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Chris O’Riordan

represent a subset of this document, as relevant to the current paper, which stem from questions addressed to participants surrounding their experiences of conflicts between their clinical and managerial/administrative roles, as well as the impacts of such conflicts on the participants. Table 1 outlines the key codes that arose from these questions and that were used in extracting the findings in the current paper. Figure 1 Diagram of the phases of data analysis and key outputs produced Table 1 Key analytical codes used Reducing costs Clinic

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Aidan Duane and Philip O’Reilly

know we have to do social media but it’s a real challenge to quantify precisely why’. Another interviewee alludes to the problem ‘stemming from a lack of knowledge and skills in data analysis and social media metrics’. This lack of knowledge and understanding of social media metrics is also closely linked to the survey responses, which identify a lack of understanding as the sixth highest ranked dominant problem in Stage 4. Lack of management support is also identified for the first time as a dominant problem (ranked fifth highest) in the suggested stage model

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Orla Byrne and Joe MacDonagh

their perceptions of their working environment. Additionally, the present study seeks to address a further research gap by focusing on a public sector organisation within the Irish higher education sector. The rationale for concentrating on these higher education workers in particular stems from the lack of engagement research focusing on this area in not only Ireland but also internationally. Most empirical studies tend to explore engagement amongst teachers working at primary and secondary educational levels ( Bakker et al., 2007 ; Hakanen et al., 2006 ; Klassen

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Gabriel J. Costello

of theories of the firm. The paper then argues that a shifting of attention is required from resources and knowledge to an open innovation paradigm. The next section outlines the research approach of developing a theory using abduction. The final section proposes a new theoretical perspective: an IBV of the firm, which is conceptualised not as a replacement but as an extension of RBV, KBV and dynamic capabilities. Literature review This section argues that competitive advantage in the modern business setting stems from a firm’s ability to harness and utilise

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Darragh Flannery and Tom Turner

Introduction Over the recent years, pay levels in the public sector of the economy have come under increasing scrutiny in many countries (e.g. Christopouloau and Monastiriotis, 2014 ; Melly, 2005 ; Mueller, 2000 ). A critical concern in the Irish case in terms of pay levels in the public sector stems from the financial crisis in 2008 and the collapse of government revenues. Since the financial crisis, public sector pay has been governed by a series of wage agreements between government and public sector trade unions. These agreements have mainly involved

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Ashling Sheehan, Elaine Berkery and Maria Lichrou

combination of increased promotions, meal deals and own brand to adapt to the changing consumer needs. These cost saving measures helped Irish women deal with the budget constraints in household expenditure during the financial crisis. On the other hand, consumers develop behavioural patterns that stem from an emotional response towards the crisis ( Quelch and Jocz, 2009 ). It is notable that a growth in the beauty sector was also documented during the recession, as the number of Irish women visiting beauty salons rose from 760,000 in 2008 to 830,000 in 2011 and women

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Margaret Heffernan and Eoin Rochford

likely to hold more positive perceptions of the organisation. The influence of centrality in the informal structure stems from differences in social status that affect which individuals get access to scarce competitive resources, such as financial benefits or recognition ( Pfeffer and Salancik, 1978 ). High-status individuals tend to develop more positive attitudes and beliefs than their low-status counterparts do, because their network position often provides advantages ( Ibarra and Andrews, 1993 ). At the same time, the more favourable attitudes and beliefs of high

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Desmond Gibney and Martin Quinn

Lemarchand, 2013 ). Detailed records on barley may stem from this merchant background. As reflected earlier, two key issues emerged from our analysis of the management practices at Bennetts over the time period of our study – business structure and succession planning and industrial relations issues. Both of these are connected to, and impacted by, the relationship between Bennetts and Guinness, which is our starting point. ‘The Board confidently leaves the matter in your hands’: relationship with Guinness’ Bennetts was a long-standing supplier of malted barley to

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Graham E. Heaslip and Elizabeth Barber

. Stemming from this will be the balance between the allocation of any military-based logistics effort and that of NGO relief activities. The balance in such cases may well be primarily military in the early stages, but as time progresses and security conditions change, so the transition of the main logistical command and control activities will swing to NGO-based aid provision. A further consideration will be the balance between a country’s indigenous humanitarian aid capability and that of external countries’ ability (and will) to participate. The scale of many

Open access

Edoardo Ongaro

Abstract

This article examines five ‘challenges’ facing most administrative systems across Europe. The first challenge stems from the increasingly asymmetric nature of European multilevel governance; the second challenge arises from the missed opportunity of reforming in the absence of a dominant administrative paradigm; the third challenge lies in rescuing and transforming the welfare state; the fourth challenge is concerned with making the most of the knowledge generated in the field of strategic management for strategically managing public services; the fifth challenge lies in staff (de)motivation. These challenges are pitched at very different levels: some are related to issues of public governance, some to issues of scholarly and practitioners’ collective understandings of public administration in Europe, and some to trends in the global economy, and notably the financial, economic and fiscal ‘crises’.