Purpose: The main aim of this article is to specify the methodological aspects in creating a bilingual Polish-Ukrainian terminological dictionary in the field of management communication. In the case ...of the mentioned bilingual dictionary, the task is also to emphasize similarities and differences in defining terms, and to introduce a new meaning of the term into the thesaurus of those two languages of neighbouring countries. Design/Methodology/Approach: In the article, the authors used descriptive analysis and are trying to find common conditions that can explain the chosen outcome of the terminological dictionary. Findings: The authors of this dictionary found out that there is a need for systematization and ordering of communication terminology in the field of management. This led to collecting and comparing the publication base of two cultural ethnoses--Polish and Ukrainian--in the field of communication in management and thus creating a mechanism for modifying the terminology for the development of the discipline 'Communication in management'. Practical Implications: The need for introducing this bilingual Polish-Ukrainian dictionary appears with wider expansion of cooperation between the two neighbouring countries. This cooperation is visible nowadays not only in the professional, but also in the academic niche. Originality/Value: The article discusses the creation of the first such bilingual, terminological dictionary in the field of management communication that can be used internationally. Keywords: Terminology database, communication in management, terminology tree, terminography, dictionary in management. JEL Classification: M2, D82. Paper Type: Research article.
It is argued in most academic literature that Business Model (BM) is a general model for how any business runs or should be run, it is the "blueprint of the business". Conversely we argue that no ...business has just one BM, one model on which it runs all its business or intends to run its business. In other words the BM can be used for "as-is" and the "to-be" businesses. However our research, in contrast to the other BM frameworks, indicates that businesses have more BMs - both "as-is" and "to-be" BMs - the multi business model approach. This was already theoretically indicated by Markides and Charitou in 2004, and again in the Casadesus-Masanell and Ricart model of 2010, but sadly no one in the BM community has followed up on this since then. It could have made a breakthrough in our understanding of BMs, Business Model Innovation (BMI) and Strategic BMI. The Multi Business Model Innovation Approach addresses the concerns in the BM community and in BMI practice to just focus on the ideation and conceptualization of BMs. "BM canvassing", innovating BM building blocks or BM dimensions when carrying out BMI, so-called "blind business model innovation", is not sufficient to run and understand a business today. BMs and BMI must address all the different levels in a business. All BMs are objects to BMI and should be used to maximize the performance and sustainability of the business. The core business and all levels BMs, such as BM dimension components, BM dimensions, BM portfolio, and Business Model Ecosystem (BMES), should all be considered for BMI. The book addresses and documents a gap in BM research and the BM community - but also proposes a generic definition and language of a BM and BMI layers. The significance and importance of this work is related to significant and unexplored possibilities that BMI offers today, and can offer tomorrow. When we thoroughly understand all levels, dimensions and components of the business and its business models, and we are able to communicate, work and innovate with business models at all levels together, then a next step in BM and BMI research and practice can be taken. It is proposed that any BMs are related to seven dimensions- value proposition, user and/or customer, value chain functions (internal), competence, network, relations and value formulae. It is further proposed that seven different levels of a BMI from the most detailed level - the BM dimension component - to the BM dimension, BM, BM portfolio, business, and the vertical and horizontal business model ecosystem layer - and these can be objects to BMI. Conceptually, the Business Model Cube was formed using the seven dimensions which could be used both in a 2D and a 3D version.
As organisations of all sizes become increasingly digitalised, a core management challenge remains unresolved. The ability to successfully and sustainably connect the stated vision of an organisation ...with its strategic plans and, in turn, with the reported reality of day-to-day operations, is largely an elusive ambition, despite the many stated advantages provided by contemporary technologies. In this book, the case is made for visual management as a method of communications, planning, learning and reporting that connects the organisation in a single, meaningful and seamless way. Throughout this book, visual management is theorised around the position that all forms of management documentation are an artefact of human construction and of the organisation itself that reflect learned patterns of activity. The book places visual management as a more intuitive and seamless method of coordinating, learning and communicating across an organisation than more traditional formats of presenting management documents. Consciously assembling the artefacts of an organisation in order to manage it introduces a layer of criticality that encourages reflection and consistency that is often absent from current management practice. The benefits that a visual approach brings to organisational management are an increasing necessity, as machine learning, robotics and process automation remove traditional roles from organisations and necessitate new views on how individuals now fit into a data-informed business. The book contributes to the academic debate regarding resource-based and knowledge-based views of the organisation by advocating a different, more holistic viewpoint and will thus appeal to academics and researchers in this area. It would also benefit students across business disciplines, whilst the practical models and tools offered will benefit directors and managers looking to implement their own visual organisational language.
