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  • Emerald  (30,860)
  • American Meteorological Society
  • 2000-2004  (24,951)
  • 1995-1999  (20,731)
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  • 1
    Electronic Resource
    Electronic Resource
    The confluence of gender and culture: sexual harassment in the international arena (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 417-423 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Two trends in business currently receiving much practical and theoretical discussion are diversity and globalization. Issues related to these trends can create significant challenges for managers but may also represent potentially rich learning experiences. This paper explores the confluence of gender and globalization, particularly in the context of sexual harassment. Two hypothetical dilemmas are presented. Information on demographic and global trends is presented. The legal and economic status of women in a number of different countries is reviewed, as is the legal definition of sexual harassment in the United States. Finally, directions for future research focusing on diversity-related training and the issue of cultural relativism are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910274199
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  • 2
    Electronic Resource
    Electronic Resource
    Organisational futures: unprepared for the surprises to come (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 411-417 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Quantitative research, with 1,000 organisations over four years, is the basis for an exploration of their views of future issues affecting them and, in particular, of changes in their structures and working patterns. The main impression, though is one of widespread conservatism, where they give a relatively low level of importance to the key issues which other research indicates may have the greatest impact on their long-term survival. Thus, they report that the current form of structure is still overwhelmingly that of the traditional hierarchy. Although they show one indication of a more radical approach, in expecting hierarchical organisation to halve its share by 2020 AD, they do not look for major changes in stakeholder power (currently dominated, as might be expected, by shareholders and senior managers) or in the work activities that are undertaken; though the most prevalent form of activity is already that of "communication" in some form or other.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910274180
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  • 3
    Electronic Resource
    Electronic Resource
    Downsizing: an examination of some successes and more failures (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 424-437 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Focuses on downsizing and reviews selected research on organizational change and downsizing. Addresses the issues of "survivors", and also covers the strategic concerns in planning a downsizing operation and attempts to determine some specific reasons why some companies succeed at downsizing while others do not. Discusses an organization's context, composed of culture, level of trust and level of leadership, since it has a profound effect on a company's downsizing strategy. Examines case studies of Compaq Computer, the State of Oregon, and Patagonia and supports the need for the concerns of the surviving employees to be listened to. In the case of these downsizings, the surviving employees were successfully shown that they should not feel victimized by the downsizing process, but instead should see this process as an opportunity for personal growth.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910274207
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  • 4
    Electronic Resource
    Electronic Resource
    A framework for integrated risk management in information technology (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 437-445 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The use of information technology (IT) in organizations is subject to various kinds of potential risks. Explores the environment of IT in organizations, identifies the probable threats, and proposes a framework for integrated risk management. The risk management process has four major components -- risk identification, risk analysis, risk-reducing measures, and risk monitoring. The framework can be used to guide organizations in reducing the losses resulting from the realization of threats to IT use.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910274216
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  • 5
    Electronic Resource
    Electronic Resource
    Governance structures, size and corporate performance in UK firms (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 457-464 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Analyses the extent of Cadbury compliance and its impact on corporate performance in the UK. Comparing 1992 and 1995, we find that UK public companies have, in general, complied with the Cadbury Committee's Code of Best Practice and have adopted the recommended governance structures. However, compliance is more common among larger firms. Thus we find that duality is less common, firms tend to have more than three non-executive directors and that there has been an almost universal adoption of board subcommittees such as the remuneration and audit committees. However, little evidence is found to suggest either that the board characteristics recommended by Cadbury lead to improved performance or that moving towards them improves performance. The only governance mechanism which does positively affect performance is the presence of remuneration and audit committees.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910274234
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  • 6
    Electronic Resource
    Electronic Resource
    Pre-alliance planning: development of an information system infrastructure to support strategic alliance activities (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 132-140 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Traditional business models are undergoing a process of redefinition following the drive to develop new business structures that support competition. The result of this has led to the development of virtual organizations, which are founded on alliance structures. In this paper a case study is used to describe the way in which a telecommunications organization and other retail electricity organizations initiated a strategic alliance, so that they could improve their market position, financial stability and customer base. A case study is used to describe the way in which a telecommunications organization explored how a strategic alliance with retail electricity organizations would be structured. Pre-alliance activities and its impact on alliance formation, such as the design of an information systems framework, are presented and discussed. The experiences identified from the case study provide a learning opportunity for those organizations that are seeking to seize new business opportunities through strategic alliances.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310457579
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  • 7
    Electronic Resource
    Electronic Resource
    The representativeness heuristic in judgements involving entrepreneurial success and failure (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 156-167 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The representativeness heuristic generates a decision-bias encouraging over-estimation of the probability of low likelihood events when they are associated with strongly context representative propositions. An experimental investigation into decision making by final year business undergraduates demonstrates that this heuristic operates and consistently affects subjects' judgement of the probability of probe details about an entrepreneur in the representativeness-generating context of the future success or failure of a proposed venture by that entrepreneur. The results suggest that the representativeness heuristic could hinder the quality of managerial decision making, especially decisions involving investment in new ventures. Evidence is generated in favour of a specifically cognitive source for this bias as opposed to a semantic mechanism proposed by some workers. This study adds to the growing literature on the representativeness bias in managerial decision making but is believed to be the first to consider it in an entrepreneurial context.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310457605
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  • 8
    Electronic Resource
    Electronic Resource
    Ethical perceptions in China: the reality of business ethics in an international context (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 180-189 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Focuses on the economic changes necessary and the present state of business ethics in China. Explores the ethical precepts held by a sample of Chinese professionals enrolled in a management development program in mainland China. A benchmark is created that not only measures the present state of business ethics, but looks at perceived change over the last five years. From these data, guidelines are developed which are of use to policy makers and to executives who wish to employ, or to conduct business with Chinese nationals.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310457623
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  • 9
    Electronic Resource
    Electronic Resource
    Why organizations fail: the view from the front-line (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 503-513 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The purpose of this research is to review the perceptions of 359 front-line management personnel as to why their organizations fail to achieve desired results and to draw lessons for organizational practice on how to prevent failure and improve organizational performance. Managers from 30 organizations were asked to rate the impact that 25 different performance factors have on their ability to get desired results. The results of the study identified a variety of people and leadership factors as the primary causes of poor performance, while factors such as technology, finances, and government regulations ranked significantly lower in the rankings.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910278023
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  • 10
    Electronic Resource
    Electronic Resource
    Downsizing failures: an examination of convergence/reorientation and antecedents - processes - outcomes (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 473-490 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines varied empirical studies on downsizing which have revealed that, as a result of its aftermath, high percentages of companies have judged these efforts as unsuccessful. Corporate restructuring encompasses multiple forms of change, which are classified into three distinct categories: portfolio, financial and organizational. An analysis of the Freeman and Cameron theoretical framework on downsizing implementation processes is examined in terms of where the process occurs, during periods either of convergence and/or of reorientation, and the results associated with each approach. A case study of the Kansas Department of Health and Environment revealed that restructuring did not provide visible improvements in efficiency, economy and responsiveness. Cultural impact of this intervention revealed negative intergroup reactions, i.e. denial, dissatisfaction. An analysis of Richard Johnson's model of the antecedents, processes and outcomes of downsizing revealed the impact upon strategy, productivity, human resources and finance. Interrelationships suggested diminished performances of firms which downsized without a lucid blueprint, adversely impacting upon these businesses. Finally, 30 recommendations are given for the human resource executive for effective downsizing, focusing upon: approach, involvement, leadership, communication, preparation, support, cost cutting, measurement, and implementation.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910277961
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  • 11
    Electronic Resource
    Electronic Resource
    Strategy is personality-driven, strategy is crisis-driven: insights from entrepreneurial firms (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 327-339 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The objective of this study was to explore the main factors influencing the development of strategy in small firms. Among its contributions, the study found that strategy was personality-driven and crisis-driven. The study identified two main types of entrepreneurs: the pragmatist and the charismatic entrepreneur, and highlighted how the risk-taking capacities of some entrepreneurs changed over time. The study suggests that the experience of crisis gave rise to a more rational, planned approach to the strategy-making process.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310468081
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  • 12
    Electronic Resource
    Electronic Resource
    A framework for concentric diversification through sustainable competitive advantage (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 362-371 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This article investigates the issue of diversification around the core business, namely concentric diversification. There have been many diversification failures reported over the last few decades. Little guidance has been available to firms who plan to diversify in order to grow. The literature relating to competitive advantage, sustainable competitive advantage, and concentric diversification is reviewed. A process is then presented to help managers make sound strategic diversification decisions, thus reducing the risk of failure.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310468031
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  • 13
    Electronic Resource
    Electronic Resource
    Strategic staffing of international joint ventures (IJVs): an integrative perspective for future research (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 394-406 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Drawing on the literature on international joint ventures (IJVs) and strategic international human resource management, the paper proposes a model for strategic staffing of IJVs based on an integrative (strategic intent and negotiations) perspective. Building on the results of previous studies that indicate, directly or indirectly, the importance of control in staffing, the paper proposes that strategic control may be a critical driver that underpins IJV staffing. In conclusion, the paper outlines an agenda for future research that can test the model and explore possible implications.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310472022
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  • 14
    Electronic Resource
    Electronic Resource
