: understanding managers’ receptivity to learning." Personnel Review 45, no. 4 (2016): 764–81. http://dx.doi.org/10.1108/pr-11-2014-0258.

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Purpose – The purpose of this paper is to develop understanding of the theory of identity-work and to then deploy this understanding in examining managers’ identity-work. These understandings provide a basis for appreciating managers’ receptivity to learning and, in turn, for considering the likely efficacy of management development. Design/methodology/approach – A qualitative, photo-elicitation interview research study is detailed in which managers’ accounts of being a manager were generated. Findings – The accounts of a sample of managers are analysed through the lens of identity-work using

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Plotnikof, Mie. "Letting go of Managing? Struggles over Managerial Roles in Collaborative Governance." Nordic Journal of Working Life Studies 6, no. 1 (2016): 109. http://dx.doi.org/10.19154/njwls.v6i1.4888.

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This article discusses the role of the manager in collaborative governance studies. These studies identify a new managerial role as facilitator of stakeholder collaboration when pursuing public policy and service innovation. But the complications of role changes are underexplored; hence this article addresses the emerging challenges. Drawing on organizational discourse studies, it theorizes and analyzes managers’ positioning during collaborative governance practices in cases from the Danish daycare area. The findings demonstrate how public managers construct old and new roles related to variou

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Lähdesmäki, Merja. "Construction of owner-manager identity in corporate social responsibility discourse." Business Ethics: A European Review 21, no. 2 (2012): 168–82. http://dx.doi.org/10.1111/j.1467-8608.2011.01644.x.

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Hodgson, Damian E., and Steve Paton. "Understanding the professional project manager: Cosmopolitans, locals and identity work." International Journal of Project Management 34, no. 2 (2016): 352–64. http://dx.doi.org/10.1016/j.ijproman.2015.03.003.

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Blenkinsopp, John, and Brenda Stalker. "Identity work in the transition from manager to management academic." Management Decision 42, no. 3/4 (2004): 418–29. http://dx.doi.org/10.1108/00251740410518903.

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Dalton, Maxine, and Donna Chrobot-Mason. "A Theoretical Exploration of Manager and Employee Social Identity, Cultural Values and Identity Conflict Management." International Journal of Cross Cultural Management 7, no. 2 (2007): 169–83. http://dx.doi.org/10.1177/1470595807079382.

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Tjandra, William, Rachmat Effendi, and Nandang Ihwanudin. "TANTANGAN MANAJEMEN BAGI EKSTENTIALISME DI PELAYANAN KESEHATAN." Moderation | Journal of Islamic Studies Review 2, no. 2 (2022): 99–108. https://doi.org/10.63195/moderation.v2i2.66.

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The similarity between existentialism and management is that they both deal with human interests. Management and existentialism each have an influence that needs to be analyzed, namely the logic and moral issues of a manager. In this study, we will examine and develop the thoughts of existentialism philosophers with management science to provide critical considerations so that a middle way is obtained in empowering existentialism philosophy in management. In all of these roles, it is argued that a manager's philosophy and value system influence the way he or she performs various managerial tas

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Pende, Hrvoje. "CORPORATE COMMUNICATIONS: Interaction between manager, employees and stakeholders." Tourism and hospitality management 10, no. 3-4 (2004): 175–88. http://dx.doi.org/10.20867/thm.10.3-4.14.

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The paper discusses the role and importance of corporate communications in the processes of corporate identity creation. Corporate identity is a result of the interaction between manager, employees and business environment/stakeholders. Possibilities of creating a desirable corporate identity is highly correlated with the dominant organizational and social patterns of culture. Strong, open and positive cultures give the corporation pre-requisite to communicate efficiently, which will bring the corporation into the corporate branding process with all the competitive benefits. Negative cultures

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Bresnen, Mike, Damian Hodgson, Simon Bailey, John Hassard, and Paula Hyde. "Hybrid managers, career narratives and identity work: A contextual analysis of UK healthcare organizations." Human Relations 72, no. 8 (2018): 1341–68. http://dx.doi.org/10.1177/0018726718807280.

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While hybrid managers are increasingly important in contemporary organizations (especially in the public sector), we know little about why or how they become hybrid managers, or how this is shaped by the interplay of professional experience and organizational circumstances. In pursuit of a more variegated, contextualized and dynamic understanding of hybrid management, this article focuses on how individuals transition into managerial hybrids, emphasizing the dynamic and emergent nature of hybrid management identity. Studying managers in English healthcare, we employ the concept of identity wor

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Yudhistira, Dimas. "Identity and Interaction, A Glimpse into Persib WhatsApp Group." Mediator: Jurnal Komunikasi 14, no. 1 (2021): 79–89. http://dx.doi.org/10.29313/mediator.v14i1.7563.

