APRIL 2019

HIGH PERFORMANCE IDEAS

The latest ideas and fresh thinking from around the world

P. 5

HOT TOPIC

A key topic for management executives right now

P. 1

CORE CAPABILITY IDEAS

Research, intelligence and new findings on innovation capabilities

P. 8

HOT TOPICSCAN

UNCOVER YOUR EMPLOYEES’

HIDDEN TALENTS

Uncover Your Employees’ Hidden Talents

Even if we possess superhero level potential, we are rarely aware

of the full extent of our own hidden talents. With the advent of AI and

technological progress, it is now more important than ever to optimise

opportunities to unleash the full extent of our all-human potential.

However, the question remains: how exactly can we increase our

productivity, especially if we are not aware of our own unique innate

skills and talent?

This Hot Topic will shed light on how you can best uncover true talent

within yourself and your company. We hope it will encourage you to

re-consider what your employees truly have to offer, from a perspective

you may not have previously considered.

WELCOME: TO THIS MONTH’S HOT TOPIC

The KnowledgeBrief SCAN is available in the KnowledgeBrief Advanced Management Platform: www.knowledgebrief.com/login

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KnowledgeBrief identifies the key innovation priorities and the latest in business management for leaders to stay ahead:

To produce this SCAN

140 finest global management and leadership journals scanned and filtered

14 cutting edge ideas, innovations and research

findings identified

15 new insights on five core innovation capabilities

selected

Innovation diagnostic created

Current innovation Hot Topic presented

Performance improvement tool developed

HOT TOPIC

2

Research suggests that employees expect to change job within five years. What would happen if one of your best employees stepped out today? What would be the best way to find talents and future leaders? Or maybe your most talented employee is under your nose and you don’t even know?

Although research constantly seeks to identify the best way to assess the hidden potential

of employees, it often neglects a crucial component: innate and natural talent. A growing

body of research has highlighted the revelatory power of gamification – the application of key

elements of game playing (e.g. point scoring and competition) to help uncover an employee’s

hidden potential.

In acknowledgement of the increasing interest in the use of gamification within business, recent

research has suggested that despite their “bad” reputation, videogames could be a useful

strategy in uncovering hidden talent. To elaborate, people who are good at computer games

have been shown to demonstrate attributes such as determination, strategic thinking, problem

solving abilities and resource management. However, the characteristics which are revealed

in the game tend to be undermined and relegated to the world of gaming. Consequently,

gamers might not even be aware that they possess those hidden skills, which are highly

desirable in the workplace and can be applied outside of the virtual world.

RESEARCH: HIDDEN TALENTS AND WHERE TO FIND THEM

HOT TOPIC

As well as talent identification and development, organisations have been able to successfully exploit gamification

processes as a means to:

Assess key employee competencies – This may include the development of activities which enable more accurate

identification of desirable employee attributes such as creativity and critical thinking.

Enhance engagement – Gamification allows for greater flexibility within work-related practices. Consequently, employees

can engage in more meaningful work which provides a greater sense of autonomy and fulfilment.

Foster positive emotion – We all know the main objective of a game is to provide a sense of enjoyment, therefore you’re

perhaps unsurprised to hear that gamification helps employees unleash their imagination and creativity which, in turn, fosters

creativity which can lead to better results.

Initiate flow states – Gamification can allow greater immersion in activities which actively challenge employees.

A by-product of this immersion is the presence of the most elusive psychological state “flow”. Flow is regarded as the

optimal performance state, which in turn could help workplace productivity reach an all time high.

Still not convinced? Look at some of the further benefits below:

A friendlier and more dynamic

workplace

An increased sense of inclusion

Greater opportunities

for reward and recognition

Continuous learning and development

An increased sense of pride

Enhanced opportunities for

teamwork and collaboration

LEADERSHIP LESSON: WHY PLAY THE GAME?