    B2B relationships and networks in the Internet age (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 443-451 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Internet-centred business models have proved to be an effective means of conducting business-to-business (B2B) commerce in many industry sectors. As an interactive and instantaneous medium, the Internet provides firms with a new platform - commonly referred to as electronic marketplaces or electronic hubs ("e-marketplaces" or "e-hubs"). This study examines the advantages of business networks and relationships, and elucidates how these have become increasingly imperative within the new e-business paradigm of the global marketplace. The study draws on the Covisint e-marketplace - the e-hub of the automotive industry - to illustrate some of the innovative business features that can be supported by e-marketplace business models and notes the complexities of e-relationships that require round the clock support.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310479296
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  • 15
    Electronic Resource
    Electronic Resource
    Strategic downsizing: critical success factors (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 535-552 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Aims to review the literature pertaining to downsizing with an emphasis on the organization level, and establish the critical success factors of downsizing, that is, guidelines to the successful implementation of downsizing activities. Addresses these objectives by examining first, how downsizing is defined in the literature reviewed, then discusses the different ways in which or measures by which organizations carry out downsizing activities and the reasons that prompt companies to downsize. Addresses the rationale utilized by firms to downsize, the expected outcomes in terms of economic and human consequences, the approaches to downsizing (reorientation and convergence) and specific strategies such as workforce reduction, work redesign and systemic strategy. Also downsizing tactics, human resources as assets vs costs, planning, participation, leadership, communications, and support to victims/survivors are examined. Both laboratory experiments and empirical research concerning survivors' reactions are explored. The role of trust as well as the human resource professional in the process are included. Conclusions and recommendations complete the article.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910285674
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  • 16
    Electronic Resource
    Electronic Resource
    Embedded systems and the year-2000 problem (the other year-2000 problem) (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 561-572 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: In the context of the "year-2000" problem, focuses on the risk involved in real time clocks and their interactions with associated embedded processors and logic arrays, dedicated electronic control and monitoring logic incorporated into larger systems. These are essential to the operation of a vast portfolio of infrastructures, from medical equipment, to buildings (phone, security, heating, plumbing and lighting), to transportation, to financial networks, to just-in-time delivery systems, and so on. According to a recent study, the firmware (permanently loaded instructions) that enables these systems to run is date sensitive and not year-2000-compliant in less than 1 percent of the 50 billion microprocessors and microcontrollers used in embedded systems installed worldwide by the end of the twentieth century. This small fraction will fail, causing the systems they control to begin failing around 1 January 2000 and for the first few years of the next century. Presents a pessimistic, illustrative scenario, describing the disruption of essential infrastructure from electric power, to food and fuel distribution, to communications, to financial networks.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910285728
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  • 17
    Electronic Resource
    Electronic Resource
    Korea's new globalization strategy: can Korea become a business hub in Northeast Asia? (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 498-510 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The Korean Government wishes to transform the nation into a Northeast Asian business hub. Following economic crisis, there are attempts to move the economy towards a new market-oriented paradigm of economic growth based on foreign direct investment (FDI) and market friendly transparent corporate governance, replacing the old model of the developmental state, involving intimate and opaque business-government relations, which has dominated Korean policy for at least three decades. This paper presents findings from 37 interviews conducted with senior executives of foreign companies and various chambers of commerce in Korea. The paper offers new insights into the critical and often invisible issues which need to be confronted and successfully resolved for the transformation of Korea. In providing a critical analysis, the paper examines alternative interpretations of the hub concept, key advantages offered by Korea, the main barriers to becoming a hub, competition from other locations and draws lessons for government policy makers.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310479340
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  • 18
    Electronic Resource
    Electronic Resource
    Ethical behaviour: the means for creating and maintaining better reputations in arts organisations (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 528-537 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Arts organisations, unsure of the level of continued government funding available and confronted with the need ever to improve, are seeking new ideas upon which they can focus. At a time when leadership and governance in arts organisations have changed in line with cultural expectations, how is their ethical stance assessed? How does their ethical stance impact on reputation? The challenge to build a good reputation starts at the top of the organisation; however, traditionally, one type of arts organisation, art museums, has focused on the activities level. In an age of globalisation, economic restructuring and technological change, museums therefore may be seen as a contradiction. Traditionally seen as temples for the muses, today's museums are being challenged to be ethical for society and to build their reputation. As a solution, proposes a cooperative model of cultural organisational ethics that attempts to provide a framework by which arts organisations can put in place ethical artefacts that enhance organisational reputation, rather than detract from it.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310484885
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  • 19
    Electronic Resource
    Electronic Resource
    Trust evaluation: an AHP and multi-objective programming approach (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 587-595 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Establishing trust within groups or teams of scientists and technicians working on large-scale projects is considered an essential critical success factor when working in a virtual environment. To build trust among team members for any project requires a selection decision on which trust factors will best achieve the goals of the project. This paper presents application results of using two analytic methodologies used to evaluate trust survey information from the Spallation Neutron Source (SNS), the USA's largest science project. The two decision methodologies produced results that helped support SNS management's judgment that uniquely selected trust categories should be emphasized to build trust on this project.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310484867
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  • 20
    Electronic Resource
    Electronic Resource
    A conceptual model of performance measurement for supply chains (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 635-642 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Supply chain management (SCM) has gained a tremendous amount of attention from both industries and researchers since the last decade. Until now, there are numerous papers, articles, and reports that address SCM, but there is still a lack of integration between the existing performance measurement methods and practical requirements for the SCM. An innovative performance measurement method is proposed to provide necessary assistance for performance improvement in SCM. The proposed method will address this purpose in these four aspects: a simplified supply chain model; tangible and intangible performance measures in multiple dimensions; a cross-organizational performance measurement; and fuzzy set theory and weighted average method.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310495568
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  • 21
    Electronic Resource
    Electronic Resource
    Guest editorial: business performance measurement and management (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 679-679 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents a number of papers from the Performance Measurement Association conference held in July 2002. Reveals that all the papers investigate developments in the field of performance measurement and management since the Kaplan and Norton Balanced Scorecard was first introduced.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310496189
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  • 22
    Electronic Resource
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    Integrated performance management: adding a new dimension (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 782-790 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Argues that effective integrated performance management (IPM) needs both strategic and maturity alignment. The management literature focuses on strategic alignment; develops the concept of maturity alignment. Maturity alignment indicates that an organization must install the appropriate managerial and operational processes in accordance with the desired maturity level. Identifies four different maturity levels that indicate how well the organizational and managerial processes within an organization are defined and developed. Argues that insufficient maturity alignment is one of the major reasons why many performance management initiatives fail.
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    URL: http://dx.doi.org/10.1108/00251740310496297
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  • 23
    Electronic Resource
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    Eastern and Western management practices: myth or reality? (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 628-632 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper sets out to question whether managers should really talk of a West/East style of management. It does so by first examining the practices across a variety of Eastern and Western countries. The paper then analyses key changes in the global business environment that are having a huge influence on the adoption of management practices across the globe. There is much evidence to suggest a degree of convergence and this needs to be taken very much on board by firms engaging further in global trade. To assess management practices, this will involve careful analysis of the main organisation of business across various countries, as well as analysis of the environment in which they operate.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910291596
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  • 24
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    Quality concepts and litigation: the role of record-keeping in products liability litigation in the USA (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 633-643 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The purpose of this paper is to examine the myriad ways record-keeping can affect the course and outcome of products liability litigation. The examination includes an overview of the civil jury system in the USA, as well as an analysis of the benefits gained from instituting quality concepts and principles regarding the creation, management, storage and protection of quality-related documents. Frequently the "star witness" in a products liability lawsuit is not a witness at all - it is a document. The written record a company generates plays a critical role in presenting a case to the jury in the event of litigation. With regard to retaining and storing company records, serious legal problems arise when documents are lost, damaged or destroyed without adequate explanation. Accordingly, embracing and implementing quality concepts and principles with regard to record-keeping provides numerous rewards in the event of litigation.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910291604
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  • 25
    Electronic Resource
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    Building organizational citizenship (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 678-685 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Since every organization's success is built on the participation and good work of its staff, this article advises leaders to view their organization as a country, and frames their primary management challenge as creating "organizational citizenship", defined as a voluntary consistent commitment to the goals, methods, and ultimate success of the organization. Most leadership strategies are designed to create specific business results; their effectiveness will depend on the creation of a culture of patriotism throughout the organization.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910298968
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  • 26
    Electronic Resource
    Electronic Resource
    Beyond downsizing: recreating in Australia (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 657-670 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The management literature is replete with articles on total quality management, just-in-time manufacturing, strategic partnerships between customers and vendors, re-engineering the company, flattening the organisation, teams that replace individual decision making and horizontal organisational structures. The terms and descriptions used in the literature for these organisational changes vary, but the overall objective is the same, to increase organisational effectiveness and to ensure the future of these organisations by establishing more efficient operations. In many companies positive organisational change is often undertaken simultaneously with, or following on from a "downsizing" or "restructuring" programme. In business recreation, whether in Australia or any other country, operational efficiency built upon enhanced processes must not be seen as the final objective - the opportunities are much greater. Examples of successful Australian organisational recreation are given.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749910291622
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  • 27
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    Value and information - concepts and issues for management (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 643-656 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The notion of what is meant by "value" is explored and summarised in terms of its involvement in delivering the product/service attributes, considered necessary to create customer satisfaction. Investigates the business system in relation to the value chain, as well as citing the conflicting views of a number of authors upon this topic. A specific company is used as a template to bring out many of the notions that have been put forward. Concludes with the fact that the traditional value chain begins with the company's core competences, whereas evidence suggests that modern value chain analysis reverses this approach and uses customers as its starting point.