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Persib Bandung, an Indonesian professional football club, is the place where several identities are encountered. The specific place discussed in this article is a virtual place namely WhatsApp group. This research illustrates the form of virtual interaction among the players and managers. The interaction form is connected with the identity markers of the players. To illustrate the form of interaction in Persib’s WhatsApp group, I interviewed Persib’s social media manager. The aim of the questions is to uncover the activities inside the group. It makes this is a qualitative research. From the i

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Prodanciuc, Robert. "Military Identity." International conference KNOWLEDGE-BASED ORGANIZATION 24, no. 2 (2018): 377–82. http://dx.doi.org/10.1515/kbo-2018-0118.

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Abstract This paper is aimed at exploring the process of military identity acquisition. In order to be able to do this, it is important to define the concepts of institution and organization with reference to the social subsystem represented by the army. The analysis of the aspirants to the status of member of the army was done through the systemic and action paradigms, as well as the praxiological vision. Individuals wishing to integrate into the military system are analysed from a four-dimensional perspective, that is to say, from the point of view of the four defining aspects of each indivi

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Dennis, Michael Robert, and Adrianne Dennis Kunkel. "PERCEPTIONS OF MEN, WOMEN, AND CEOS: THE EFFECTS OF GENDER IDENTITY." Social Behavior and Personality: an international journal 32, no. 2 (2004): 155–71. http://dx.doi.org/10.2224/sbp.2004.32.2.155.

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Previous studies (e.g., Heilman, Block, & Martell, 1995; Heilman, Block, Martell, & Simon, 1989; Kunkel, Dennis, & Waters, 2003; Schein, 1973, 1975; Schein & Mueller, 1992) have detected differences in how participants perceive the characteristics of males and females in general and those of male and female managers, though sex-based stereotyping dissipated with the consideration of successful managers. This study, an administration of the Schein Descriptive Index (SDI, Schein, 1973) and the Bem Sex Role Inventory (BSRI; Bem, 1974) to 220 participants (125 women and 95 men), is

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Netting, F. Ellen, and Frank G. Williams. "Case Manager-Physician Collaboration: Implications for Professional Identity, Roles, and Relationships." Health & Social Work 21, no. 3 (1996): 216–24. http://dx.doi.org/10.1093/hsw/21.3.216.

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Moon, Chan Soo, Hye Na Lee, and Yu Won Kim. "Analysis of the Role Identity of Direct Elected Superintendents: Focusing on Media Articles about Superintendents in K province." Korea Society Of The Politics Of Education 31, no. 3 (2024): 143–75. http://dx.doi.org/10.52183/kspe.2024.31.3.143.

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The purpose of this study is to analyze the changes in the role identity of directly elected superintendents and the behavioral characteristics constituting it since the implementation of direct elections in 2010. Framework for the analysis including Teacher-Scholar, Business Manager, Educational Political Leader, Social Scientist, and Communicator were established, and a qualitative document analysis was conducted. We collected media articles on the superintendents’ actions from July 1, 2010, to April 30, 2024 for analysis. A gradual sampling process was used to select 1,312 media articles on

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da Silva, Thais Araújo, Maria del Carmen Solano-Ruiz, José Siles-González, and Genival Fernandes de Freitas. "Professional Identity of Nurse Manager in the Light of the Structural Dialectic Care Model." Aquichan 19, no. 3 (2019): 1–13. http://dx.doi.org/10.5294/aqui.2019.19.3.5.

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Objectives: To identify in the scientific literature the identity-related configurations inherent to the nurse’s managerial practices of a professional that works in a hospital setting, and to analyze them in the light of the Structural Dialectic Care Model (SDCM). Materials and method: The article concerns about a qualitative research where an integrative review was made enabling the selection of 15 articles, analyzed in light of the SDCM. Results: From the 15 selected articles, three thematic axes were established: Leadership, care and conflicts. Conclusions: It was concluded that the SDCM h

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Nugue, Mathilde, Matthieu De Stampa, Yves Couturier, and Dominique Somme. "Use of Standardized Multidimensional Evaluation Tools and the Emergence of the Case Manager’s Professional Identity in France." Care Management Journals 13, no. 4 (2012): 184–93. http://dx.doi.org/10.1891/1521-0987.13.4.184.

