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Publisher: Emerald   (Total: 335 journals)

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Showing 1 - 200 of 335 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 9)
Academia Revista Latinoamericana de Administraci√≥n     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 30)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 19, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 14, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 8)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 48, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 60, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 11, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 181, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 16)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 10, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access  
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 24, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 257)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 16, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 6)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (Followers: 1, SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 17)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 22, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 130, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 21, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 6, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 4, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 14, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 7, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.596, h-index: 30)
European J. of Marketing     Hybrid Journal   (Followers: 20, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 9, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 17, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 45, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 13, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 9, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 6, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 45, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 62, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 42, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 8, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 5, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 12, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 16, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 10)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 8, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 5, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 4, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 5, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 9, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 9, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 9, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 8)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 16)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 13, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 6, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 25)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 10, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 18, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 4, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 10, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 6, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 24, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 8, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 9, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 47, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 12, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 6, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 6, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 1.076, h-index: 57)
J. for Multicultural Education     Hybrid Journal   (Followers: 3, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 3)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 49, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 51)
J. of Asia Business Studies     Hybrid Journal   (Followers: 3, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 19, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 7, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 7, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 118, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 54)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 11, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 186, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 5, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 6)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 13, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 343, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal  
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 9)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 12)
J. of Forensic Practice     Hybrid Journal   (Followers: 49, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 1)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 23, SJR: 0.67, h-index: 27)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 3, SJR: 0.376, h-index: 8)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 13)

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Journal Cover Industrial and Commercial Training
  [SJR: 0.217]   [H-I: 14]   [5 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0019-7858
   Published by Emerald Homepage  [335 journals]
  • Manager stimulation of employee self-regulated learning
    • Pages: 205 - 212
      Abstract: Industrial and Commercial Training, Volume 49, Issue 5, Page 205-212, June 2017.
      Purpose The purpose of this paper is to explore the potential benefits of integrating self-regulated learning with skill charting, a training and development tool. The following areas are examined: manager-as-coach, self-regulated learning, and skill development through skill charting. Design/methodology/approach This discussion of manager stimulation through the integration of self-regulated learning and skill charting is based on an extensive literature review of recent research as well as that done by the authors. Findings There are many practical opportunities for managers to enhance self-regulated learning of employees using skill charting. Because self-regulated learners tend to reflect a growth mindset they are more likely to engage in performance improvement, change and innovation. These personal characteristics are highly valued by most managers as they may provide a competitive advantage for organizations. Managers, acting as coaches with individuals or small groups, can be instrumental in helping employees to internalize self-regulating learning practices at the same time the employees participate in learning important job skills. The approach offered here also encourages team-building skills, knowledge acquisition, and employee engagement. Originality/value This fresh look at an integration of self-regulated learning with the skill-charting approach offers specific, practical suggestions for manager stimulation of self-regulated learning.
      Citation: Industrial and Commercial Training
      PubDate: 2017-05-10T11:10:24Z
      DOI: 10.1108/ICT-02-2017-0007
  • Factors that impact the success of an organizational change: a case study
    • Pages: 213 - 230
      Abstract: Industrial and Commercial Training, Volume 49, Issue 5, Page 213-230, June 2017.
      Purpose The purpose of this paper is to investigate the factors that impact the success of an organizational change within an organization under study. Design/methodology/approach Five hypotheses were developed to investigate independent variables as possible factors affecting employees’ commitment to change. The research is based on a three-step process consisting of a literature review and field research through survey and interviews. The literature review served to establish an important foundation for understanding the problem. The field research involved employees taking part in the change completing a survey. Individual interviews were also conducted with management level employees actively involved in the change process. The paper is an empirical-based case analysis. Findings The results demonstrate that employees’ commitment to change, in this organization, can be improved through increasing formal and informal communication, creating adaptive organizational systems and enhancing the role of transformational leaders during the change. Research limitations/implications Sample size was affected due to the limited availability of employees during a specific organizational cycle. Increased sample size would allow further investigation about employees’ commitment to change. Additional research could be done on how the company’s systems and practices can be adapted to change. Practical implications The success of a change project is critical for its future strategy and major project implementation. It is crucial that a systematic process be followed to implement this change. It is suggested that the John Kotter’s “eight” step change management model be adopted as a framework to the implementation plan. Social implications New behaviors are subject to degradation if they are not ingrained in social norms and shared values, i.e. if they do not become part of the culture. Managers emphasized that, even though they are creating a new team, they recognize the importance not to create a “Monster” or a new alien culture. Leaders must make sure that all new behaviors required for the integration become part of the existing culture. Originality/value The paper provides insight in some of the factors that lead to a successful organizational change and team integration. The paper recommends four steps to address communication, organizational systems and culture to improve employees’ commitment to change.