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    URL: http://dx.doi.org/10.1108/00251749910291613
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    Perception configurations in business relationships (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 686-696 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: There is a growing interest in relationships in the marketing literature, which has resulted in increasing attention to relational aspects of business. How the actors perceive the relationship thus emerges as a key issue. Traditionally, customer perceptions, for example, perceived service quality, satisfaction and value have played an important role in service management. However, in a business setting it is more appropriate to study both the seller's and the buyer's perceptions. This paper proposes a configuration map to depict both parties' perceptions. This map can be used to capture both the composition and the dynamics of perception configurations, and it is generically applicable to dyadic perception studies.
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    URL: http://dx.doi.org/10.1108/00251749910299020
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    Whistleblowing: the UK experience. Part 1 (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 935-943 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: An historical saunter is taken through the development of approaches, legal and organisational, to deal with whistleblowing. Whistleblowing engenders strong emotions, and it is not surprising that some of the early pioneers met with stiff resistance. Some classic whistleblowing cases are analysed, notably Stanley Adams and charge nurse Graham Pink. Key developments and cases during the Thatcher period are outlined. Employment law was rather primitive, and failed to give much definitive protection to whistleblowers. The contribution of the Committee of Lord Nolan on Standards in Public Life is outlined. The area of higher education, and the pivotal territory of financial services, accounting and auditing also are treated.
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    URL: http://dx.doi.org/10.1108/00251740310495063
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    Anatomy of competitive advantage: a SELECT framework (1999)
    Bingley : Emerald
    Management decision 37 (1999), S. 709-718 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Competitive advantage is the basis for superior performance. Understanding the anatomy of competitive advantage is of paramount importance to general managers who bear the ultimate responsibility for a firm's long term survival and success. Advances an integrative framework called SELECT to help general managers systematically examine the various facets of the anatomy of competitive advantage: its substance, expression, locale, effect, cause, and time-span. Analyzing the causes of competitive advantage helps a firm create and gain advantage. Studying the substance, expression, locale, and effect of competitive advantage allows the firm to better utilize the advantage. Examining the time span of competitive advantage enables the firm to fully exploit the advantage according to its potential and sustainability.
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    URL: http://dx.doi.org/10.1108/00251749910299129
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    A framework to implement strategies in organizations (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 871-882 
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    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The implementation of strategy, directly or indirectly, relates to all facets of management. Therefore, it is essential to follow a holistic approach when analyzing and evaluating complex issues of implementation. However, research in this area is still limited, and offers few practical propositions. Given this situation, this article proposes an implementation framework by identifying key elements/factors of implementation and categorizing them into different groups depending on their role and importance. The role and importance of each implementation factor, as well as its relationship with other factors, are explained. It is believed that the framework developed in this article can assist executives and researchers to better understand and evaluate complex factors of implementation and deal with challenges from a holistic perspective. Suggestions for practice and future research are also given.
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    URL: http://dx.doi.org/10.1108/00251740310499555
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    Purchasing as an organizational design problem: the case of non-product-related items and services (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 911-922 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper discusses the problems and challenges that arise if a firm tries to concentrate purchasing activities in a separate organisational unit. For a variety of reasons, only a - small - part of all purchasing activities in an organisation is actually carried out by a purchasing department or a specialist. In particular, the purchasing of so-called non-product-related (NPR) items and services often takes place without the involvement of a purchasing department. In addition, despite the sometimes huge savings that reportedly are possible by involving a purchasing department, many managers and boards pay only modest attention to such opportunities. In this paper, a conceptual model is proposed that serves, in particular, to explain the Purchasing department's limited and problematic involvement in a firm's tactical NPR-purchasing activities. Based on these explanations and results from a small empirical study, we draw conclusions and formulate implications for managers and purchasing specialists. Research implications are formulated as well.
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    Evangelism of great works in management: How the gospel is spread (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 1226-1239 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper explores how great ideas become "great works". The paper explores the process used by Frederick Taylor to "spread the gospel" of scientific management - one of management's great works. The paper takes this example, dissects it and applies current theory and models to explain how the concept of scientific management was created, refined, disseminated and ultimately used throughout the world in diverse industries and both public and private organizations. Ideas must be created, tested, evaluated, modified, and put back through the process of what Nonaka and Takeuchi call the "spiral of knowledge". Once an idea becomes great, it needs an evangelist to spread the good word - this person is a knowledge activist. The knowledge activist uses his/her social networks to reach a wide variety of groups. This illustration and explanation demonstrates that both academia and the popular press are essential for great works to happen.
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    URL: http://dx.doi.org/10.1108/00251740410568935
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    Management decisions for effective ISO 9000 accreditation (2000)
    Bingley : Emerald
    Management decision 38 (2000), S. 182-193 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Over the last few years, governments, the public and private sectors, and international trading partners, have and are enforcing "ISO certification" and other similar quality standards as a requirement for doing business and often demand ISO 9000 accreditation as a prerequisite in their requests for tenders. There have been related criticisms that businesses are thus sometimes seen to be opportunistic in pursuing certification merely to retain and hopefully increase sales rather than improve quality. This research aims to explore whether certification itself provides some guarantee of performance outcomes, or whether such outcomes are dependent on the way in which the accreditation process is introduced into organizations. The results indicate that certification itself seems to provide little guarantee of effective performance outcomes. Rather, performance outcomes are highly dependent on the strategy for implementation, with high performance outcomes being associated with changes to both transformational and transactional organizational variables.
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    URL: http://dx.doi.org/10.1108/EUM0000000005346
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    The contribution of neural networks and genetic algorithms to business decision support: Academic myth or practical solution? (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 229-242 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Managing large amounts of information and efficiently using this information in improved decision making has become increasingly challenging as businesses collect terabytes of data. Intelligent solutions, based on neural networks (NNs) and genetic algorithms (GAs), to solve complicated practical problems in various sectors are becoming more and more widespread nowadays. The current study provides an overview for the operations researcher of the neural networks and genetic algorithms methodology, as well as their historical and current use in business. The main aim is to present and focus on the wide range of business areas of NN and GA applications, avoiding an in-depth analysis of all the applications - with varying success - recorded in the literature. This review reveals that, although still regarded as a novel methodology, NN and GA are shown to have matured to the point of offering real practical benefits in many of their applications.
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    URL: http://dx.doi.org/10.1108/00251740410518534
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    Information technology and organisational structure: vindicating theories from the past (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 316-329 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Last century, J.R. Galbraith discussed the relationship between the amount of information an organisation processes and its structure. J.D. Thompson discussed a related topic of task interdependence and coordination. Given that the processing and management of information is the basis of electronic commerce (EC), the fastest developing mode of conducting business today, it is apposite to ask how relevant Galbraith's and Thompson's theories are today. As organisations increase their offerings and influence to attain competitive advantage they become more complex. Both information technology (IT) and the theories of Galbraith and Thompson assist them to reduce that complexity.
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    URL: http://dx.doi.org/10.1108/00251740410513854
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    Is management education beneficial to society? (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 481-498 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper examines whether or not US-style management education is beneficial to society and presents a review of recent events, which suggest that management education must be improved. Two principal approaches to management education and resulting practice are presented and framed differently to better reflect and comprehend societal impacts. They are termed high waste and low waste, where waste is defined as activities and behaviors that do not add value and can be eliminated. High waste management practice, or conventional management, is what the majority business schools teach. Low waste management practice, rooted in the principles and practices of the Toyota Management System, is much less common in business school education. Proposes three improvements to management education that will deliver greater benefits to society while simultaneously promoting the interests of business.
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    URL: http://dx.doi.org/10.1108/00251740410518949
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    Back to basics and beyond: Strategic management - an area where practice and theory are poorly related (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 508-520 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Based on the strategic challenges faced by Western companies in the coming decade, this paper is concerned with the area of strategic management. In particular, emphasis is on the relationship between managerial problems, managerial practice and state-of-the-art theories on strategic management. Interestingly, it is found that managerial practice over the past 10 years has had a poor relationship to the actual problems faced by managers and to the state-of-the-art theories on strategic management. At the same time, however, state-of-the art theories of strategic management have also had a poor relationship to the problems faced by managers. Strategic management is, therefore, lost and needs to be reconsidered in light of the empirical challenges of the area.
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    URL: http://dx.doi.org/10.1108/00251740410523141
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    Measuring alliance value and risk: A model approach to prioritizing alliance projects (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 182-204 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Alliances have been the focus of research studies often because they offer an attractive alternative to traditional arrangements. With a global economy, rapid product cycles, capital constraints and advances in technology, no one firm has all the capability to maintain and grow market share. Factors such as these are leading firms to consider different forms of partnerships including alliances. Contemporary alliance research is often segmented by types of arrangements, durations, returns, failures and best practices. Studies that evaluate and rank specific alliance criteria are somewhat limited. To explore specific alliance risk and value variables a study was conducted at a large manufacturing organization with extensive alliance history. A questionnaire was developed and distributed that contained both ordinal and scale rankings of specific alliance value and risk criteria. The aggregate responses were prioritized and a weight was assigned allowing for quantitative assessment for both alliance value and risk. The information was later converted into an alliance value/risk check sheet to be used to rank multiple projects.