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In France, the national public health plan proposes a group of innovations including the initiation of case management for older adults in complex situations, particularly those with cognitive disorders. In this context, public authorities asked case managers to use a standardized multidimensional evaluation tool. The results of a qualitative study on the pertinence of such a tool relative to the emergence of this new professional field are described. Early use of an evaluation tool seems to be linked to the emergence of a new professional identity for recently recruited case managers. Factors

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Kalra, Ashish, Omar S. Itani, and Sijie Sun. "“Turning role conflict into performance”: assessing the moderating role of self-monitoring, manager trust and manager identification." Journal of Service Theory and Practice 33, no. 3 (2023): 436–61. http://dx.doi.org/10.1108/jstp-08-2022-0163.

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PurposeThis study examines the contextual variables that can curb the negative effects of role conflict on job satisfaction and enhance the positive effect of job satisfaction on creativity and service performance. More specifically, adopting the job demands-resources theory, the authors explore the interactive effect of frontline employee (FLE) self-monitoring and FLE-manager trust on the relationship between role conflict and job satisfaction. Extending this line of inquiry, the authors adopt social identity theory and analyze the moderating effect of FLE-manager identification on the relati

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EL-ABBADI, Ikrame, and Imad-dine BAZINE. "Entre ambiguïté et déstabilisation : une revue de littérature de la position des cadres intermédiaires dans le contexte professionnel." African Scientific Journal Vol 3, N°20 (2023): 001. https://doi.org/10.5281/zenodo.8367830.

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<strong>Résumé </strong> Cet article vise à dresser un panorama distinguant les cadres en tant que profession et catégorie socioprofessionnelle, particulièrement les cadres de première ligne ou les cadres intermédiaires. Dans une double perspective informative et explicative, le profil du cadre, les caractéristiques de sa fonction, son rôle au sein de l'entreprise et l'impact de celle-ci sur lui, sont passés en revue. L'objectif est donc d'identifier les cadres des autres catégories socioprofessionnelle

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Reis, Daniela Pinheiro dos, and Katia Puente-Palacios. "Team effectiveness: the predictive role of team identity." RAUSP Management Journal 54, no. 2 (2019): 141–53. http://dx.doi.org/10.1108/rausp-07-2018-0046.

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Purpose The purpose of this study was to identify the explanatory power of the affective, cognitive and evaluative aspects of identity with work teams in predicting team effectiveness, represented by the variables: satisfaction with the team, manager-assessed team performance and objective indicators of performance. Design/methodology/approach Data were collected from 131 work teams of a Brazilian public organization with units in all state capitals of the country. Work team identity scale, the work team satisfaction scale, the team performance scale and objective performance indicators collec

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Nielsen, Jordan, Thomas Ptashnik, Amy E. Colbert, and John Lynch. "Examining the Threatened Manager: Effects of and Responses to Leader Identity Threat." Academy of Management Proceedings 2020, no. 1 (2020): 17198. http://dx.doi.org/10.5465/ambpp.2020.17198abstract.

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Anderson, Lisa, and Jeff Gold. "Conversations outside the comfort zone: identity formation in SME manager action learning." Action Learning: Research and Practice 6, no. 3 (2009): 229–42. http://dx.doi.org/10.1080/14767330903299449.

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Moorer Jr, Cleamon. "Stick-Up At Check-In: A Managers Response To Identity Theft In The Hospitality & Tourism Industry." Journal of Business Case Studies (JBCS) 5, no. 5 (2009): 61–68. http://dx.doi.org/10.19030/jbcs.v5i5.4722.

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Resolving and decreasing identity theft is a burden shared by businesses managers and consumers; civic groups (non-governmental agencies); and governmental agencies. Terri, a hotel manager of a large international flagship resort is notified by authorities that her hotel and some of its key employees have been the focus of a 3-month long identity theft sting. Terri, has to handle ethical, legal, and organizational issues while facing possible criminal charges. She has a small window of time to try to resolve this issue internally and re-establish trust with all key external stakeholder constit

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Bhattacharjee, Sudip, and J. Owen Brown. "The Impact of Management Alumni Affiliation and Persuasion Tactics on Auditors' Internal Control Judgments." Accounting Review 93, no. 2 (2017): 97–115. http://dx.doi.org/10.2308/accr-51816.

