Objectives:This study examined the levels of shared leadership and missed nursing care and their relationship among nurses in Egypt.Methods:A cross-sectional survey was conducted.From February to April 2024,340 nurses...Objectives:This study examined the levels of shared leadership and missed nursing care and their relationship among nurses in Egypt.Methods:A cross-sectional survey was conducted.From February to April 2024,340 nurses worked in all inpatient care units at Alexandria Main University Hospital.The Shared Leadership and Missed Nursing Care Survey was used for evaluation.Results:The overall score of shared leadership was(72.62±4.30),which imitates a high perception of shared leadership among nurses;the dimension of delegation achieved the highest average mean score(3.66±0.26),followed by collaboration(3.64±0.31),the vision dimension scored the lowest mean score(3.59±0.33).The elements of missed nursing care had a total score of(46.72±5.69),and the dimension of secondary care achieved the highest average mean score(3.74±0.31).The reasons for missed nursing care had a total mean score of(22.40±1.59),and the dimension of labor resources achieved the highest average mean score(3.20±0.22).Male nurses,less than 30 years old,married,held a bachelor’s degree in nursing sciences,less than five years of experience in the nursing profession,and less than five years of experience in the current working unit had higher total scores of the shared leadership and lower total scores of missed nursing care(P<0.001).A negative correlation existed between shared leadership and two dimentisons(the elements of nursing care[r=-0.383],the reasons for missing nursing care[r=-0.047])(P<0.001).Conclusions:The study’s findings can help as a theoretical underpinning for nursing leaders to stand in an environment that reduces the incidence of missed nursing care by encouraging teamwork,responsibility,workload management,and empowerment among nurses.展开更多
While the heterogeneous knowledge of a diverse workforce sparks innovation,it also poses many management challenges.Therefore,human resource practices that seek unity while embracing diversity have become a hot topic ...While the heterogeneous knowledge of a diverse workforce sparks innovation,it also poses many management challenges.Therefore,human resource practices that seek unity while embracing diversity have become a hot topic in both academia and industry.Based on the conservation of resources theory,this study defines the components of diversity&inclusion human resource practice(DI-HRP),uncovers the mechanism by which it influences employees’innovative behavior through thriving at work,and examines the moderating role of shared leadership.Through multi-point tracking and hierarchical multiple regression analysis of 461 valid samples from 37 companies,this study finds that(1)DI-HRP positively influences employees’innovative behavior;(2)thriving at work mediates the relationship between DI-HRP and employees’innovative behavior;and(3)shared leadership positively moderates both the direct impact of DI-HRP on thriving at work and employees’innovative behavior,as well as the indirect effect via thriving at work.展开更多
Shared leadership,an emerging leadership model,emphasizes the distribution of leadership responsibilities and authority among team members.This article synthesizes the research on how shared leadership fosters innovat...Shared leadership,an emerging leadership model,emphasizes the distribution of leadership responsibilities and authority among team members.This article synthesizes the research on how shared leadership fosters innovation.This impact is through a range of mechanisms such as enhanced team collaboration,accountability,employee autonomy,continuous learning,and improved information flow.The unique feature of Chinese culture,such as collectivism,also play a role in the impact of shared leadership among Chinese organizations.The review in general indicates that shared leadership effectively motivates employees'creativity and innovative behavior,thereby enhancing overall organizational innovation performance.展开更多
Porter identifies high market share with cost leadership strategy which is based on the idea of competing on a price lower than that of the competition. However, in most consumer markets a business should serve the mi...Porter identifies high market share with cost leadership strategy which is based on the idea of competing on a price lower than that of the competition. However, in most consumer markets a business should serve the middle class by competing in the mid-price segment, offering quality better than that of the competition at a somewhat higher price. It is this path that can lead to market share leadership： a strategy that can be both profitable and sustainable. The U.S. men＇s shaving cream market consists of two major product-market segments： gel and foam. We test the hypothesis that the best-selling brand is very likely to be a member of the mid-price segment with a price tag that is higher than that of the nearest competition. This study is based on annual U.S. sales data for 2008 and 2007 from discount retail stores, food stores, and drug stores. We performed two separate analyses for 2008 and 2007, using cluster analysis as the main analytic tool. The results were remarkably consistent between the two years. In the gel segment--by far the most important--the price-quality segmentation analysis supported our hypothesis. An interesting finding is that, for both the gel and foam segments, we found the rank order correlation of brand unit price between 2007 and 2008 as highly significant. This means that in this market management considers the price of a brand as a strategic rather than a tactical variable. Although, technically the results for the foam segment were negative, this does not necessarily contradict our hypothesis. Finally, we discovered six strategic groups in the industry and have tried to articulate what their competitive strategy is.展开更多