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    URL: http://dx.doi.org/10.1108/00251740410511252
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    The facets of the entrepreneur: identifying entrepreneurial potential (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 243-258 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: People who start new businesses vary in the degree of entrepreneurial talent and temperament they possess. The same is true of strategic leaders and intrapreneurs inside large organisations, where entrepreneurial people are required to champion the change agenda in dynamic and turbulent environments. These issues can be explored in the context of six key entrepreneur character themes, or natural and instinctive behaviours. Techniques help, but alone they cannot compensate for missing characteristics. Without the important entrepreneur characteristics, survival and growth rates are lower. This paper outlines a new framework for identifying entrepreneurs and describes the research programme through which the model has been validated.
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    URL: http://dx.doi.org/10.1108/00251740410515861
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    A framework for the strategic management of long-term assets (SMoLTA) (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 277-291 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Managing long-term infrastructural assets, such as real estate, buildings and equipment, is becoming more topical at the strategic level. Such assets are reported to comprise 25 per cent or more of corporate assets and occupancy costs represent 40-50 per cent of net operating incomes and are often the third most expensive item (behind labour costs and IT). Managers with little experience of the strategic management of long-term assets (SMoLTA) often find this a challenging agenda. This paper reports exploratory research on how managers are addressing the SMoLTA and is drawn from the views of senior managers in 25 organisations of varying sizes from the public and private sectors. In addition, the paper uses data from research on management practices in four case companies that have excellent reputations in this field, synthesising the findings into algorithmic form. This algorithm is developed and presented as a tentative framework which aims to help facilitate managers in aligning corporate and infrastructure strategy.
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    URL: http://dx.doi.org/10.1108/00251740410518516
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    Co-producing management knowledge (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 375-386 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The division between academic knowledge and its relevance for practice is an enduring problem across many fields. Nowhere is this division more pronounced, and resolution of its negative features more required, than in academic management research and its relationship to management practice, for the advent of the knowledge revolution requires that organizations capitalize on all available assets including knowledge assets when improving performance either by increasing efficiencies or ensuring mission delivery in the medium term. How companies might achieve this has become a key question. This paper reports the "co-production" model of knowledge creation and transfer through a novel case of this in practice. It outlines how academics and managers can work together using a "systematic review" of the science base to synthesize management knowledge and ensure its transfer. In doing so it offers management academics and practitioners a new model for the production and application of knowledge.
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    URL: http://dx.doi.org/10.1108/00251740410518895
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    The application dilemma - a sceptic's perspective (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 542-551 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Management researchers, academics and educators and self proclaimed management gurus have produced an enormous literary output on the topic of management and organisations over the past 100 years or so. There is no dearth of information available to practitioners on almost any topic in this field about which they wish to enquire. The $64 question remains - how much of the information and advice actually gets put into continuing effective use by managers? This paper examines a range of topics and suggests that the answer to the question is "very little".
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    URL: http://dx.doi.org/10.1108/00251740410518967
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    Disturbing the sounds of silence - hearing other voices (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 552-564 
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    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper explores the discipline, study and practice of management through the "current voice of management" and through four different voices. The four different voices are those of: a one-person business, a PhD researcher in a school of management, a co-ordinator of an articulated inter-disciplinary Masters program in the Leadership and Management of Change, and a management consultant. The paper first introduces some implications of our current management voices and then explores aspects of each voice, concluding with a short reflection on the message drawn from them.
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    URL: http://dx.doi.org/10.1108/00251740410522296
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    Unlearning gender blindness: new directions in management education (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 565-578 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper argues that business and management schools continue to operate a gender blind approach (or at best gender neutral) to management education, management research and the development of management theory. This echoes a pattern repeated in the practice of management, which closes down and inhibits opportunities for management to be "done differently" and for organisations to be different. Reflecting on the author's experiences within two business schools and on their empirical research carried out over six years, the paper provides substantive arguments for the authors' position relating to the masculine nature of management, the place of academic women in management, the male dominated processes of management education and management research and the need to place gender on the agenda in management education. The paper concludes with a call for an "unlearning" and a "rethinking" of gender blind management education and provides some examples of how this might be achieved.
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    Identity work in the transition from manager to management academic (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 418-429 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The phenomenon of current practitioners moving into academia is generally welcomed in terms addressing recruitment problems and the perceived benefit of bringing practical experience into the academic setting. Yet the individual practitioner may encounter considerable difficulties with this career transition. This paper identifies the different sources and discourses of credibility - management experience versus academic knowledge - as particularly relevant, and considers the ways in which these "emergent management academics" manage their self-identities in their day-to-day interactions.
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    Teaching management and management educators: some considerations (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 430-438 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper is concerned with some aspects of management education and intends to discuss the relationships among universities, teaching techniques, management educators, and information and communication technologies. Adopting an adequate perspective of the relationship between universities and enterprises for improving and updating management higher education, it defends that management can be taught in a better way if universities are able to explore its teachers' skills and establish very frequent partnerships with enterprises to create an environment where management activities may be better understood. The aim is to revise different issues, to emphasise the value of practical approaches of management education, the importance of pedagogy based on solving problems and the decision-making process. An interpretative model for management education supported by the integration of management teaching techniques is presented. The model is divided into three areas: the area of theoretical resources, the area related to educator's personal experience, and a set of practical aspects where partnerships are included. Further empirical work will be required to appreciate university's committees' opinions, managerial implications, and to evaluate their statistical meaning.
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    SAP-LAP models of inquiry (2000)
    Bingley : Emerald
    Management decision 38 (2000), S. 347-353 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Inquiry into managerial situations, problems and issues is needed very often. A mode of inquiry using situation-actor-process (SAP)- learning-action-performance (LAP) (SAP-LAP) models of flexible systems management is presented here. It is argued that in order to gain deep insight and for effective action, a SAP-LAP model of inquiry may be developed by identifying critical questions in each element of the SAP-LAP paradigm. Three generic SAP-LAP models for inquiry into general problem solving, change, and flexibility are presented followed by an illustrative application. These models may be adapted according to the requirements of the context under consideration.
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    Strategy competence: a successful approach to international market entry (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 758-768 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This article presents a study of the link between strategy competence and performance in the context of international market entry. The concept of strategy competence encompasses international market entry and business relatedness. It is assumed that efforts of a firm to establish a business in a market where the firm encounters limited entry barriers, and where the local business belongs to the corporate core, lead to high performance in the local business. The empirical findings are based on a study of 173 Swedish ventures in Germany and indicate that limited customer access problems lead to high performance. At the same time, high relatedness between the core business and the local business, in terms of similar requirements for management skills and similar brand recognition, leads to high performance of the local business. In light of the findings, management would be well advised to leverage key management skills such as brand management from the core to the local business and to continuously evaluate ways to achieve customer access.
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    The new normal: lessons learned from SARS for corporations operating in emerging markets (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 794-806 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The modern industrialized world was completely caught off guard by the recent SARS outbreak. Fortunately, for most organizations, the impact has been short lived, but management has been provided with a reminder of the impact of the external environment in a world of ever increasing globalization. As seen with the SARS outbreak, a lack of preparedness can have devastating effects on business and warrant inclusion in a business definition of a crisis. This paper uses the recent SARS epidemic as a background to highlight the importance of crisis planning, particularly in emerging economies, and suggests how organizations can address these concerns.
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    A framework for situation room analysis and exploration of its application potential in the information technologies market (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 882-891 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Work presented in this paper forms part of a wider research in defining a methodological framework for situation room analysis (SRA), and its employment for complex (business enterprise) systems study. More specifically, we investigate the area of multiparty collaboration and decision-making activities by using the central metaphor of a situation room (SR). The latter term is broadly used in the context of military operations and has specific semantical connotations. These connotations are deliberately exploited in order to propose an analytical scheme based on it, which aims to assist planning initiatives and decision making in a particular application domain. Historically speaking, a SR is considered as the intelligence analysis centre used to stay abreast of the latest intelligence reports and updates. For the purposes of our aim, i.e. the multiparty collaboration and decision-making activities from within the SRA framework, it is easy to see that the latter should be data-driven.
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    URL: http://dx.doi.org/10.1108/00251740410550943
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    Strategic planning for value-based management: An empirical examination (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 938-948 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper developed a model to identify empirically the critical strategic variables for value-based management. Since "value" is abstract in its nature, managers need to know more concrete and clear target measures that derive the value of their business. In this model common financial variables and their variations are used as input variables to synthesize the market value added (MVA). The model used an artificial intelligence technique that is non-parametric by nature and intended to capture a dynamic relationship between input and output variables. The study results show that this model is able to identify a set of strategic variables that are linked directly to the MVA of companies involved.