      Citation: Industrial and Commercial Training
      PubDate: 2017-05-10T11:10:28Z
      DOI: 10.1108/ICT-02-2017-0006
  • CSR perception: a global opportunity in management education
    • Pages: 231 - 244
      Abstract: Industrial and Commercial Training, Volume 49, Issue 5, Page 231-244, June 2017.
      Purpose The purpose of this paper is to study the perceived relationship between corporate social responsibility (CSR) and corporate effectiveness (CE) amongst undergraduate and post-graduate students in India and Mauritius. The paper explores the differences in perception of CSR and CE w.r.t profitability, long-term success and short-term success between the different student groups. Design/methodology/approach This paper explores past studies done by researchers and practitioners and uses a survey method for data collection amongst students in India and Mauritius. Findings Set in the context of current ethical and business challenges facing business leaders, the paper provides insights and recommendations on the perceived relationship between CSR and CE. Recommendations have been provided for leveraging the perception of CSR amongst students as they aspire to become future business leaders. Research limitations/implications Researchers and practitioners are encouraged to explore and test the proposals further in different contexts and countries. Practical implications The paper suggests that the research reinforces the relationship between CSR and CE in the context of business and current student perception globally. Social implications Management students are future managers and the study of their perception towards social responsibility has a lot of bearing on their future decision making with respect to these issues. Originality/value This paper highlights the different student views on CSR and CE in India and Mauritius and will encourage future researchers and organizations to further expand on this perception.
      Citation: Industrial and Commercial Training
      PubDate: 2017-05-10T11:10:27Z
      DOI: 10.1108/ICT-12-2016-0085
  • Training of new managers: why are we kidding ourselves?
    • Pages: 245 - 255
      Abstract: Industrial and Commercial Training, Volume 49, Issue 5, Page 245-255, June 2017.
      Purpose The purpose of this paper is to provide an update on a longitudinal research study that examines the content delivery of courses provided by private training providers (PTPs) for first level managers (FLMs). It measures, against a contemporary soft skill model, the relevance of “off the shelf” training which is aimed at FLMs managerial soft skills, as opposed to “technical” or “hard skill” training. The research has been carried out over three phases. The paper will critically compare and contrast the results and determine if there are any prevailing management paradigms in the content of the courses. Design/methodology/approach There were three key phases undertaken during the research. Phase 1 involved developing a multi-dimensional best practise core soft skills framework for professional managers. The second phase involved a pilot study conducted as desk research using various online and direct marketing channels in researching 45 PTPs first line manager courses in the UK over a period of two months during October to November 2011, and this exercise was repeated in phase 3 during February and March 2015 using a sample (20) of the same 45 PTPs. Both exercises involved comparing and contrasting the Core Soft Skills Framework to the PTP courses using thematic and coding techniques. Findings The studies have revealed surprising omissions and contrary positions when it comes to teaching FLMs non-technical skills. On some PTP courses there appeared contrary positions taken up on key managerial concepts such as leadership. In both research phases, “delegation” is an area which FLMs receive significant training. The activity of delegation is an example of top down management used to demonstrate command and control paradigms within the workplace, and fails to take into account todays cultural behavioural shifts. There is also a total lack of acknowledgement on the impact technology is having on a younger generation of managers interpersonal and intrapersonal skills. Research limitations/implications The best practise core soft skill framework is based on three key soft skill models which do not take into account soft skills for FLMs. These models do not presently exist. Both the initial study and 2015 follow-up are undertaken by desk research and the content marketing collateral as promoted by the PTPs. What actually happens on the courses themselves: broader management discussions, role play, sharing experiences, etc. cannot be evaluated as part of this research. No distinction has been made in the research with regard the length of the courses. Practical implications PTP FLM training is not irrelevant; it is necessary for managers. An issue is the training is pitched at concepts and skills which are too advanced for the FLM who are missing out on the basic non-technical skills. Without this fundamental introduction, it is teaching FLMs to run before they can walk. Of all the FLM courses now researched, there has only been one which covers all the soft skills identified in the framework. With so many core soft skills from the framework omitted from PTP FLM courses, how can FLMs be expected to grasp the basics of soft skills and apply them? Originality/value By breaking down the findings, this research can have considerable impact with regard the provision of training for new managers. It informs HR departments about the inconsistencies of new manager training between the providers, but it also highlights areas to new management which are not covered by the courses. For training providers it will act as a reminder that training courses need to be continually reviewed and redesigned to remain relevant as culture rapidly changes from a personal interaction society to a technology interaction society. As a result more emphasis needs to be placed on communication, teamwork, interaction type activities to build intuition and “nous”. Today’s young people are “streetwise” – in technology but not in personal relationships….
