Oecotrophologie · Facility Management (OEF)
Refine
Year
Publication Type
- Article (160)
- Lecture (98)
- Part of a Book (51)
- Conference Proceeding (32)
- Book (9)
- Report (3)
- Contribution to a Periodical (2)
- Review (1)
Language
- English (356) (remove)
Keywords
The Coronary Health Improvement Project (CHIP) for Lowering and Improving Psychological Health
(2011)
This study extends previous research evaluating the association between the CHIP intervention, change in body weight, and change in psychological health. A randomized controlled health intervention study lasting 4 wk. was used with 348 participants from metropolitan Rockford, Illinois; ages ranged from 24 to 81 yr. Participants were assessed at baseline, 6 wk., and 6 mo. The Beck Depression Inventory (BDI) and three selected psychosocial measures from the SF-36 Health Survey were used. Significantly greater decreases in Body Mass Index (BMI) occurred after 6 wk. and 6 mo. follow-up for the intervention group compared with the control group, with greater decreases for participants in the overweight and obese categories. Significantly greater improvements were observed in BDI scores, role-emotional and social functioning, and mental health throughout follow-up for the intervention group. The greater the decrease in BMI through 6 wk., the better the chance of improved BDI score, role-emotional score, social functioning score, and mental health score, with odds ratios of 1.3 to 1.9. Similar results occurred through 6 mo., except the mental health variable became nonsignificant. These results indicate that the CHIP intervention significantly improved psychological health for at least six months afterwards, in part through its influence on lowering BMI.
Can Newly Scientific Acquired Healthy Behaviors Persist? An Analysis of Health Behaviour Decay
(2008)
Association between cardiovascular risk factors and erectile dysfunction – a population-based study
(2006)
Towards an Omni-Channel Framework for SME Sales and Service in the B2B Telecommunications Industry
(2018)
Semantically Standardized and Transparent Process Model Collections via Process Building Blocks
(2013)
Familiness is considered one of the most valuable assets of family firms. But how familiness-related forces at the top management level of family firms may work their way into positive firm performance has not been addressed empirically before. The present field study couples upper-echelon theory with team-leadership theory and examines the effects of the transformational leadership style (TFL) of family- based CEOs in top management team (TMT) processes and on firm performance. Survey measures were gathered from 72 CEOs of German family firms as well as from 245 members of their TMTs. We tested the aggregated firm-level data, including objective firm-performance indicators of the 72 German family firms they led. Support was obtained for a four-path mediation model, in which three distinct familiness-related team forces (TMT cohesion, behavioral integration, and efficacy) serve as mediators between CEO TFL and family-firm performance in a series. With our model we focus on the under- researched area of familiness vis-à-vis family-firm performance. Theoretical and practical implications of the findings are discussed, and suggestions are offered for new avenues of family-firm familiness inquiry.
Purpose. The purpose of this paper is to examine the successful implementation of a digital work method named Building Information Modelling (BIM) and make recommendations to help organizations better test and implement innovative work approaches. Learning experiences not only provide insights into the building sector, but also into any organization interested in culture and effective response mechanisms during technological change.
Design/methodology/approach.
By applying a critical incident technique, BIM experts at one mid-sized case organization were interviewed to examine the learning experiences from converting implementation intentions into actions. The information from these interviews was used to formulate a number of practical recommendations.
Findings. The interviews outlined the various development opportunities that implementing new digital methods may offer for senior management and staff. Investing in small projects that work and the corresponding behavioral change required, together with regular project reviews, all help to build unique capabilities and to frame a culture that supports organizational development.
Originality/value. The discussion of the various benefits and conditions under which new technology implementation can improve organizational learning provides practitioners with insights into how effectively to convert change intentions into action.
Purpose. Several studies of family firm failures have pointed to non-family members in leading positions as a reason. However, non-family members have often played a key role in family-firm longevity, while non-family executives’ involvement in family firms is increasing. These non-family executives who (co-)run family firms are thought to require an almost impossible set of behavioural qualities. The aim of this exploratory study is to find out how specific leader behaviours of effective family executives and non-family executives may differ.
Design/methodology/approach.
Based on Dulewicz and Higgs’ (2005) broad leadership frame, the authors draw attention to a large range of behaviours of family-firm executives. In-depth interviews were conducted with successful German executives, both family and non-family ones. Their answers had to contain specific behavioural examples.
Findings. More behavioural similarities than differences are shown between family- and non-family-based executives. Yet, the self-reflective communicative behavioural qualities of the non-family executives could balance a lack of such qualities among the family-based executives. Based on the three major differences – decision-making style, communication versatility and self-awareness – specific new research propositions are distilled about effective family firm leadership.
Originality/value. Practical suggestions for recruiting non-family executives are offered. Future quantitative longitudinal research on how to pair specific behavioural qualities of family and non-family based executives that optimise family-firm longevity is urgently needed.
Purpose. Experience suggests that a loss of trust may occur on both sides of the merger and acquisition (M&A) equation – acquirer and acquiree – though the latter is more generally considered the most affected. The purpose of this paper is to explore how a loss of trust during the M&A process in family firms can be avoided. An acquisition potentially triggers a loss of trust in the workplace and, as a result, a loss of productivity thereby causing the merged business to totter. Moreover, trust in a firm’s owner tends to be a key driver in merging family firms.
Design/methodology/approach. The authors investigated an expanding German family firm that recently acquired other family firms. They conducted in-depth interviews on all hierarchical levels in both the acquiring and the acquired firm. These cases are taken from a wider study of acquiring family firms completed in 2019.
Findings. Value congruence, integrity and openness are found to enhance trust during M&As, in particular, if the new owner of a merged enterprise is also a family entrepreneur. Under certain circumstances, the trust of employees in the acquired firm’s previous owner can be transferred to the new owner.
Originality/value. This study explores how specific circumstances of family firms impacts organizational trust in M&A processes. The developed framework helps family firms to use characteristics of their specific nature as an asset to maintain their employees’ organizational trust before, during and even after M&As.