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    URL: http://dx.doi.org/10.1108/00251740410555434
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    Managerial myopia or systemic short-termism?: The importance of managerial systems in valuing the long term (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 949-962 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: For more than two decades both the business press and research in several academic disciplines have seen an extended debate over what has been called "myopia" or "short-termism". These terms have been used to describe decisions in which firms pursue short-term gains (?for example, seeking to maximize quarterly profits) at the expense of long term strategies (?for example, investing in basic research or laying the groundwork for new core competencies). Despite the attention to this subject, there remain conflicting positions in the business press and inconclusive evidence from research regarding causes and proposed solutions. This paper proposes that progress may be possible by looking inside firms - addressing how managerial systems and decision-making processes affect the development of long term strategies. Survey results suggest that systemic elements - organizational culture, processes, and routines - have promised in understanding why firms may undervalue the long term and pay too much attention to the short-term. This study finds that firms are less likely to undervalue the long term when they are able to manage tradeoffs between short-term and long term results, and create a climate of trust that allows individuals to weather the short-term setbacks necessary to achieve long term results.
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    URL: http://dx.doi.org/10.1108/00251740410555443
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    A study in comparative strategy using the Alanbrooke diaries (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 1024-1036 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The purpose of this paper is to draw conclusions on strategy formulation from an analysis of the "Alanbrooke" diaries. The approach is comparative, and uses the information in the diary and the forms of business strategies devised by Mintzberg et al., and with ideas on business alliances. The paper finds that the logical, planned approach of Alanbrooke is contrasted with the more entrepreneurial attitude of Churchill, but the combination of these contrasting traits led to effective strategy formulation. The difference in character of them and the resulting controversies were essential to make the right choices, and Churchill deliberately chose someone who was likely to oppose him. The research is limited by the possibility of bias in the diary. A practical implication is that leaders can benefit from choosing a strong, talented colleague, even though the stormy interactions can be wearisome. The value in this analysis is in the light it sheds on the way strategy is developed in a real situation and is also an indication of the value of the comparative approach to the study of strategy process.
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    URL: http://dx.doi.org/10.1108/00251740410555498
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    Innovation through people (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 1082-1094 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Creativity underpins innovation; innovation underpins enterprise. In the business world it is enterprises, not ideas or products on their own, that make money. Much attention is given to new product development and to processes of innovation. Indeed, there are increasingly popular techniques to support these processes. However, successful enterprises and effective corporate entrepreneurship need both ideas and people. While considerable attention is given to the product development side of innovation, it is a matter of debate whether the same degree of attention is always given to the people side, and the identification and development of people with entrepreneurial potential. When we consider entrepreneurs we have to look at how they think as well as at how they act - and thinking contains both conscious and unconscious elements. Techniques generally address conscious rather than unconscious thought processes. There are some aspects of our creative thinking processes that we can't readily explain. We need to get "inside the mind" of the innovator.
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    URL: http://dx.doi.org/10.1108/00251740410565127
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    Academic ethics: What has morality, culture and administration got to do with its measurement? (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 1145-1161 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: While there is no dearth of studies on ethical issues, the specific subject of examination misconduct has attracted fewer studies, especially in Africa. This study is an ongoing exploratory attempt to develop a measure of examination misconduct. Self-administered questionnaires were used to collect data from 450 undergraduate business students of the Universities of Botswana and Swaziland. A nine-item measure of examination misconduct was correlated with a measure of perception of business ethics, ethical value assessment and Hofstede's four dimensions of culture. The results indicated significant inter-correlations among the variables (especially the three measures of ethics) and limited construct validity for the examination misconduct scale. The results of factor analysis suggest three factors for the emerging scale: cheating behaviour, intervention and desperation. The ethical inferences of the findings, managerial implications for university administrators and practitioners, study limitations and directions for future research are discussed.
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    URL: http://dx.doi.org/10.1108/00251740410565172
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    The differentiating function of modern forms of leadership (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 892-906 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: According to recent developments in decision-making theory organizational decisions are governed by organizational values and identities according to a logic of appropriateness rather than calculative and preference-driven rationality. Similarly, leadership theory has developed from ideas about leadership as an exchange between superiors and subordinates (transactional leadership) to ideas about symbolic manipulation of organizational values and identities (transformational leadership). In this paper, it is shown how the combination of organizational and personal identities in decision-making and leadership can cause decision-making problems. Where individuals are encouraged as organizational members to identify with the organization, and thus, be motivated beyond a perspective of give and take, an overlap between individual and organizational identities should be expected. Also discussed how individual decision-makers' insufficient understanding of organizational decision-premises may lead to the faulty replacement of organizational identities with individual values and identities.
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    URL: http://dx.doi.org/10.1108/00251740410550952
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    A quantitative approach to the outsourcing-insourcing decision in an international context (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 974-986 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Outsourcing manufacturing and services to differing locations throughout the world is a common practice today. Yet, very little research has dealt with the known risks of outsourcing when it takes place between business organizations in differing countries or in an international context. This study presents a quantitative model that permits the inclusion of international risk factors in the outsourcing-insourcing decision. A Fortune 500 firm case study is used to illustrate the informational efficacy of the decision model.
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    URL: http://dx.doi.org/10.1108/00251740410555461
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    The challenges of performance measurement (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 1017-1023 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: An interview with Professor Andy Neely who talks to editor Sarah Powell about the challenges of performance measurement, the role of the Centre for Business Performance, aims of the Performance Management Association and advantages of The Performance Prism.
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    URL: http://dx.doi.org/10.1108/00251740410555515
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    Harmonisation of company law: Lessons from Scottish and English legal history (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 1037-1050 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Company law harmonisation is considered to be necessary for the achievement of the European Union's (EU) aim of a single market and the free movement of goods and services throughout member states. This paper aims to contribute to understanding of both business and accounting history by considering whether UK legal history can offer any insight into the process of harmonisation. First, approaches to company law in the United Kingdom and the remainder of the EU are outlined in order to identify key differences and to explain why harmonisation is desired. Secondly, the UK position is considered and historical attempts to lessen legal differences between Scots and English mercantile laws are then examined, focusing on harmonisation attempts. Finally, by reflecting on the UK experience, implications for the EU company law harmonisation programme are drawn.
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    URL: http://dx.doi.org/10.1108/00251740410555506
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    Market orientation and market strategy profiling: an empirical test of environment-behaviour-action coalignment and its performance implications (2000)
    Bingley : Emerald
    Management decision 38 (2000), S. 503-522 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Organizational performance is greatly influenced by employee behaviours and the resulting market orientation that they possess. Market orientation is a behavioural culture that affects strategy formulation and strategy implementation, and how an organization interacts with its environment and adjusts to changes within that context. The relationship between market orientation and performance is robust across several environmental contexts that are characterized by varying degrees of market turbulence, competitive intensity, and products/services introduction rates. This study identifies co-aligned market orientation and strategy profiles corresponding to unique competitive contexts that represent best practices for an organization seeking to maximize performance in a high technology environment. This relationship becomes dynamic when one considers the assertion that organization culture is synonymous with strategy and the evidence that the external environment affects organizational culture. As a result, the ability to profile ideal orientations will have significant strategic and performance implications for organizations that will contribute to the development of a sustainable competitive advantage.
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    URL: http://dx.doi.org/10.1108/00251740010378255
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    Business logic in buyer-seller relationships (2001)
    Bingley : Emerald
    Management decision 39 (2001), S. 660-665 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Aims to increase understanding of business logic in buyer-seller relationships. Increasingly complex, fast-changing, and dynamic business environments provide a rich research environment for analysing business logic in business relationships. Defines a new concept, the business logic (operation mode), in order to holistically understand projects, services, and packaged products in their lifecycles between and within buyers and sellers. This means offering, delivering, and installing and maintaining the project, service, and packaged product.
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    URL: http://dx.doi.org/10.1108/EUM0000000005927
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    Reengineering the motivation to work (2001)
    Bingley : Emerald
    Management decision 39 (2001), S. 666-675 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Centers on motivation in work organizations, yesterday, today and tomorrow. To retain qualified employees in an organization and to maintain a satisfactory type of role performance, people's experiences in the system must be rewarding, particularly if they have freedom to move in and out of organizations. Motivating people to work in the twenty-first century with theories conceived in the 1800s and early 1900s is likely to be infeasible. After reviewing the major events in the management history of the last 100 years, the authors try to distill the knowledge that will help illuminate the motivation path for present and future managers. The core message is that managers should reconsider the outdated motivational patterns utilized to maintain role performance in organizations. The authors propose a fresh motivation formula for the twenty-first century, based on "friendship, work and respect".
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    URL: http://dx.doi.org/10.1108/EUM0000000005929
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    Cybercentrism: the new, virtual management (2001)
    Bingley : Emerald
    Management decision 39 (2001), S. 676-685 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines an emerging need for a new management model based upon evolving technological dynamics within the enterprise. The central question, of whether a new management construct is required to lead industry into the new millennium, is answered with arguments supporting the emergence of a new model. This new model finds support from six highly placed managers who are close to such technological infighting as the bus wars, as well as the costly proprietary resistance of major manufacturing segments to open systems change. These executives affirm the emergence of a new cyber-management model, tempting the imaginations of those historians who have waited for the next management wave to crest.