      Citation: Industrial and Commercial Training
      PubDate: 2017-05-10T11:10:26Z
      DOI: 10.1108/ICT-12-2016-0082
  • In-house experiential education after the Greek crisis: recessionary
           effects on experiential learning design and implementation of an effective
           vocational training
    • Pages: 256 - 269
      Abstract: Industrial and Commercial Training, Volume 49, Issue 5, Page 256-269, June 2017.
      Purpose The purpose of this paper is to examine the impact of the Greek recession on the design of adult vocational training through the financial crisis effects on entrepreneurship and, in particular, the significance of the conditions of the in-house experiential learning effective implementation in the new macroeconomic circumstances. Design/methodology/approach An overall theoretical approach is attempted through the bibliographic review and the analysis of selected scientific forums’ data. Findings The results of the literature review yielded 24 important factors-prerequisites that influence the implementation of in-house experiential adult education. The importance of the in-house experiential learning and the role of adult educators are emphasized in the direction of the essential skills acquisition that shall provide employees and enterprises with intellectual and practical assistance, so that they may adjust to the new macroeconomic environment. Practical implications This effort has provided a number of useful proposals to each recipient involved in adult education and training in order to reinforce the support of the business world as much as possible, especially during the time period of recession, and to reduce unemployment. Originality/value Starting from the fact that the macroeconomic recession itself constitutes an inevitable experience of an entire social, economic and educational system, the present study attempts a realistic approach of the significance of in-house experiential education and training in the direction of successful adjustment of enterprises, employees, adult educators and the State itself against the challenges of our times.
      Citation: Industrial and Commercial Training
      PubDate: 2017-05-10T11:10:25Z
      DOI: 10.1108/ICT-04-2017-0029
  • Notes and news
    • Pages: 270 - 275
      Abstract: Industrial and Commercial Training, Volume 49, Issue 5, Page 270-275, June 2017.

      Citation: Industrial and Commercial Training
      PubDate: 2017-06-07T12:05:00Z
      DOI: 10.1108/ICT-03-2017-0019
  • Effective leadership development in information technology: building
           transformational and emergent leaders
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose Effective leadership has been the focus of much research in recent years, but leadership development is still understudied. Information technology (IT) continues to grow in importance due to the industries IT creates, the industries IT disrupts, and the potential IT holds for all companies. Because leadership is highly context bound, the purpose of this paper is to examine leadership development in the IT context to take first steps toward establishing best practices for IT leadership development. Design/methodology/approach This conceptual paper reviews leadership in general before performing an integrated literature review of leadership as it has been studied in the IT context. Then the paper presents three propositions regarding effective IT leadership development. Findings IT leadership development should involve formal mentoring, robust feedback that is integrated into the development plan, and should be treated as a core process for long-term success. Emergent and transformational leadership are important for IT. Practical implications It behooves IT departments to implement the leadership development programs proposed here because leadership has been identified as one of the most difficult skills to find in IT employees. The findings can inform training professionals exploring ways to improve the leadership capacity and leadership development in the IT units of their organizations. Originality/value The paper’s literature review uncovered no quantitative peer-reviewed research on leadership development in the IT context, suggesting an area of need for further empirical studies. Researchers and practitioners alike will benefit from a greater understanding of leadership development in IT.