The terms “work” and “play” are rarely seen as synonymous. However, within current business practices, there is no denying

the influence of gamification is growing. Consequently, we need to establish how we can facilitate a working environment

that champions game-based elements. By doing so, we may find ourselves one step closer to unearthing the hidden talents

within our organisation.

4

CHECKLIST: ARE YOU READY FORGAMIFICATION?

DEEP DIVE: FEATURED TECHNIQUESFurther your understanding of the Hot Topic on the KnowledgeBrief Advanced Management Platform:

www.knowledgebrief.com/login

Game Theory Transformational ChangeEmployee Engagement

Sources: Kumar, J. (2013, July). Gamification at work: Designing engaging business software. In International conference of design, user experience, and usability

(pp. 528-537). Springer, Berlin, Heidelberg. Kumar, H., & Raghavendran, S. (2015). Gamification, the finer art: fostering creativity and employee engagement.

Journal of Business Strategy, 36(6), 3–12. doi:10.1108/jbs-10-2014-0119

Action Point: Based on the information presented in this month’s Hot Topic, how prepared is your organisation

to embrace gamification? Consider three action points you could take to integrate elements of gamification into

your team’s working practices.

GAME WORK

Tasks are repetitive but fun

Failure is expected and encouraged

Feedback is constant

High levels of collaboration

Goals are clear

High levels of autonomy

Rules are clear and transparent

High levels of risk

Obstacles are intentional

The right amount of information is delivered in the right way and at the right time

Tasks are repetitive and dull

Failure is punished

Feedback is rare and sporadic

Varying levels of collaboration

Goals are vague and often contradictory

Low levels of autonomy

Rules are difficult to follow

Low levels of risk

Obstacles are accidental

The wrong information is delivered in the wrong way and at the wrong time

View full source references in KBProfessional

1

Open up strategic thinking. We have spoken about strategy, its planning and execution a lot. In the usual literature, top management teams are given the responsibility of formulating a strategy, whilst mid-level managers are left to implement that strategy. With the increase of knowledge workers and the demand to remain competitive, businesses are looking beyond their top management to access the best strategies from all levels of their organisation. Opening up strategic decisions can increase employee engagement, produce a greater variety of ideas and ultimately result in competitive advantage. But there are always dangers with opening up such decisions. The more people involved, the more groupthink can take over. As a result, certain individuals may not produce the quality of ideas the management team would want. Ultimately, your employees are a great, untapped resource. However, it is the management team who will have the

final say. (BH)

2

Artificial intelligence is changing the world as we know it. The transformative power of AI has pushed companies to change existing management strategies in order to stay ahead in business. While people are still wary of AI, recent research suggests that implementing an Artificial Intelligence strategy can positively affect business processes and productivity. From better strategic goals to smarter products and optimised systems, AI has the potential to transform every business. Adopting an AI strategy does not mean using super-intelligent machines and transforming all your services into automated processes. It means changing your perspective and reviewing your big-picture strategic goals, while considering broader ethical implications. Employees will always need empathy and validation, and while AI will affect your company culture, it will not be able to replicate human attention anytime soon. So, are you ready to turn your AI strategy into

reality? (F)

3

There’s leadership and followership, but what about a third option? It’s perhaps unsurprising to hear that within the world of modern management, there is an ever-increasing interest in the exploration of several diverse leadership styles. Nowadays, you can be a change leader, a visionary, an authentic leader, transformational or even post-heroic. Similarly, we are seeing a rise of interest in followership and exploring how subordinates can work better by being better followers. Unfortunately, few managers have the time and ability to engage in the over-ambitious leadership processes prescribed by popular literature. Moreover, many employees are often unenthused by the prospect of being “a follower”. Consequently, we must acknowledge that leadership is but one tool in a range of options (including peer-influencing, group work and softer use of power) which we need to utilise in order to get greater followership buy-in from our

employees. (OD)