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    URL: http://dx.doi.org/10.1108/EUM0000000005928
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    The business activities of Jewish women entrepreneurs in medieval England (2001)
    Bingley : Emerald
    Management decision 39 (2001), S. 699-709 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Recounts how medieval English Jewry began when Jews were invited to immigrate by William I and ended with their expulsion by Edward I in 1290. The Jewish community was important and for most of its existence it was prosperous, owing to its particular social function - being the bankers, moneylenders and financiers of the time. Concentrates on a relatively little known aspect of the medieval Jewish community: the role played by its women. Jewish women played a significant part in business, not just as the wives or widows of businessmen, but as entrepreneurs on their own account. This was in sharp contrast to the position of women in wider English society. Using contemporary documents, the article examines the scale and nature of the business activities of Jewish women in medieval England, sketches the activities of some of these female entrepreneurs, and attempts to investigate the factors which enabled them to play such a prominent role.
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    URL: http://dx.doi.org/10.1108/00251740110408719
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    Welsh enterprise in the eighteenth century (2001)
    Bingley : Emerald
    Management decision 39 (2001), S. 710-718 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines aspects of local enterprise in Wales during the Industrial Revolution and seeks to place the historical experience of such within the wider debates surrounding the relationship between enterprise and economic development. Study of this period has traditionally focused attention on the discontinuity precipitated by the impact of industrialism and particularly on the development of large-scale factory production. Within Welsh history this focus has largely obscured an examination of local developments to the process of economic development, with the result that there has been no possibility for discussion of, or participation in, gradualist accounts of such development. This study seeks to demonstrate that part of the economic development experienced during the period was generated as a result of indigenous enterprise, and therefore raises the possibility of continuity within certain areas of Welsh economic development -- prior to the influx of English enterprise and capital at the end of the eighteenth century.
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    Hans and Charles Renold: entrepreneurs in the introduction of scientific management techniques in Britain (2001)
    Bingley : Emerald
    Management decision 39 (2001), S. 719-728 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Using the case study of Hans Renold Ltd, examines a particular form of entrepreneurial activity, namely the introduction of new management techniques. This company was chosen for study because it has long been accepted as having been the first company in Britain to introduce scientific management along Taylorist lines. The paper specifically examines the roles of Hans Renold and his son, Charles, in the adoption of the new management techniques. Utilising the detailed archives of the company, we find evidence to suggest that both were important, though in different ways, and in doing so we throw light on the development of management practice within an important pioneering company, on the specific problems faced, and how they were overcome.
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    Chester Barnard: member of the "élite"? (2002)
    Bingley : Emerald
    Management decision 40 (2002), S. 1024-1028 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper asks whether or not Chester Barnard was a member of an intellectual or managerial "élite". While it is clear that Barnard provides great insight regarding leadership and social responsibility, it is also apparent that his views regarding, for example, race relations were, at least by our contemporary standards, unenlightened and may have conformed more with the "élite" of that time. With the stronger democratic sensibilities of our time, represented by affirmative action, etc., Barnard has to be read historically and understood in the light of his own time in order to get out of him what is still useful today. The paper does not propose to resolve the issue of whether or not he was an e´litist. The conclusion is reached, however, that the continuation of the debate regarding Barnard's membership of an intellectual or managerial e´lite may have implications for the ongoing reading of Barnard's work by the management students of today.
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    Deming: a new philosophy or another voice? (2002)
    Bingley : Emerald
    Management decision 40 (2002), S. 1029-1036 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This article questions the widely held proposition that the management philosophy of W. Edwards Deming, with its focus on quality improvement and pragmatic thinking, is a new conceptual paradigm which renders previous management thought, particularly that represented by the scientific management concepts of Frederick W. Taylor, obsolete and wrong-headed. A closer examination of the similarities between older management theories and those of Deming indicates that there is significant commonality. Deming has provided, not a radical new school of thought, but a complementary body of emphases that enrich our understanding of management rather than revolutionize it.
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    Human resource accounting: a historical perspective and future implications (2002)
    Bingley : Emerald
    Management decision 40 (2002), S. 947-954 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The purpose of this paper is to provide an overview and history of human resource accounting (HRA) with the objective of promoting both continued academic research and organizational applications. The history of HRA illustrates how academic research can generate improvement in management systems. The paper defines HRA and suggests implications of measuring human capital for financial reporting and managerial uses. Recent Swedish-based HRA applications with respect to measuring human assets and intellectual capital, including the Skandia Navigator, illustrate how intellectual history and developments in business schools can influence business history.
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    URL: http://dx.doi.org/10.1108/00251740210452818
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    Implementing NAGPRA: the effective management of legislated change in museums (2002)
    Bingley : Emerald
    Management decision 40 (2002), S. 35-49 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: A survey of 19 museums across the USA sought to identify the change processes associated with the effective management of a specific case of legislated change imposed by The Native American Graves Protection and Repatriation Act 1990 (NAGPRA). Interviews were also conducted with a sample of these museums to understand further the change process adopted. It was hypothesised that those organisations which were perceived by respondents to have achieved successful change outcomes, would have managed the change transition in accordance with generic change principles in the change literature, regardless of the legislated nature of the change. The findings provided strong support for these general principles of effective change management in situations where the organisation has little choice about the change initiative. However the legislated nature of the change and the initial lack of understanding of its scope and implications produced some deviations from these general principles, particularly with respect to the dimensions of visioning, participation and allocation of resources to the change program.
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    Do organisational routines in manufacturing inform contracting choices in distribution? (2002)
    Bingley : Emerald
    Management decision 40 (2002), S. 50-57 
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    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper explores the implications of the capabilities-based framework in the context of a decision for a firm: whether or not to outsource the sales function to outside contractors. It demonstrates that, along with the transaction cost perspective, the capabilities-based perspective can provide a useful way to think about contracting issues related to the sales force and predict contracting decisions.
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    URL: http://dx.doi.org/10.1108/00251740210413352
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    Conceptualizing the dynamics of organizations: foundations for situational analysis (1997)
    Bingley : Emerald
    Leadership & organization development journal 18 (1997), S. 99-107 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Complexity of the organizations has created an immense diversity of approaches for research and consultancy. Based on a review of previous work, proposes a new theoretical model for organizational analysis which examines three levels of organizational consultancy. The first level is the level of business organization. The second level focuses on the internal management and organization of resources. The third level examines the individuals and the human behaviour at work. Presents the situational analysis in organization as an evaluation procedure allowing in-depth analysis of problems in work situations. The ultimate goal of this procedure is to enable consultants to map out the key elements for evaluation in work situations and to test existing relationships between different factors considered in organizational re-design. The proposed methodology has been developed as part of a consultancy project based on participant observation and conducted by the author in Bulgaria in 1988.
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    Androgynous leadership style: an integration rather than a polarization (1997)
    Bingley : Emerald
    Leadership & organization development journal 18 (1997), S. 166-171 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Previous leadership studies indicate that stereotypically masculine behaviours characterize task-oriented leadership style and that stereotypically feminine behaviours (relations-oriented leadership style) are devalued. However, it has been frequently observed in the past that organizational goals could not be exclusively achieved by either masculine or feminine characteristics of leaders. Suggests that an integration rather than a polarization becomes necessary for leaders and organizations. That is, an androgynous leadership style can be the most appropriate for achieving high performance in many organizations.
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    The evolution of a university research department facilitated by a groupware system - Part 1: organizational growth, planning and learning (1997)
    Bingley : Emerald
    Leadership & organization development journal 18 (1997), S. 201-210 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents an extended study of the transformation of a university research group into a learning organization. The transformation process was realized during the rapid development of a small group into a medium-sized organization through the addition of major projects, necessitating change from a hierarchy to a matrix organization. Central to the development of the organization and its learning ethos was the introduction of a hypermedia groupware system (PD1). Documents the cycles of evaluation and change up to assessment of PD1. Concludes that the evolutionary transformation of an organization can be a managed and a learning process, involving, and depending on, all participants and their constructive use of an enabling information technology infrastructure in a period of change and transition.
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    URL: http://dx.doi.org/10.1108/01437739710182304
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    The evolution of a university research department facilitated by a groupware system - Part 2 (1997)
    Bingley : Emerald
    Leadership & organization development journal 18 (1997), S. 244-250 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Discusses how, in Part 1 the research group was at a "pioneering crisis" stage with considerable role and task ambiguity. An organizational development process was initiated aiming for greater systemization: a matrix structure was introduced and a groupware tool, the plan-document (PD1), was implemented, as part of the group's strategy to develop into a learning organization. States that the plan-document was designed to enable information sharing and co-ordination throughout the group, ranging over the short- and long-terms. Usage was, however, low and PD1 was not widely adopted, although usage varied according to timescales and the personal relevance of objectives. A second plan-document (PD2) was designed, aimed at being more "personal" and accessible, attuned to the new matrix structure and including reporting as well as planning functions. Looks at the introduction of PD2 and evaluates its contribution to the transition of the research group into both a systematized and a learning organization. Posits that groupware can go some way towards helping organizations meet the challenges of an uncertain environment through supporting open access between groups and individuals and fostering the group cohesiveness and interdependence.