      Citation: Industrial and Commercial Training
      PubDate: 2017-11-03T10:37:50Z
      DOI: 10.1108/ICT-06-2017-0039
  • Psychometric evaluation of need-based quality of work life scale in an
           Indian sample
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to examine the psychometric properties of the need-based measure of quality of work life (QWL) in the Indian context. Design/methodology/approach The need-based QWL instrument was validated using the 380 samples collected from public and private sector employees working in India. The data were obtained via self-administered structured questionnaires. The data were examined conducting exploratory and confirmatory factor analyses with the help of SPSS AMOS (version 21). Findings The two-factor model confirmed the superiority over the seven-factor model in the Indian context. The results are strongly supported by the extant literature in organizational behavior domain. Originality/value Despite being the second highest populated country and one of the largest skill labor facilitator to the work economy, India lags behind in well-being-related studies as compared to its Western and Asian counterparts. This study has validated and simplified the complex need-based QWL measure in the Indian context. This is easily understandable that QWL instrument is believed to encourage the well-being research in India.
      Citation: Industrial and Commercial Training
      PubDate: 2017-11-02T09:35:19Z
      DOI: 10.1108/ICT-06-2017-0041
  • Strategies for maximizing organizational absorptive capacity
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to discuss strategies for maximizing organizational absorptive capacity. Design/methodology/approach The views presented here have been derived from authors’ extensive research and professional experience. Support for the claims made is provided through anecdotal evidence and related literature. Findings The viewpoint discusses how organizational absorptive capacity may be maximized through actions and interactions of a wide range of individual, managerial, organizational, and inter-organizational factors. Originality/value The viewpoint may assist practitioners with developing strategies for improving vicarious learning. From a theoretical perspective, the claims made in the paper present fertile ground for future empirical testing.
      Citation: Industrial and Commercial Training
      PubDate: 2017-10-31T01:50:41Z
      DOI: 10.1108/ICT-07-2017-0060
  • Establishing the financial returns arising from an evaluation of a retail
           training programme
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to propose an evaluation of training for shop assistants, specifically in retail chains. Design/methodology/approach The proposed evaluation is based on Kirkpatrick’s model and Phillips’ modification. The representative case study includes the application of the training evaluation at the fourth and fifth levels of evaluation in a particular chain of retail stores. The data were collected from the retail chain’s financial reports, internal documents related to training of employees and interviews with managers in the retail chain. Findings The results contribute to the training evaluation literature by presenting a training evaluation for shop assistant using evidence from a retail chain. The training focussed on selling skills and product knowledge; the details of evaluating the training are presented, encompassing mainly the benefits and costs of the training and return on investment calculation. Research limitations/implications The training evaluation was tested only in selected types of training courses for shop assistants. To generalise the results, its adoption in different types of training and retail companies is required in future research. Practical implications The application of this training evaluation should help to achieve training objectives and enhance the quality of training in the retail chain. The results of the paper can be used as practical inspiration for managers of retail stores. Originality/value This paper proposes and applies a specific evaluation of training courses in retail.
      Citation: Industrial and Commercial Training
      PubDate: 2017-10-27T12:19:37Z
      DOI: 10.1108/ICT-02-2017-0016
  • Military leadership development strategies: implications for training in
           non-military organizations
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to explore how branches of the USA military conduct leadership development of their members to build on existing knowledge of effective approaches. The military, often credited for its ability to develop leadership competencies, has been overlooked and offers a new context for consideration in training. Training strategies presented may offer organization leaders new insight into enhancing current leadership development programs. Design/methodology/approach A review of accessible military doctrine in recent decades was conducted to determine leadership development methodology for possible transferability into industry. Findings The military’s diverse perspectives on service member leadership development offered insightful methods for application in commercial training. Four development strategies were identified and are discussed. Research limitations/implications The purpose of the military is unique from non-military organizations and, as such, each of the leadership development training approaches may not be applicable or feasible for traditional employees. Further exploration of leadership development in the US military is required to better understand the impact of the training. Originality/value A review of existing literature revealed little evidence of examining the military’s approach to developing leaders, even though employers claim to hire veterans because of their leadership abilities. Each of the identified development components are distinguishable from traditional leadership programs and present readers a series of opportunities to consider.