文摘Objectives:This study examined the levels of shared leadership and missed nursing care and their relationship among nurses in Egypt.Methods:A cross-sectional survey was conducted.From February to April 2024,340 nurses worked in all inpatient care units at Alexandria Main University Hospital.The Shared Leadership and Missed Nursing Care Survey was used for evaluation.Results:The overall score of shared leadership was(72.62±4.30),which imitates a high perception of shared leadership among nurses;the dimension of delegation achieved the highest average mean score(3.66±0.26),followed by collaboration(3.64±0.31),the vision dimension scored the lowest mean score(3.59±0.33).The elements of missed nursing care had a total score of(46.72±5.69),and the dimension of secondary care achieved the highest average mean score(3.74±0.31).The reasons for missed nursing care had a total mean score of(22.40±1.59),and the dimension of labor resources achieved the highest average mean score(3.20±0.22).Male nurses,less than 30 years old,married,held a bachelor’s degree in nursing sciences,less than five years of experience in the nursing profession,and less than five years of experience in the current working unit had higher total scores of the shared leadership and lower total scores of missed nursing care(P<0.001).A negative correlation existed between shared leadership and two dimentisons(the elements of nursing care[r=-0.383],the reasons for missing nursing care[r=-0.047])(P<0.001).Conclusions:The study’s findings can help as a theoretical underpinning for nursing leaders to stand in an environment that reduces the incidence of missed nursing care by encouraging teamwork,responsibility,workload management,and empowerment among nurses.
基金supported by the National Social Science Foundation projects"A Cross-Level Longitudinal Study on the Impact of Ambidextrous Human Resource Practices on Innovation Performance in the Context of the Integration of Informatization and Industrialization"(No.16BCL107,2016.07-2018.12)"Research on the Content Structure and Mechanism of Inclusive Human Resource Practices in the Chinese Context"(No.20FGLB047,2020.10-2022.12).
文摘While the heterogeneous knowledge of a diverse workforce sparks innovation,it also poses many management challenges.Therefore,human resource practices that seek unity while embracing diversity have become a hot topic in both academia and industry.Based on the conservation of resources theory,this study defines the components of diversity&inclusion human resource practice(DI-HRP),uncovers the mechanism by which it influences employees’innovative behavior through thriving at work,and examines the moderating role of shared leadership.Through multi-point tracking and hierarchical multiple regression analysis of 461 valid samples from 37 companies,this study finds that(1)DI-HRP positively influences employees’innovative behavior;(2)thriving at work mediates the relationship between DI-HRP and employees’innovative behavior;and(3)shared leadership positively moderates both the direct impact of DI-HRP on thriving at work and employees’innovative behavior,as well as the indirect effect via thriving at work.
文摘Shared leadership,an emerging leadership model,emphasizes the distribution of leadership responsibilities and authority among team members.This article synthesizes the research on how shared leadership fosters innovation.This impact is through a range of mechanisms such as enhanced team collaboration,accountability,employee autonomy,continuous learning,and improved information flow.The unique feature of Chinese culture,such as collectivism,also play a role in the impact of shared leadership among Chinese organizations.The review in general indicates that shared leadership effectively motivates employees'creativity and innovative behavior,thereby enhancing overall organizational innovation performance.
文摘Porter identifies high market share with cost leadership strategy which is based on the idea of competing on a price lower than that of the competition. However, in most consumer markets a business should serve the middle class by competing in the mid-price segment, offering quality better than that of the competition at a somewhat higher price. It is this path that can lead to market share leadership： a strategy that can be both profitable and sustainable. The U.S. men＇s shaving cream market consists of two major product-market segments： gel and foam. We test the hypothesis that the best-selling brand is very likely to be a member of the mid-price segment with a price tag that is higher than that of the nearest competition. This study is based on annual U.S. sales data for 2008 and 2007 from discount retail stores, food stores, and drug stores. We performed two separate analyses for 2008 and 2007, using cluster analysis as the main analytic tool. The results were remarkably consistent between the two years. In the gel segment--by far the most important--the price-quality segmentation analysis supported our hypothesis. An interesting finding is that, for both the gel and foam segments, we found the rank order correlation of brand unit price between 2007 and 2008 as highly significant. This means that in this market management considers the price of a brand as a strategic rather than a tactical variable. Although, technically the results for the foam segment were negative, this does not necessarily contradict our hypothesis. Finally, we discovered six strategic groups in the industry and have tried to articulate what their competitive strategy is.