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    Uniform change: an ethnography on organizational symbolism, volunteer motivation and dysfunctional change in a paramilitary organization (1998)
    Bingley : Emerald
    Leadership & organization development journal 19 (1998), S. 22-31 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The United States Air Force's (USAF) unpaid civilian auxiliary, the Civil Air Patrol (CAP) wears USAF uniforms and performs search and rescue missions looking for downed aircraft. After CAP members miswore the USAF uniform (Cheng, 1996), the USAF instituted a top-down uniform change making the CAP uniform more distinct from the USAF uniform. CAP members, who affirmed that they were to be motivated solely by a desire to perform CAP's mission, and not motivated by wearing USAF uniforms, quit and withdrew commitment. This participant observation ethnography studies how USAF's misunderstanding of volunteer motivation and the symbolism of organizational uniforms led to dysfunctional organizational change. An alternative solution that makes positive symbolic change is proposed.
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    Technical note: a study of Hersey and Blanchard's situational leadership theory (1998)
    Bingley : Emerald
    Leadership & organization development journal 19 (1998), S. 113-116 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study empirically tested Hersey and Blanchard's situational leadership theory (SLT) among 151 senior executives within service and manufacturing businesses of a large Fortune 100 company. SLT focuses on the interaction of the leader's behaviour and follower readiness to determine leader effectiveness. SLT suggests that the appropriate level of task and relationship behaviour is the one that "matches" the level of follower readiness. A variety of statistical techniques were used to test the central hypotheses of SLT and the matching concept. The study produced 18 matches and 126 mismatches. One statistical technique, the partitioned test, was found to provide the most insight about SLT and the concept of matching. The researchers recommend its utilization in future research of SLT. The researchers conclude that SLT remains intuitively appealing and empirically contradictory. The concepts of SLT and matching are engaging and further research is recommended.
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    URL: http://dx.doi.org/10.1108/01437739810208692
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    An integrated model and approach for the design of effective leadership development programs (1998)
    Bingley : Emerald
    Leadership & organization development journal 19 (1998), S. 44-53 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Leadership has been a major topic in management and business literature over the last few years. The rapid changes in business, technology, political and social factors has required the development of effective leadership skills. As a result leadership development programs have become an increasing priority for business and government organisations. This article puts forward an integrated model for leadership development. The major focus of this model is to develop leadership competencies which directly contribute to the strategic imperatives of the business. In addition, it describes the key elements that contribute to a successful leadership experience such as changing mindsets, a global focus, personal development and improved business and leadership skills. Finally, the most widely used leadership methods and processes are covered under three major themes; contributing to the strategic business direction, building leadership and team skills, and self-development. The ideas put forward in this paper provide senior managers and human resource professionals with an integrated and comprehensive framework to plan and build a leadership development program in their organisation.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739810368820
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    Regrounding the concept of leadership (1998)
    Bingley : Emerald
    Leadership & organization development journal 19 (1998), S. 128-136 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Reports the initial exploratory studies in a programme of research that aims to investigate the role of mental models in leadership. Drawing from a cognitive approach, the studies use metaphors as tools to illustrate the models of the leadership construct that are prevalent in lay psychology in an atheoretical, decontextualised manner. The findings show that lay concepts of leadership are less complex and more robust than academic concepts. Implications for both research and the transfer of knowledge to industry are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739810210176
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    Transformational leadership and learning orientation (1998)
    Bingley : Emerald
    Leadership & organization development journal 19 (1998), S. 164-172 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: States that two goal orientations may be held by individuals: a performance goal and a learning goal (Ames and Archer, 1988; Dweck and Leggett, 1988). The much-discussed learning organisation requires individuals either to possess or to develop a learning orientation. Leadership theorists (Bass, 1985; Burns, 1978) have identified characteristics of leadership which may be classified as transactional or transformational. The links between leadership and goal orientation are explored. It was conjectured that transformational leadership would be associated with a learning-goal orientation and transactional leadership would be associated with a performance-goal orientation. These propositions are supported by evidence from an empirical study of professional accountants in the UK. The findings suggest that desirable leadership behaviour for a learning organisation is transformational and desirable follower behaviour should include a learning orientation.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739810210211
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    Leaders developing leaders: an effective way to enhance leadership development programs (1998)
    Bingley : Emerald
    Leadership & organization development journal 19 (1998), S. 194-198 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The purpose of this article is to examine how senior leaders in organizations can play a greater role in the development of leadership within their organizations. Innovative "leaders developing leaders" programs in PepsiCo, General Electric and Shell are described as examples of tangible and effective ways that can be used for successful leadership development which can also contribute to strategic change and business profitability. Suggestions and various options to incorporate senior executive involvement in leadership development programs are put forward as well as factors that need to be considered when first implementing this approach. At a time when leadership development is recognised as a vital ingredient for organization success, the involvement of senior leaders in the teaching and learning of future leaders has been shown to be a powerful and effective tool.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739810217179
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    The collective culture shock in transition countries - theoretical and empirical implications (1998)
    Bingley : Emerald
    Leadership & organization development journal 19 (1998), S. 302-308 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Individual culture shock is a well known and evidenced phenomenon. It describes the psychological and also physical reactions of a person staying abroad. These reactions are the result of confrontation with a foreign culture. According to the authors such reactions also exist on the level of society as a whole. This "collective culture shock" influences management and business relations and causes problems. A theory of the collective culture shock is developed that analyses these problems and provides a framework for solutions. This theory suggests that cultural processes and features in transition countries that are usually attributed to the communist heritage are the result of collective culture shock.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739810240821
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    Correlates of perceived leadership style in a culturally mixed environment (1998)
    Bingley : Emerald
    Leadership & organization development journal 19 (1998), S. 275-284 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study is concerned with the determination of the most common and effective leadership style in a non-Western culturally mixed environment, and with the exploration of the correlates of leadership style in such a context. Results indicate that consultative style was the most common and effective leadership style in such an environment. Furthermore, findings indicate that leaders' personal attributes such as national culture, experience, education and age; subordinates' personal attributes such as gender, national culture, age and tenure in present organization and organizational factors such as the organization's ownership have a significant relationship with leadership style. Additionally, leaders' personal attributes such as gender, marital status and tenure in present organization, and subordinates' personal attributes such as education, experience and marital status, in addition to organizational factors such as the organization's activity and age have no relationship with leadership style.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739810234341
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    Barriers, boundaries and leaks in an organization development intervention (1998)
    Bingley : Emerald
    Leadership & organization development journal 19 (1998), S. 353-361 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Reflects on an organizational development (OD) intervention which addressed strategic culture change with the senior management team of a UK-based international manufacturing organization. In line with emergent theory and practice OD consultants, authors intervened at the three levels: strategy, culture and top team dynamics. Whilst the client seemed happy with the outcomes, the authors believed that the intervention had failed to effect transformational change and were thus motivated to re-examine practice in the light of recent contributions to the OD and organizational learning literature. This analysis suggests that future OD practice should be grounded in processes of dialogue permeating all phases of the intervention. At the diagnostic phase, there is a need to identify more clearly the enablers and barriers to productive learning. Subsequently, during implementation, the boundaries of the intervention with particular reference to politics, authority and task should be managed more carefully and explicitly.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739810242496
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    Utilizing organizational culture gap analysis to determine human resource development needs (1998)
    Bingley : Emerald
    Leadership & organization development journal 19 (1998), S. 374-385 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The effectiveness of the Competing Values Framework (CVF) as a means to determine human resource development needs was examined. Members of the board of directors and all full-time employees of a Cooperative assessed the current status of the organizational culture and the nature of culture desired in the future utilizing a CVF based instrument. Both groups desired a future culture different from the present state, and both groups desired movement in the same directions. The study concludes that CVF analysis is a beneficial means for determining information about human resource skills needing to be developed and/or activated and which activities need to be rewarded or reduced in order to effect this movement.
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    URL: http://dx.doi.org/10.1108/01437739810242531
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    Emotional dissonance in organizations: conceptualizing the roles of self-esteem and job-induced tension (1999)
    Bingley : Emerald
    Leadership & organization development journal 20 (1999), S. 18-25 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: In the workplace, emotional dissonance is the conflict between emotions experienced by the employee and those required by the organization. Earlier studies have established that emotional dissonance reduces job satisfaction and exacerbates emotional exhaustion. Emotional dissonance typically occurs during interactions between employees and customers in service industries. As Western economies are dominated by service industries, emotional dissonance may result in rising numbers of dissatisfied and burned out employees. This study examined the process by which emotional dissonance operates, and the impact of self-esteem on emotional dissonance. Emotional dissonance was found to induce job tension leading, in turn, to emotional exhaustion. Employees with innately low self-esteem were more likely to experience emotional dissonance and suffer from emotional exhaustion. Other employees found that emotional dissonance reduced their self-esteem leaving them dissatisfied.
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    URL: http://dx.doi.org/10.1108/01437739910251152
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    Predictors of decision-making styles in a non-western country (1998)
    Bingley : Emerald
    Leadership & organization development journal 19 (1998), S. 366-373 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study focuses primarily on exploring the role of organizational culture and level of technology used in the organization as predictors of decision-making styles in a non-western country, the United Arab Emirates. Results suggest that organizational culture, and level of technology used in the organization in addition to decision-maker's education and management levels are good predictors of decision-making styles in such an environment. Results also indicate that a tendency towards the participative style prevails among Arab, young, middle management and highly educated managers.