The latest thinking and fresh research from around the world

NEW IDEAS FOR HIGH PERFORMANCE: THE INNOVATION EDGE

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Is your marketing showing the right colour? Green marketing strategies are gaining support from companies worldwide. This stems from pressure from the public and protests against environmental impacts from industry. Green accounting is an evolving concept which links the financial impacts with environmental business practice. Part of this process is eco-marketing, which encompasses a broad range of activities including advertising products with eco-concerns (e.g. recyclable, renewable, eco-friendly etc.). Most companies are legally required to publish at least some environmental impact factors, but a lot of companies who are working to be more environmentally friendly are not maximising the potential marketing value of their actions. Ask yourself, is your company doing enough to battle its negative environmental impact? If so, is it effectively marketing the great green work it is doing?

(IJBIaR)

5

Mediate whistleblowing in Corporate Governance. Whistleblowing has gained much attention with recent scandals and payment irregularities. Based on professional accountants in Indonesia, new research aims to shed some light on the intentions behind whistleblowers. As expected, the preferred method to report wrongdoing is anonymous. However, internal auditors are more likely to blow the whistle than external. Internal whistleblowers usually observe violations within the organisation such as discrimination, corruption, or other unethical behaviour. External whistleblowers usually observe non-compliance with the fulfilment of corporate social responsibility and the environment. What can we do with these findings? First, aim to understand your audit firms’ staffing criteria regarding ethical standards of behaviour. Second, implement an ethics programme to provide guidance and increase responsibility. Finally, provide a safe hotline to reduce fear of retaliation. Although there are

some limitations regarding cultural factors, ethical awareness and ethical judgement should still be encouraged

in trustful leadership. (JBE)

6

An organisational perspective on mental health support. How does your

organisation support an employee who is

returning to work following issues with

mental health? This can be a delicate

situation for many organisations,

particularly those unfamiliar with mental

health disorders. With the increasing

number of employees taking long-term

sick leave due to depression, anxiety

and stress, research emphasises the

important role that organisations play in

an individual’s sustainable return to work.

They argue that ‘return to work’ policies

should be introduced in collaboration

with employees, otherwise, what may

look like an excellent HR policy may not

actually benefit the worker. Furthermore,

a recent survey found that only 30%

of managers have been trained in

managing mental health in the workplace

in the last year, and 49% have never

received any training. Managers need

professional training and with the rise

of mental health issues, it is important

that staff feel supported upon their return

to work in order to thrive and to want

to stay. (CMI)

7

Train your managers in how to regularly show appreciation. Cash as a carrot may not always be the best incentive to attract and keep top talent. What employees crave even more is to feel that their managers appreciate them and aren’t afraid to show it. Forms of appreciation may include flexible work-at-home schedules, gift cards for pulling off impressive projects, or even just by saying “thank you” for a job well done. These types of rewards work because they tap into three strong psychological needs: (1) employees long for autonomy, with the freedom to choose how to do their work; (2) they want to appear competent, armed with the skills needed to perform; and (3) they want to feel a sense of belonging by socially connecting with colleagues in a meaningful way. (HBSWK)

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Is your culture alive? A recent research paper systematically compared corporate culture with a human body, stating that culture is the circulatory system keeping the company’s vision alive. Five key areas when assessing culture are: (1) Values: the heart of the organisation, which forms the principles of the culture. (2) Leadership: leaders and HR professionals play a vital role, ensuring that company’s health and welfare is embedded in the organisation. (3) People: is your organisation ensuring people are retained, supported and developed? (4) Communication: open lined communication is essential for the success of the organisation; does your company foster open communication? (5) Evaluation: constant checks give businesses an opportunity to grow and develop; is your organisation continuously looking at ways to

improve? (HR)

