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  • 1
    Electronic Resource
    Electronic Resource
    Does education have a role in developing leadership skills? (2005)
    Bingley : Emerald
    Management decision 43 (2005), S. 1018-1031 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - The purpose of this article is to provide a pragmatic example of multi-stage leadership education model. Leadership education that is multidisciplinary, global, and ethics oriented is a remedy for many of the leadership challenges we are currently facing in the business world. Design/methodology/approach - This article discusses whether we can teach leadership, and if so, what essential skills should be taught in business schools. It also examines the shortcomings of current leadership education curriculum and recommends some major changes that need to be made. This article provides a descriptive overview and historical examination of these issues and techniques. Findings - A major finding can be drawn from this paper is that the present leadership education curriculum in business schools is not adequate in many regards and more work needs to be done. Research limitations/implications - Business schools need to focus on revitalizing the leadership education curriculum to come up with a program that prepares students with practical and dynamic skills that enables them to be the future business leaders. A long-term approach to leadership education rather than a short-term effort is suggested. Originality/value - By incorporating multidisciplinary, global-oriented and ethical leadership education, we believe that this article on leadership education can effectively address the major challenges of the new millennium.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740510610017
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  • 2
    Electronic Resource
    Electronic Resource
    The perceived impact of team-based management systems on organizational effectiveness (1996)
    Bingley : Emerald
    International journal of manpower 17 (1996), S. 4-17 
    Details
    ISSN: 0143-7720
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Investigates the relationships between team-based management systems and organizational effectiveness across a variety of settings throughout the USA. Uses a validated instrument on organizational effectiveness to gather data. Presents survey results to support the claims of team-based management proponents that the technique improves participants' productivity, quality, satisfaction, performance, and appears to be effective. However, less than half of the surveyed respondents who implemented team-based systems indicated that their self-managed team programmes had failed to achieve their stated objectives of influencing and enhancing organizational effectiveness. A major implication of this study is that the introduction of team-based programmes into an organization further requires the introduction of multifaceted changes in person-job relationships and the whole organizational hierarchy.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437729610154136
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  • 3
    Electronic Resource
    Electronic Resource
    Can management be taught?: If so, what should management education curricula include and how should the process be approached? (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 439-453 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The topic whether management skills are communicable has been the topic of scholars' debates and broad examination through literature in the last decades. However, there is less literature focusing on solutions for successful management education. This paper, not only takes up a position that management can be taught and learned, but also examines how the learning process is approached. The paper discusses characteristics of successful management educators and determine their impacts on management development. The paper determines the qualities and skills that modern managers must develop, especially in this time of globalization and rapid change in the business world. It suggests educating managers in "soft skills" such as interpersonal and intrapersonal skills and not merely concentrating on the "hard skills", such as analytical skills. Additionally in this work, the need for managers with international exposure and cross-cultural experience is emphasized. Finally, a proposal for management education curricula is tabled and address the issue of limits of management education is addresed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740410523240
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  • 4
    Electronic Resource
    Electronic Resource
    An overview of benchmarking process: a tool for continuous improvement and competitive advantage (1997)
    Bingley : Emerald
    Benchmarking 4 (1997), S. 229-243 
    Details
    ISSN: 1463-5771
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Technology
    Notes: The continuous pursuit of excellence is the underlying and ever present goal of benchmarking practices. Benchmarking is an external focus on internal activities, functions, or operations in order to achieve continuous improvement. It is the process of judging a company's processes or products by comparing them to the world's best, including those in other industries. Benchmarking is emerging in leading-edge companies as a tool for obtaining the information needed to support continuous improvement and gain competitive advantage. In order to benchmark effectively, there needs to be a strong strategic focus and some flexibility in achieving the goals set forth by management. Perhaps the most important aspects of effective implementation are adequate planning, training, and open interdepartmental communication.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14635779710195087
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  • 5
    Electronic Resource
    Electronic Resource
    The perceived impact of team-based management systems on organizational effectiveness (1997)
    Bingley : Emerald
    Team performance management 3 (1997), S. 179-192 
    Details
    ISSN: 1352-7592
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Investigates the relationships between team-based management systems and organizational effectiveness across a variety of settings throughout the USA. Uses a validated instrument on organizational effectiveness to gather data. Presents survey results to support the claims of team-based management proponents that the technique improves participants' productivity, quality, satisfaction, performance, and appears to be effective. However, less than half of the surveyed respondents who implemented team-based systems indicated that their self-managed team programmes had failed to achieve their stated objectives of influencing and enhancing organizational effectiveness. A major implication of this study is that the introduction of team-based programmes into an organization further requires the introduction of multifaceted changes in person-job relationships and the whole organizational hierarchy.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13527599710186961
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  • 6
    Electronic Resource
    Electronic Resource
    The global MBA: a comparative assessment for its future (2002)
    Bingley : Emerald
    Journal of European industrial training 26 (2002), S. 14-23 
    Details
    ISSN: 0309-0590
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: There is increased interest in online MBA programs across the globe. This paper attempts to review and assess online MBA programs and what lessons other universities and students can learn from them. It attempts to compare between the online and the traditional MBA. In addition, a thorough evaluation of the strengths, weaknesses, opportunities, and threats of the online MBA is made. The evaluation considers point of views from universities, professors, and students that combined together will assess the future and growth of "global MBAs".