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    URL: http://dx.doi.org/10.1108/01437739810242522
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    Working patterns and working hours: their impact on UK managers (1999)
    Bingley : Emerald
    Leadership & organization development journal 20 (1999), S. 6-10 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Reports on the UMIST-Institute of Management five-year study into the changing experiences of UK managers and the impact of organizational change. Examines the patterns of actual working hours generally and by managerial level before going on to explore the reasons managers give to explain their work patterns (over contract hours, evening and weekend working). Contains an assessment of how managers trade-off work and non-work activity and the impact of long working hours on managers' health, morale, productivity, social life and relationships with their partners and children. The analysis reveals a strong relationship between actual hours worked and an increasingly negative impact on all the factors tested.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739910251125
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    Beyond codes of ethics: an integrated framework for stimulating morally responsible behaviour in organisations (1999)
    Bingley : Emerald
    Leadership & organization development journal 20 (1999), S. 133-147 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper contributes to the study of ethics programmes by the building of a theoretical model for implementing an ethics programme and examining the application of this model to an actual implementation case study. Ethics programmes aim at stimulating ethical behaviour in the organisation and assisting employees to act in a morally responsible way. It is proposed that for an organisational ethics programme to be effective, five dominant conditions are necessary: awareness of formal organisational goals and corresponding informal norms; suitable procedures for decision making; correct distribution of resources; presence of necessary skills; and personal intentions for ethical behaviour. Following detailed discussion of each condition, and with reference to an actual case example, the conditions will be further developed and supplemented with suggested organisational activities that could be used to support these conditions.
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    URL: http://dx.doi.org/10.1108/01437739910268406
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    Management consultants: what do they do? (1999)
    Bingley : Emerald
    Leadership & organization development journal 20 (1999), S. 181-188 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Although much has been written on skills and strategies of management consultants, little research has been done on what management consultants actually do. In this study, three senior consultants were shadowed, each for a one week period. Management consultancy turns out to be a hectic and highly interactive job. Important interaction partners are clients, colleagues, and secretaries, although only the first are highlighted in literature. Catalytic intervention is the most dominant approach in client contacts. The relatively rare desk work sessions of management consultants are even more interrupted than those of managers. An important function of their desk work (and of their work as a whole) is structuring information gained in client contacts.
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    URL: http://dx.doi.org/10.1108/01437739910276984
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    Evolution of organizations in the new millennium (1999)
    Bingley : Emerald
    Leadership & organization development journal 20 (1999), S. 198-207 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Progressive stages in the evolution of organizations correspond to progressively deeper aspects of the mind. The stage of task-based management emphasized the more superficial sensorimotor and concrete thinking capacities; this approach of rigid rules and structures is now unsuited for an increasingly knowledge-based economy. The next stage, process-based management, makes greater use of the intellect of organizational members to design, implement, and evaluate systemic productivity improvements. A few organizations today demonstrate the lasting success of values-based organizing, managing on the level of feelings and ego. The new millennium will see organizations that utilize the deepest level of human consciousness, connecting the human mind to the intelligence of natural law which spontaneously organizes for optimal simplicity, synergy, and holistic progress.
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    URL: http://dx.doi.org/10.1108/01437739910277000
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    Three contemporary challenges for OD practitioners (1999)
    Bingley : Emerald
    Leadership & organization development journal 20 (1999), S. 216-221 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Contemporary organisational realities challenge consultants to develop: more up-to-date motivational knowledge; the ability and willingness to work with change agents unsympathetic to applied social science; and, facility with methodologies for both cultural and structural change. Changes over the last two decades have resulted in a more diverse motivational picture than the 1950s to 1970s humanistic motivational theories that underlie most organisational development theory and practice. In response, consultants need to develop a portfolio of consultancy methods that enable them to address not only cultural changes (e.g. attitudinal and change) but also structural changes (e.g. organisational design). Today, most clients who hire organisational consultants do so to complement technological and strategic changes anticipated or already undertaken. OD practitioners need to increase their ability to understand and work with change managers, and their consultants, who see the world predominantly through technological and economic eyes.
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    URL: http://dx.doi.org/10.1108/01437739910277028
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    The advocacy approach to OD consulting: neutral is not enough (1999)
    Bingley : Emerald
    Leadership & organization development journal 20 (1999), S. 262-268 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Conventional wisdom suggests that a consultant serving a joint union-management organization development (OD) change effort acts as a third-party neutral. However, this paper documents why both parties may distrust the OD consultant and other dangers associated with claims of neutrality. Drawing on the OD literature and that of psychotherapy, as well as over 20 years of experience that the authors have had as consultants to joint efforts, this paper suggests that OD change agents should take on the role as advocates not neutrals. The advantages of actively advocating for the differing and joint interests of union and management are outlined. Clear strategies for using the advocacy approach are identified.
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    URL: http://dx.doi.org/10.1108/01437739910287144
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    The widening scope of inter-organizational networking:: economic, sectoral and social dimensions (1995)
    Bingley : Emerald
    Leadership & organization development journal 16 (1995), S. 26-33 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Strategic alliances and networks have become an integral part ofcontemporary strategic organizational thinking. Their spread seems tocorrespond with the increasing rate of joint venture formations andoutsourcing endeavours that have dominated the business arena in thepast decade or so. Examines the widening scope of networking in thelight of the underlying economic, sectoral and social dimensions. Arguesthat outsourcing remains a fundamental economic ingredient in networkformation, and shows that networking, as a novel form of organization,is far-reaching and gaining unprecedented expansion throughout a widerange of economic sectors, as well as on a global scale. Examines anddiscusses the role of informal (social) networking and the importantissue of trust. Outlines and discusses issues relating to the success offuture networks.
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    URL: http://dx.doi.org/10.1108/01437739510089076
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    The influence of corporate headquarters on leadership styles in Japanese and US subsidiary companies (1995)
    Bingley : Emerald
    Leadership & organization development journal 16 (1995), S. 11-15 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Uses a questionnaire survey sent to CEOs of US and Japanesesubsidiaries located in North America to assess the amount of influenceexerted on such companies by corporate headquarters and the effect ofthis influence on leadership styles of subsidiary management. USsubsidiaries are found to be insignificantly influenced by their parentcompanies and to practise a professional style of leadership. However,Japanese subsidiaries are found to be significantly influenced byoverseas parent companies and to practise a corporate style ofleadership (when the CEO is Japan-educated) and a professional style ofleadership (when the CEO is US-educated). These findings reinforce theperceived link between leadership style and cultural upbringing andeducation.
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    URL: http://dx.doi.org/10.1108/01437739510088482
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    Examining the organizational culture and organizational performance link (1995)
    Bingley : Emerald
    Leadership & organization development journal 16 (1995), S. 16-21 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines organizational culture and organizational performance viaa discussion of the models of culture and the empirical researchconducted to investigate the causal relationship between them. Despiteclaims of a causal relationship, the culture-performance link remainsunclear. There is a need to improve on the application of the conceptsinvolved. Methodological issues as well as the influence of moderatorvariables are suggested for consideration in future research.
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    URL: http://dx.doi.org/10.1108/01437739510088491
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    Downsizing the multinational firm: key variables for excellence (1995)
    Bingley : Emerald
    Leadership & organization development journal 16 (1995), S. 22-28 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Major downsizing efforts are now taking place in multinationalbusiness firms in virtually every corner of the world, despite theeconomic recovery that seems to be occurring in many countries. Thosemultinational firms that have been turned around most effectivelythrough downsizing activities have based their decision making on afoundation of creative excellence and strategic leadership. The keys toorganizational excellence in the downsized workplace centres on fourvariables - care of customers, constant innovation, committedpeople, and management leadership. A research study conducted by theauthors has focused on leadership strategies followed by managersdirecting successful downsizing efforts in multinational firms. Thesestrategies are: attention through vision, meaning through communication;trust through positioning; and confidence through respect. Each of thesedownsizing leadership strategies is discussed with some depth ofanalysis.
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    URL: http://dx.doi.org/10.1108/01437739510088509
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    Politicking for success: the missing skill (2000)
    Bingley : Emerald
    Leadership & organization development journal 21 (2000), S. 20-29 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Argues that leaders with extensive backgrounds in organizational politics are more likely than technology-focused leaders to complete their information technology projects successfully. Describes how successful technological leaders in the public sector manage their projects, mainly upwards and outwards, and tailor their technical visions to the day-to-day reality of their organizations. Compares the evolution and fate of two information technology projects, one managed by a technology-oriented scientist (success) and the other by a politics-driven bureaucrat (failure). Proposes that senior decision makers can hone the political skills of their technological leaders by training them on the "soft" skills of management and helping them balance the skill sets of their teams. Suggests how to change current incentive systems in order to encourage technological leaders to politick their projects to success.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730010310703
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    Enhancing transformational leadership: the roles of training and feedback (2000)
    Bingley : Emerald
    Leadership & organization development journal 21 (2000), S. 145-149 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Investigated the effect of leadership training and counseling feedback on subordinates' perceptions of transformational leadership. A total of 40 organizational leaders participated in a 2 (training) × 2 (feedback) design. Data from 180 subordinates showed that both training and feedback resulted in increased subordinate perceptions of leaders' transformational leadership. Results suggest that both training and feedback are effective means of changing leadership behaviors but that the combination of training and feedback did not result in enhanced transformational leadership.
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    URL: http://dx.doi.org/10.1108/01437730010325022
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