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Are you missing a trick? Thinking an ecosystem is just a supply chain could be limiting the greater value of the concept. The rise of ecosystems in business requires a new way of thinking so it does not end up as just another buzzword that gets lost in the smoke. Although ecosystems won’t be the solution that every business needs, used in the right way, they are invaluable at exploring new areas of possibilities. Fundamentally, ecosystems provide new ways of managing the trade-off between flexibility and commitment, bringing together networks involved in the delivery of a specific product or service through both competition and cooperation. An ecosystem can contain a supply chain and much more. So, ensure you are making good use of them by shifting from using traditional, static company centric perspective. Distinguish yourself by being dynamic, collaborative, influence based, indirect, emergent and network orientated. (SMR)

14

Turn on to electronics. The digital era has dramatically changed the way millennials communicate, interact and connect. Moreover, technology has served our society in so many ways from better connections to helping transportation, entertainment and healthcare delivery. The UK proudly carries a long heritage of technological innovation and a world class electronic sector. However, recent research identified that new generations, especially girls, are not interested in Science Technology Electronics and Mathematics (STEM) careers. A recent campaign is looking to raise awareness and demonstrate how careers in technology can be attractive to any pupil. Given the current political climate, and a shortage of STEM skillsets, pupils are faced with the same challenges when accessing the workplace as organisations aren’t prepared and are unaware of the importance of technology. Therefore, unlocking those fears in the workplace will help the new generations. (TJ)

“Ensure you are making good use of [your ecosystem] by shifting from using traditional, static company centric perspective. Distinguish yourself by being dynamic, collaborative, influence based, indirect, emergent and network orientated.”

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How to close the deal. 75% of buyers and 84% of executives use social media sites to make serious purchasing decisions. You can build a stronger business network and connect with potential buyers by utilising social media platforms. To achieve this: (1) Pay less attention to level of seniority and prioritise building relationships with peers first as they will connect you with opportunities in the future. (2) Be brief but personal in the first message you send to potential buyers/ suppliers. (3) Ensure you are personal and keep it brief, three bullets points should suffice and remember most people need to be able to read the message on a phone screen. (4) Let your voice come through in the message and give it a personal touch, much like handwritten notes. (5) Referencing a mutual connection boosts acceptance of messages by 51%, potentially bringing you closer to closing the deal. (HBR)

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Learning leadership lessons from St Benedict. It may not seem the most obvious advice, but we can learn how to be better leaders by following the advice of St Benedict of Nursia (c. 480-543). And his monastic rule which is based on ten core values: love, prayer, stability, conversation, obedience, discipline, humility, stewardship, hospitality and community. Each of these values can be matched with an aspect of leadership. Conversation is about transformation arising from mutual learning and self-improvement. Prayer (perhaps slightly less applicable to modern business practices) is a call to introspection, mindfulness and reflection. However, the most striking rule is love. This means as a leader we must care for and develop others, come to each meeting with an assumption that everyone is working in good faith and as a result, this may be the hardest lesson of all. (JLM)

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Rethink your employee incentive systems to gauge efforts. Many of us have recently received or delivered annual reviews and are left thinking how we can do better next time. Surprisingly, it can be difficult to gauge how much effort employees put in at work. A group of researchers set out to find the most effective incentive models and concluded the optimal compensation scheme was the single-bonus contract: employees receive a base wage and have the potential to earn a fixed bonus if their performance passes a certain threshold. However, there are some requirements to implement said system: (1) stop collecting infinite amounts of information about performance and focus on a single indicator; (2) define it in a clear way by setting realistic but challenging goals; and (3) ensure the team’s efforts are measured individually to avoid coattail riders. What single indicator can you use to drive your employees' performance? (KI)

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Bring in the tech experts.