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ABSTRACT Concerns over “revolving door” practices of companies hiring directly from their external auditor led to a Sarbanes-Oxley Act provision mandating a one-year cooling-off period before such hires can occur. Yet little is known as to whether these alumni affiliations, still prevalent today, actually impair audit quality. Drawing on Social Identity Theory, we conduct an experiment to examine whether auditors experience heightened identification with an alumni-affiliated client manager and, if so, how this perceived relationship affects their professional skepticism in response to a manage

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Barbosa, Milka Alves Correia, Fátima Regina Ney Matos, José Ricardo Costa Mendonça, Kely César Martins Paiva, and Fernanda Roda de Souza Araújo Cassundé. "O papel de gestor: Percepções de professores-gestores de uma Universidade Federal Brasileira." education policy analysis archives 25 (February 20, 2017): 12. http://dx.doi.org/10.14507/epaa.25.2388.

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This research aimed to analyze how higher education teachers from a Brazilian federal university perceive the role of academic-manager. For this purpose, it was conducted an interpretive qualitative basic study, whose participants were academic-manager of Federal University of São Francisco Valley (Univasf). Data were collected through semistructured interviews and documentary analysis. Content analysis was adopted for processing data with the software Atlas Ti support. Based on data, it was identified the dimensions shared by them when refer to the academic-manager role (conventional facet),

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Campillo Alhama, Concepción, Irene Ramos Soler, and Araceli Castelló Martínez. "La gestión estratégica de la marca en los eventos empresariales 2.0." aDResearch ESIC International Journal of Communication Research 10, no. 10 (2014): 52–73. http://dx.doi.org/10.7263/adresic.010.003.

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The business events in the relationship marketing strategy have recently undergone an unprecedented transformation both in their own identity and in the specific social communication processes that go on before, during and after the holding of the event. Together with the traditional marketing strategy and the linking with the stake-holders by means of relationship strategies, in the context of the present society, the social media become indispensable platforms to interconnect and interact with groups of interest of business organizations by means of communication 2.0 and social networks. Thi

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Alabi, Peter Akubo. "AN AUTHENTICATION FOR GROUP COMMUNICATIONS IN AD-HOC NETWORKS." International Journal for Innovation Education and Research 9, no. 2 (2021): 396–404. http://dx.doi.org/10.31686/ijier.vol9.iss2.2941.

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Group communication implies a many-to-many communication and it goes beyond both one-to-one communication (i.e., unicast) and one-to-many communication (i.e., multicast). Unlike most user authentication protocols that authenticate a single user each time, we propose a new type of authentication, called group authentication that authenticates all users in a group at once. The group authentication protocol is specially designed to support group communications. There is a group manager who is responsible to manage the group communication. During registration, each user of a group obtains an uniqu

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Lein, Harn, and Lin Changlu. "AN EFFICIENT GROUP AUTHENTICATION FOR GROUP COMMUNICATIONS." International Journal of Network Security & Its Applications (IJNSA) 5, no. 3 (2013): 09–16. https://doi.org/10.5281/zenodo.4113358.

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Group communication implies a many-to-many communication and it goes beyond both one-to-one communication (i.e., unicast) and one-to-many communication (i.e., multicast). Unlike most user authentication protocols that authenticate a single user each time, we propose a new type of authentication, called group authentication, that authenticates all users in a group at once. The group authentication protocol is specially designed to support group communications. There is a group manager who is responsible to manage the group communication. During registration, each user of a group obtains an uniq

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Ivanova, Natalia, and Anna Klimova. "IDENTITY FOCUSED ADAPTATION OF NEWCOMERS IN ORGANIZATIONS: RESOURSE FOR PERSONNEL MANAGEMENT." DIEM: Dubrovnik International Economic Meeting 6, no. 1 (2021): 89–97. http://dx.doi.org/10.17818/diem/2021/1.9.

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The report addresses the issue of adaptation of newcomers in organizations. This problem is very important now in business and public organizations according to the problem of labor productivity, staff turnover, corporate culture etc. In spite of obvious importance of the adaptation in organization, the studies of this problem require new approaches and methods. Mechanisms are explored that help to retain the staff in organization and to create a desire to continue its activities in this organization. The research is implemented to the framework of the business-psychological approach (S Benton

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Lopes, Francisco das Chagas, Walber Gonçalves de Souza, Rosane Gomes de Oliveira, et al. "Identity and Diversity an issue in Management." International Journal of Advanced Engineering Research and Science 9, no. 5 (2022): 153–56. http://dx.doi.org/10.22161/ijaers.95.13.

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The proposal to understand the management of diversities in view of the talents found includes understanding the identities of both employees, the organization and the manager himself. Their beliefs and stereotypes can be impediments to organizational growth and loss of talent that are essential to the company's smooth running. The manager's emotions must be regulated as to his personal security in relation to himself and the environment. Having a good management of diversities will make a big difference in competitive markets. Since school management also begins to be seen in the same way as

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