      Citation: Industrial and Commercial Training
      PubDate: 2017-10-26T08:28:04Z
      DOI: 10.1108/ICT-06-2017-0047
  • From Big Data to Big Impact: analytics for teaching and learning in higher
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to examine the applicability of Big Data in higher education institutions. Design/methodology/approach A qualitative research approach using semi-structured interviews was employed to get insights from 23 experts from the Indian higher education sector. Respondents included higher education specialists from information technology, administration and academicians from public and private funded institutions. Findings Based on competitive advantage and data complexity, four major application areas were identified for the use of Big Data in higher education. These application areas are reporting and compliance; analysis and visualization; security and risk mitigation; and predictive analytics. Research limitations/implications Qualitative methodology is suitable to explain constructs and relationships between constructs, but it does not explain the magnitude of the relationships. The lack of Big Data experts in higher education constrained the ability of this research by leading to repeated themes. Finally, including participants from other countries would have assisted further in generalizing the findings. Originality/value As both interest and reluctance persists about Big Data, it calls for the application across industries and cost-benefit analyses. A number of researchers have studied the use of Big Data in various fields associated with the applicability, the data availability, the cost, the competence, the privacy, the relevance and the ownership. Very few publications explicitly address the integrative use of Big Data in higher education. So the current study examines the applicability of Big Data analytics in higher education institutions.
      Citation: Industrial and Commercial Training
      PubDate: 2017-10-26T08:24:41Z
      DOI: 10.1108/ICT-10-2016-0069
  • Perception of employees toward e-learning service quality: exploratory
           factor analysis
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to evaluate the employee’s perception toward e-learning programs or services and to explore the attribute for improvements. Design/methodology/approach For this study, 294 employees from four different types of banks in North India were selected as respondents. Four types of banks were considered – government bank, private bank, foreign bank, and cooperative bank. The respondents were asked to give their responses as per their perceptions toward e-learning on a five-point Likert scale. Findings Although e-learning has not been able to fulfill its promise in revolutionizing corporate training in India, there is little doubt that in future the mode of learning will play a major role in human resource development in India because the research carried out on the successful implementation of e-learning is mostly in the western part of world. Originality/value The present study provides a useful insight about employee perceptions on the effectiveness of e-learning, which ultimately improves the e-service quality and results in the improvement of satisfaction of customers in the online banking sector.
      Citation: Industrial and Commercial Training
      PubDate: 2017-10-19T09:54:51Z
      DOI: 10.1108/ICT-06-2017-0042
  • Emotional and cultural intelligence in diverse workplaces: getting out of
           the box
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to explore how cultural intelligence (CQ) and emotional intelligence (EI) can assist with navigating the complexities associated with diversity in the workplace. Design/methodology/approach This paper was developed through a comprehensive literature review related to the constructs of EI and CQ. Findings The authors focused on the conceptualization and evolution of the intelligence types as reflected in the literature, examine research that connects the intelligence types with issues of the workplace, and its contributions when used in a diverse workplace for improving organizational outcomes and access and inclusion of underrepresented cultural and social groups. Originality/value This paper explores the constructs of EQ and CQ and specifically the value the constructs may provide to individuals and organizations. Further, means of developing CQ and EI are discussed
      Citation: Industrial and Commercial Training
      PubDate: 2017-10-19T09:26:12Z
      DOI: 10.1108/ICT-06-2017-0040
  • Human resource management practices and organizational commitment:
           research methods, issues and future directions (2001-2016)
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to outline the various research methods adopted by researchers in studies that have investigated the relationship between human resource management (HRM) practices and organizational commitment (OC). Design/methodology/approach The authors adopted a comprehensive review that covers empirical research on HRM-OC relationship, which was published between 2001 and 2016 in international peer-reviewed journals. A total of 63 empirical studies were included in this review.
      Authors adopted content analysis to synthesize the findings on the adopted research methods. Findings This review clearly indicates the excessive reliance of researchers on specific research methods (i.e. surveys, individual-level analysis, and cross-sectional design). However, there is a steady increase in empirical studies that have adopted mixed-method, multi-actor, and multi-level research designs. Originality/value This review has attempted to explore advanced research methods that may offer assistance to overcome methodological limitations of the current HRM-OC literature.