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/03090590210415867
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  • 7
    Electronic Resource
    Electronic Resource
    An overview of strategic alliances (2001)
    Bingley : Emerald
    Management decision 39 (2001), S. 205-218 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Strategic alliances can be effective ways to diffuse new technologies rapidly, to enter a new market, to bypass governmental restrictions expeditiously, and to learn quickly from the leading firms in a given field. However, strategic alliances are not simple or easy to create, develop, and support. Strategic alliances projects often fail because of tactical errors made by management. By using a well managed strategic alliances agreement, companies can gain in markets that would otherwise be uneconomical. Considerable time and energy must be put forth by all involved in order to create a successful alliance. It is essential that corporations enter into strategic alliances arrangements with a comprehensive plan outlining detailed expectations, requirements, and expected benefits.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/EUM0000000005452
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  • 8
    Electronic Resource
    Electronic Resource
    Effects of a Drug-testing Programme on Employee Attitudes, Productivity and Attendance Behaviours (1994)
    Bradford : Emerald
    The @journal of workplace learning 6 (1994), S. 24-32 
    Details
    ISSN: 1366-5626
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents a longitudinal field study which compares changes inperceptions of productivity and attendance behaviours for participantsin a drug-testing programme in a manufacturing firm in the mid-westernUSA. Employee efficiency, productivity and absenteeism changes relatedto the implementation of the drug-testing programme were measured bycollecting and analysing actual organizational data. Data for each ofthe measures were collected for a 42-month period, ranging from 18months prior to the implementation of the programme to 24 months afterthe programme began. The attitudinal results provide, at best,circumspect support for the claims of drug-testing proponents that theprogramme reduces drug abuse in the workplace and improves overallproductivity. The performance results, however, document a positive andsubstantial impact of drug-testing initiative on employee productivityand absenteeism rates.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13665629410074538
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  • 9
    Electronic Resource
    Electronic Resource
    An overview of strategic alliances between universities and corporations (2005)
    Bradford : Emerald
    The @journal of workplace learning 17 (2005), S. 115-129 
    Details
    ISSN: 1366-5626
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - Strategic alliances generally represent inter-firm cooperative agreements aimed at achieving competitive advantage for the partners. In recent years, there has a dramatic increase in strategic alliances by multinational firms.This paper aims to explore the essence of these alliances and why they have become such a growing area of research in business in recent years. Design/methodology/approach - Discusses strategic alliances between corporations and institutions of higher education. The major underlying motives for creating these alliances and the critical success factors are also discussed. The paper also analyzes the success stories. Findings - Highlights the major advantages for the academic community - research funding and practical learning opportunities for students - and for industry - lower research and development costs and technology transfer opportunities that affect competitiveness. The drawbacks may include the partners' different working cultures and values. Finds that alliances must be supported by continuous learning and restructuring processes to overcome the differences. Originality/value - Extracts the valuable lessons that might help others to effectively utilize strategic alliances between corporations and institutions of higher education.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13665620510574504
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  • 10
    Electronic Resource
    Electronic Resource
    Self-managed work teams approach: creative management tool or a fad? (1997)
    Bingley : Emerald
    Management decision 35 (1997), S. 233-239 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The introduction of employee empowerment through a self-managed work teams programme into an organization further requires the introduction of multifaceted changes in person-job relationships and the whole organizational hierarchy. The self-managed teams concept can be seen as a strategy to increase motivation, quality, productivity, customer satisfaction and to sustain high performance. Self-managed teams serve as the main building blocks of the organization. However, they are not simple or easy to create, develop and support. Companies must realize that it takes time, training and resources to implement teams and reap their rewards.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749710169440
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