Technology has changed radically, but we still rely on the expertise of old tech experts. Why? Research has shown that a lack of software engineers is a massive constraint on company growth. Thousands of computer science students graduate each year in the UK but are never hired in said field. As such, leaders need to consider: (1) Focusing on talent – technical tools change fast, so it is important to hire skilled programmers that can adapt and learn. Focusing on coding knowledge could hinder your company’s progression. (2) Location, location, location – recruiting close to home can reduce your choices. Broaden your pool of choices and use your tech specialists to look for more recommendations. (3) Lightening the process – long recruitment processes can be a turn-off for popular programmers. Shorter processes followed by a short fixed-term contract could ensure you don’t miss out on a perfect match. (PM)

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How to stay relevant. Many managers struggle with the challenges of staying relevant despite changing working environments and, in some cases, a need to ‘reinvent’ ourselves to make sure we don’t fall behind. Community managers from the Chartered Management Institute offer five tips that have worked for them despite change and disruption to business. (1) Keep learning and stay curious – learn to do things differently and keep up to date with research. (2) Watch start-ups – get up to speed on new solutions and innovative technology within your industry. (3) Have a beginner's mind – approach situations with openness and without preconceptions. (4) Mix in different circles – listening and learning from different sources can enrich your perspective. (5) Know enough – stay informed and be confident enough to engage in conversations about new innovations

with people who know more. (CMI)

tag Strategy

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Check your advice-seeking approach. A widely recommended strategy for figuring out the most accurate solution to a complex problem is to reach out to multiple people and leverage the wisdom of others. But, according to a new paper, this is not always the best

idea. More specifically, the results of nine studies show that when guidance is disregarded, advisors not only get offended, but they may punish colleagues by denigrating them, distancing themselves and, in some cases, even severing the relationship. Before asking someone for advice, we might want to ask ourselves ‘am I likely to accept this person’s advice?’ If not, we might want to reconsider asking them in the first place or think about how we can make the advisor feel validated even if we don’t take their advice. (OBHDP)

tag Strategy

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Bridging martial art with agile business strategy. When discussing 21st century business, one might wonder how the Japanese martial art known as Shu Ha Ri applies to business strategy. A new paper has compared the agile business strategy with the “learning to master” process of the Shu Ha Ri. In the first step of the Shu Ha Ri, the student follows repeatedly the rules provided by his teacher. Once he has mastered all the rules, the student can question their validity and break them. In the final stage (Ri), the practitioner has fully assimilated the rules and becomes the rule itself. Similarly, to succeed in the agile business journey, organisations need to follow specific principles until they fully

internalise them and become able to change rapidly, reconfigure strategy and renew their mindset according to different circumstances. Does your team have the perseverance to progress through the stages of this challenging journey? (UoE)

tag Strategy

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Resolving conflict within the team.

It is no secret that conflict within the team can have negative consequences on teams, processes and performance. A group of researchers from across the USA studied early-stage Relationship Conflict (RC) and found that this can disrupt the team’s processes over time as individuals begin to feel threatened. They used a strategy for minimising negative emotions known as cognitive reappraisals in order to down play these feelings of threat and found that after a few months negative emotions were overcome. The main reason for this is changes in perceived threat. Following cognitive reappraisal, the threat does not seem to matter over time. The researchers suggest that teams can resolve early-stage RC providing the manager addresses and tackles these feelings early on. (JoM)

tag Culture

Research, intelligence and new findings on innovation capabilities

NEW IDEAS ON CORE CAPABILITIES: THE INNOVATION ENGINE

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Frame your way to a culture that supports collaboration. Organisational cultures that facilitate collaboration are valuable, but little is known about how to create them. In a recent study, researchers found that there are mainly two approaches to make common cultural assumption stick: (1) through shaping consequences of action, for example, to use incentives to reward team players and penalise defectors, and (2) through shaping beliefs about what actions are appropriate without altering actual situations or consequences. The tension, of course, is that shaping consequences through incentives is expensive, but can shaping beliefs through framing ever be enough? Interestingly, the results showed that merely altering initial beliefs about the consequence of actions (without altering the consequences themselves) can, under some conditions, create cultures that promote collaboration. (ASM)

