Dino Ruta

Designing a social enterprise: Organization configuration and social stakeholders’ work involvement

Purpose – The purpose of this study is to examine, drawing on organization studies and stakeholder theories, the organizational configuration that enables the social enterprise to succeed by combining social and economic imperatives in a sustainable way. Design/methodology/approach – The research project is based on the analysis of a multiple cross-national case study consisting of seven social enterprises that are active in the drug rehabilitation context. Multiple rounds of data gathering and analysis combined with within-case analysis and cross-case comparison enabled the authors to evaluate the perceived, declared and subjective organizational perspectives. Findings – Results suggest that organizational performance – measured as the ability to achieve social goals, generate resources and pursue sustainability over time – depends on the implementation of a participative organizational configuration defined by the interaction of six organizational components (i.e. time and space designed for collective ...

Leading teams : tools and techniques for successful team leadership from the sports world

Foreword ix Introduction 1 1 Why Sport and Management? 5 2 Management Models of Team Leadership 39 3 A New Team Leadership Model 75 4 The Team Leader as Manager 99 5 The Team Leader as Coach 171 6 Team Leadership: A Word from the Coaches 243 Carlo Ancelotti 243 Don Casey 248 Sasha Djordjevic 255 John Kirwan 260 Marcello Lippi 265 Roberto Mancini 272 Dan Peterson 278 Simone Pianigiani 284 Cesare Prandelli 289 Arrigo Sacchi 293 Emilio Sanchez 300 Julio Velasco 307 Gianluca Vialli 310 Who s Who of Sports Coaches 317 Index 331

HRM in Cultural Institutions

The foundations of cultural organizations rest on creative talent, which requires investments to generate artistic and economic results. Cultural organizations have to dedicate time and money to recruiting, growing, and retaining creative resources to guarantee a strong performance over the long run. Most cultural organizations do not have formalized HRM practices, however there are many interesting initiatives oriented to people development and management. We have identified the main following HRM practices: (i) how to foster individual and system-wide creativity (ii) how to design a dual ladder career (managerial and artistic role) (iii) how to develop interpersonal skills to facilitate collaborations among people and organizations (iv) how to preserve and develop critical and specific technical competencies linked to arts and hand-made products (v) how performance management relies on multiple stakeholders. Creativity and experientiality engender a series of implications and approaches to HRM, which, formally or informally, determine the success and innovation of the industry.

HRM in Sport Organizations

In sport, the team off the field works for the athletes and team on the field. HRM professionals must play a critical role in implementing HRM practices for employees and managers. However, HRM professionals are not very common in sport: (i) sport organizations are small-medium size organizations, (ii) most of the investments are allocated directly to the athletes, (iii) sport institutions are led by executives who are part politicians and part managers. In light of these considerations, we have identified a few proposals: (i) international federations must have a Head of HRM that can define a strategic agenda for employees and managers at international and local levels, (ii) in each sport (international federation), HRM systems can be supported by IT in order to have workforce analytics worldwide in order to facilitate skill development and job opportunities among countries, and possibly also among sports.

The Integration of Online Face-to-Face SocialNetworking: The Need for Managerial Reconfiguration.

Abstract Purpose The chapter explores if and how online and face-to-face organizational environments can interact, and if and how this interaction could foster managerial practices to sustain personal growth, organizational development, and employee–organization relationships. Methodology Research project is based on an emblematic case study: Fubles.com is a social sport sharing platform with one of the most active sport communities in Europe. This case is representative of a novel initiative, useful in understanding how social media drive organizational results. Findings Social media activities do not always substitute face-to-face relationships; online connections can enhance relationships, in terms of quantity, quality, and fairness, generating comprehensive reconfiguration of people practices, before and after the game. Thanks to social networks, organizations can support interpersonal contacts, enabling people to organize collective activities both virtually and physically. Practical implications The case advocates three levels of possible organizational reconfigurations through social media (individual, collective, and organizational) that can foster the quality of the employee–organization relationship. Originality/value Results suggest that social media are sources of new and innovative ways to interact within and across organizations, reinforcing not only the online interactions, but especially traditional face-to-face connections through a process of reconfiguration of people practices.