The emergence of COVID-19 has presented employees and employers new challenges as many employees and managers were forced to work in a remote environment for the first time. For many reasons, ...managing virtual teams is different than managing employees in a traditional face-to-face office environment. Although many managers have been learning how to lead their virtual teams over the last several months, we offer five steps for leaders to follow for how to maximize the effectiveness of a remote workplace. By taking specific actions and ensuring the organization has a culture to support their virtual workforce, leaders can improve the performance output and engagement of their teams. The five steps are: first establish and explain the new reality; second, establish and maintain a culture of trust; third, upgrade leadership communication tools and techniques to better inform virtual employees; fourth, encourage shared leadership among team members; and fifth, to create and periodically perform alignment audits to ensure virtual employees are aligned with the organization’s cultural values including its commitment to mission. All these steps start with the realization that managing a team is going to be different when the members are dispersed, and new leadership strategies, communication routines and tools are required.
Building information modelling (BIM) is considered to be significant for organisational communication in construction projects. However, the role of BIM has not been fully shown in practice. To this ...end, this study examined the impact of BIM on communication network from inter- and intra- organisational relationships in the construction project. First, the structures of the communication networks before and after the use of BIM in a project in China were determined based on the social capital perspective. Then, the social network analysis was adopted to measure the changes in network metrics (i.e., number of ties, density, centrality, centralisation, and clique). Results shows that the connections among nodes are denser, and all the values of the network centralisation decrease after BIM application compared with the situation before BIM use. Nevertheless, results also shows that some construction project participants, who originally have interaction and communication needs, remain unable to establish effective connections among one another even after BIM use. Accordingly, some suggestions were proposed to solve the issues and deficiencies. This research contributes to (a) the state of knowledge by proposing social capital perspective that can identify inter- and intra-organizational relationships of the construction project from social interaction and common cognition to build communication network, and (b) the state of practice by identifying conditions and proposing strategies for strengthening organisational communication and collaboration in BIM-enabled network relationships.
Although power manifests as a form of social behavior through language, how it contributes to business English lingua franca (BELF) discourses remains underresearched. This article problematizes how ...perceptions of power dynamics manifest through choices of BELF discourses as practiced in the Bangladeshi ready-made garments (RMG) industry. Data for this study were collected from interviews with three levels of business professionals. Findings show that perceived power is embedded in everyday business discourses to both empower and disempower speakers and influence differences in their language use. Specifically, perceived organizational position, business position, linguistic ability, and sociocultural identity impacted language differences.
Industry 4.0 describes a phenomenon which augments business models and also communication channels in commercial enterprises. This paper analyses scientific publications related to the business model ...changes driven by Industry 4.0, and also digital internal communication channels used to reduce risks in the process. The paper is based upon a systematic review of scientific publications and evaluation by experts. The research revealed a gap between internal communication through digital channels and the change process in Industry 4.0-driven business models. Each channel has its mission and contributes to reducing risk during the change process. Since there is no universal digital channel for internal communication, different digital communication channels are efficient at different stages of change. The paper makes recommendations for enterprises, related to the effectiveness of digital communication channels during the business model transformation. It further contributes to existing knowledge by expanding the change process model and aligning the change process with features of digital communication channels. The research focused on the manufacturing sector, exploring digital communication channels used to reduce risk during the change process, which is a limitation of this study, along with assumption of a basic level of digital competences in the enterprise.
Distance interpreting (DI) refers to interpreting services provided by interpreters at a remote location, facilitated through information and communication technologies. DI has been widely employed ...in a multitude of contexts, ranging from multilingual diplomacy conferences and public service sectors to global business negotiations and live-broadcasting programs, among others. Although empirical studies have provided extensive insights into DI, the findings show a certain degree of dispersion and complexity, indicating a need for further investigation. This study set out to conduct a systematic review of the empirical DI research with the aim of providing an evidence-backed synthesis of the current DI research and predicting potential future research directions. Applying the PRISMA guidelines, we identified 39 journal articles on DI through an electronic search and a snowballing procedure. We then coded and synthesized these articles based on a framework comprising three main elements: demographics, methodology, and research themes. Four prominent research themes were identified: (1) interpreters' adaptation, (2) technical considerations in DI, (3) client satisfaction, and (4) DI quality assessment. Based on these, we discuss four possible directions for future DI research: replication studies of onsite interpreting research, research in diverse settings, incorporation of modern technology, and experiments on diverse language combinations.
PDF