tag Culture

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Essentials for cultural communication. A globalised world enables individuals and organisations to connect with diverse cultures and environments, providing a promising opportunity to meet people from around the world and to learn from different backgrounds. When working with culturally diverse teams, make sure information is accessible and relevant for everyone by considering the following elements: (1) Minimise cultural expressions or idioms so that information is understood by everyone in the organisation. (2) Be aware of politics, culture, language and religions. By understanding your audience, you can avoid offending and excluding individuals. (3) Educate your team to value cultural differences and to recognise behaviours that can affect individuals. Awareness is key, communication is essential, education is vital. (TD)

tag Culture

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Teamwork makes the dreamwork. Here are some top tips to ensure

that you are building a collaborative workplace: (1) Consider collaborative working environments. Removing physical barriers between employees and teams can create opportunities for ‘chance meetings’, helping to spark some new ideas when they randomly bump into each other. (2) Value your specialists. Understanding that someone can excel in one area and perform poorly in another could help make stronger teams that bring their specialities to the table. (3) Mix it up. Unusual pairings can help create the perfect blend to foster creativity and progress. Periodically reviewing these pairings can keep up the innovative tension. Remember not every task will benefit from collaborations and that is okay! (KI)

tag Leadership

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How are you responding to the #MeToo movement? Research indicates that male leaders are responding ineffectively and are avoiding mentoring women due to the fear of sexual harassment accusations. Research involving female mentees and senior male mentors provide us with valuable advice to allow us to reduce such fear: (1) Consider how diverse your team is and, regardless of #MeToo, intentionally seek out female mentees to ensure a gender balanced team; (2) Suspend judgement or fear about the 2% of women who have falsely accused managers of sexual harassment; (3) Use an open dialogue, identify common interests and values and create ongoing, trusting relationships; (4) Listen to understand, affirm and validate what your mentee needs using empathy and share your own experiences with both junior male and female mentees; (5) Raise your mentees' visibility and allow them to connect with sponsors and give them ‘stretch’ assignments to demonstrate trust and professional care. (HBR)

tag Leadership

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Destructive, abusive or just plain ineffective? These are some of the so-called “dark leadership styles” which have been examined within the modern workplace. More recently,

this list has extended to the exploration of what researchers have described as “The Toxic Leader” – a leader who looks to exploit their followers’ psychological desires and fears. As well as engaging in behaviours which negatively impact upon organisational functioning, the toxic leader will attempt to conceal their incompetence at all costs, just to ensure their position of power is maintained. What’s perhaps more problematic is the fact that followers often feel powerless to usurp those in positions of authority and thus are forced to take on extra work in order to ensure that potentially rising levels of toxicity within the workplace can be neutralised. Has your organisation ever fallen foul to a toxic regime? If so, what can be done about it? (JLOS)

tag Leadership

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The struggle is real… There are plenty of tools organisations can use for recruitment. Online boards are significantly popular and are used by 87% of organisations. Other methods such as referrals, networking, social media, corporate websites and job fairs are used depending on the size of the company. However, a recent study suggests that 45% of companies are struggling to fill in jobs. This has become a struggle for small, medium and large companies because a lot of efforts are put in place to find the right people, but the return of investment is not effective. To improve this, experts suggest the following: (1) Hire a social media expert to handle outreach; (2) Connect well with today’s workforce; (3) Partner with companies that have expertise when performing background checks. (TD)

tag Process

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To avoid failure, observe and learn. Instead of fully focusing on the requirements to win, we must also identify shortcomings that hinder our success. Tulane University’s President, Scott Cowen, shares his insights and tips. (1) Understand reality. After hurricane Katrina struck, Scott aimed to bring back students by restoring the campus, but failed to understand

Increase Decrease No change

UK

FTSE

RPIJ

CPI

PPI (Output)

Retail Sales

GDP (Latest)

Industrial Production (Latest)