      Citation: Industrial and Commercial Training
      PubDate: 2017-10-17T08:47:04Z
      DOI: 10.1108/ICT-05-2017-0033
  • Influences of workplace environment factors on employees’ training
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to investigate the direct and indirect influences of workplace environment factors on the motivation to transfer the acquired training (MT) and the transfer of training. The workplace environment factors under study encompass the organizational support, supervisor support, peer support, technological support and the opportunity to use the acquired training. Design/methodology/approach In the study, the empirical data were garnered from a sample of 220 business school students, using a 52-question questionnaire. A research framework was first proposed and the structural equation modeling subsequently utilized to test the research framework and determine the direct influence of the workplace environment factors on the transfer of training and also their indirect influence on TT through the MT variable. Findings The structural equation modeling model is congruent with the empirical data, with the χ2 statistic of 24.414, the degree of freedom of 21, the p-value of 0.273, the goodness of fit index of 0.977 and the root mean square error of approximation of 0.027. The findings revealed that the workplace environment factors directly influenced the training transfer behavior of the participants and indirectly through the MT of the individuals. Most importantly, the proposed model could achieve the coefficient of prediction (R2) as high as 82 percent. Originality/value Workplace environment is important to motivation to transfer and transfer of training. To enhance the training transfer effectiveness, businesses should take into account the contributions associated with each environment factor in the design and implementation of training programs.
      Citation: Industrial and Commercial Training
      PubDate: 2017-10-17T08:43:24Z
      DOI: 10.1108/ICT-02-2017-0010
  • A psychometric analysis of the Utrecht Work Engagement Scale in Indian
           banking sector
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to study the psychometric properties of different versions of Utrecht Work Engagement Scale (UWES) in the Indian context in terms of factorial validity, scale reliability, descriptive statistics and construct validity. Design/methodology/approach The data collected through a cross-sectional survey among 467 women employees from banking sector in India and structural equation modeling has been performed for the analysis. Findings Confirmatory factor analysis revealed a better fit for the three-factor model of UWES-9 than the other versions. Work engagement is positively related to in-role performance and negatively related to turnover intention. Research limitations/implications The study recommends further longitudinal studies in this area. Practical implications More studies and practical investigations can be conducted in organizations, academics and societies since the current study explored the appropriate version of UWES in the Indian context. Originality/value This is a key study which analyses psychometric properties of UWES in Indian banking sector by considering all its versions.
      Citation: Industrial and Commercial Training
      PubDate: 2017-10-12T12:42:17Z
      DOI: 10.1108/ICT-04-2017-0031
  • The development and use of a contingency model of objective setting
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to explore why objective setting is often found difficult and consider what to do about it. The paper critically assesses the two main managerial perspectives on objective setting before summarising evidence-based research on what works. Based on this literature review, the paper develops a contingency model of objective setting. It then describes how to use this model in practice. Design/methodology/approach The paper uses a review of the managerial and evidence-based literature on objective setting to develop a contingency model of objective setting. It describes how this model is operationalised by developing a scale to measure the differences between jobs and the situations they operate in. The model is represented diagramatically. Guidance is given on how to use the model in practice. Findings Result-centred and process-centred approaches to objective setting are described and critically assessed. Evidence-based research describing the relationship between objective setting and performance is also presented. In general, clear and specific goals that are challenging but realistic have a moderate effect on performance. However, this only holds for straightforward and predictable tasks. When prior knowledge is needed to perform a task or when the task is complex, a general goal, behavioural goal or learning goal is more effective. Parallels between the managerial perspectives and the contrasting situations form the basis of a contingency model of objective setting. Research limitations/implications The relevant theory is described and critically examined. This provides useful descriptions of two different ways to go about setting objectives. The conclusions of recent studies and reviews using evidence-based research are described. They establish both what works and when it works. Taken together, these insights provide a foundation on which to develop a contingency model of objective setting. Practical implications There is no one right way to set objectives. Different situations require different approaches. It is possible to assess situations and establish the appropriate combination of perspectives. It is then possible to develop an appropriate set of objectives for the situation. Guidance is given on how to use this approach in practice. The overall approach is rooted in theory and evidence-based research. Social implications The application of this model in the workplace can help individuals to perform more effectively. It can also help line managers, learning and development specialists, and human resource professionals to help individuals to perform more effectively. In so doing, the model helps organisations to function more effectively. This has wider implications for the economy and society. Originality/value The paper is original in that it brings together both management theory and evidence-based research to develop a contingency model of objective setting. This model as a whole and the method of assessing job characteristics are original.
      Citation: Industrial and Commercial Training
      PubDate: 2017-10-12T12:38:35Z
      DOI: 10.1108/ICT-07-2017-0055
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