PMI

Manufacturing

Service

Construction

Global

Gold

Commodities

£ / €

£ / $

US GDP EU GDP

General

Business confidence

Business confidence (Manufacturers)

Unemployment rate

Consumer confidence (GfK NOP)

Profitability of UK companies (latest)

Non-financial companies’ net rate of return

Manufacturing companies’ net rate of return

Service companies’ net rate of return

7,378

2.5%

1.9%

0.1

4.0%

1.5%

0.6%

55.1

48.9

49.7

1,291.11

194

1.17

1.31

3.0%

1.4%

-22

105.0

3.9%

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12.6%

15.4%

17.1%

KEY INDICATORS4th April 2019

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a thriving city was key. If change is the new normal, we must keep a critical mind. (2) Have courage when making decisions. Whether reviewing someone’s position or teams’ goals, Scott emphasises the need to overcome the fear of conflict and awkwardness and avoid inaction. (3) Show your authenticity. Make sure your team knows your strengths and weaknesses so they can help you in your decision-making and growth. (K@W)

tag Process

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Paths to make learning an enjoyable and meaningful process. A recent research study has found that the following paths have had a meaningful impact on learning: Arts – gives the learner an opportunity to explore, be inspired and understand different perspectives; Music – allows the learner to connect mentally and emotionally, contributing to creating a conducive environment; Storytelling – a powerful as well as inspiring tool. The research supports the idea that the workplace should have robust learning hubs in place to allow the learning to be accessible, enjoyable and easier, which will lead to better decision-making and an inspired workforce. (TJ)

tag Process

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Afraid of change? An easy guide to accepting innovation. In the office, people tend to resist change and often dislike the idea of new HR systems or the introduction of a new colleague. The reason behind this opposition to change is “cognitive bias”: the fear of the unknown and the assumption that change will be disruptive and negative. In order to circumvent cognitive bias, it is necessary to understand why it occurs. The second step is to provide people with relevant information and guidance on the benefits of change: why is change needed and what is its value? Information brings knowledge, shapes expectations and dissipates fear of innovating. Keeping an open, diplomatic and inviting attitude will also induce people to accept new things and remove resistance to change. (PM)

tag People

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Why do so many talented women struggle to become leaders? Research suggests that talented women are less able to reach positions of leadership than men. A recent study monitoring the actions and words of male and female leaders for weeks showed that, despite equal levels of performance, women were promoted to leadership roles much less frequently than their male counterparts. The problem is not that women are less competent than men. On the contrary, women tend to perform better than men when managing people. The main reason why competent women struggle to emerge as leaders is that leadership continues to be associated with “traditional” masculine features, such as boldness, recklessness and self -centredness. Consequently, female leaders are evaluated more negatively even when their performance is better than that of men, even when those who evaluate them are women. Unless we change the biased preference for incompetent men over talented women, women will continue to be overlooked. (HBR)

tag People

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Brown nosers, beware. In previous SCANs, we have been quick to highlight the merits of Organisational Citizenship Behaviours (OCB). However, is there a hidden agenda behind these seemingly altruistic acts? Whether or not you are acting in alignment with your core values or simply attempting to further your own professional ambitions, engaging in OCB could put you in a somewhat precarious position. Whilst your displays of OCB may be a genuinely unselfish attempt to positively influence workplace practices, you peers may choose to perceive your actions as primarily self-serving (particularly if you have a strong working relationship with your superiors). Conversely, if you haven’t taken the time to build a strong rapport with your manager, your OCB efforts are more likely to be perceived negatively by those in positions of power. Considering these findings, are we looking at a classic case of damned if you do, damned if you don’t? (JBP)

tag People

SCAN SOURCES

Please contact us if you would like the specific reference for any of the above scanned items.

innovate@knowledgebrief.com

ABS American Behavioural ScientistACM Association for Computing Machinery ADHR Advances in Developing Human ResourcesAEQ Adult Education Quarterly AL Accenture LabsAMA American Marketing AssociationAMD Academy of Management DiscoveriesAMJ Academy of Management JournalAMP Academy of Management PerspectivesAOM Academy of Management Annals AOMD Academy of Management DiscoveriesAPA American Psychological AssociationAR Accenture ResearchASM Advances in strategic ManagementASQ Administrative Science QuarterlyASR American Sociological ReviewBB Bloomberg BusinessweekBBC BBC NewsBCC British Chambers of CommerceBH Business HorizonsBI Business InsiderBITC Business in the CommunityBIR Business Information Review BJM British Journal of ManagementBJN British Journal of Nursing BMJ BMJ OpenBPCQ Business and Professional

Communication QuarterlyBPMJ Business Process Management Journal BPR Business Perspectives and Research BQ Benefits QuarterlyBSE Business Strategy and the Environment CBS Columbia Business SchoolCBR Compensation & Benefits Review CEER Centre for European Economic Research CfL Centre for London CG Corporate Governance: The International

journal of Business in SocietyCGR Corporate Governance:

An International Review CIO CIO Magazine CIPD Chartered Institute of Personnel

and Development CIPS Chartered Institute of Purchasing

and Supply CM Carrier ManagementCMA Competition & Markets Authority CMI Chartered Management Institute CMR California Management Review CON The ConversationCR Communication ResearchCTR Cognitive Therapy and ResearchDC Research Handbook of Diversity and Careers DSEL Developments in Business Simulation

and Experiential Learning E The Economist EaB Environment and BehaviourEBHMR Evidence Based HMR EBR European Business Review EC European Commission EFR The European Finacial ReviewEFTA European Free Trade Association EIU Economist Intelligence UnitEJM European Journal of MarketingEJSS European Journal of Sport ScienceEJOR European Journal of Operational ResearchEJWOP European Journal of Work and Organizational

PsychologyEnt Entrepreneur EMJ European Management Journal ER Emotional RegulationET Economic Times ETP Entrepreneurship: Theory & Practice F Forbes FC Fast Company FD Financial Director FRAI Frontiers in Robotics and AIFT Financial Times FTC Federal Trade Commission FTN Fortune G The Guardian GCU Glasgow Caledonian UniversityGNR Global Business Review GOM Group Organization Management GOV UK Government GS Growing ScienceGSCI Global Supply Chain Institute GSJ Global Strategy Journal HBR Harvard Business Review HBS Harvard Business SchoolHBSNOM Harvard Business School Negotiation,

Organizations and Markets Unit, Research Paper Series

HBSWK Harvard Business School Working Knowledge

HBSWP Harvard Business School Working PaperHR Human Relations HRDR Human Resources Development Review HRM HR Magazine HRMID Human Resource Management

International DigestHRMJ Human Resource Management Journal HRMR Human Resource Management ReviewHRPS HR People + Strategy I The Independent IBM IBM Research IBT International Business TimesIFC International Finance Corporation IJBC International Journal of Business

Communication IJBIaR International Journal of Business Innovation

and ResearchIJCHM International Journal of Contemporary

Hospitality ManagementIJDG International Journal of Disclosure

and Governance IJHRM International Journal of Human Resource

Management IJIR International Journal of Intercultural RelationsIJMR International Journal of Management Reviews IJOPM International Journal of Operations and Production ManagementIJPM International Journal of Procurement

Management IJPQM International Journal of Productivity

and Quality ManagementIJSCM International Journal of Supply Chain

Management IJSCOR International Journal of Supply Chain

and Operations Resilience IJWHM International Journal of Work,

Health ManagementIJWHO International Journal of Work, Health & Organisation IK INSEAD Knowledge ILlingR International Linguistics ResearchILR Industrial and Labor Relations Review INC Inc.comIW Industry Week JABS Journal of Applied Behavioural ScienceJACF Journal of Applied Corporate

Governance Finance JAMS Journal of the Academy of Marketing

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