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  • Emerald  (17,283)
  • Springer Science + Business Media
  • 2000-2004  (17,285)
Collection
Publisher
Years
Year
  • 1
    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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  • 2
    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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  • 3
    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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  • 4
    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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  • 5
    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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  • 6
    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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  • 7
    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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  • 8
    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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  • 9
    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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  • 10
    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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  • 11
    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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  • 12
    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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  • 13
    Electronic Resource
    Electronic Resource
    Integrated performance management: adding a new dimension (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 782-790 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310496297
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  • 14
    Electronic Resource
    Electronic Resource
    Whistleblowing: the UK experience. Part 1 (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 935-943 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310495063
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  • 15
    Electronic Resource
    Electronic Resource
    A framework to implement strategies in organizations (2003)
    Bingley : Emerald
    Management decision 41 (2003), S. 871-882 
    Details
    ISSN: 0025-1747
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310499555
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  • 16
    Electronic Resource
    Electronic Resource
    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 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740310500903
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  • 17
    Electronic Resource
    Electronic Resource
    Evangelism of great works in management: How the gospel is spread (2004)
    Bingley : Emerald
    Management decision 42 (2004), S. 1226-1239 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740410568935
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  • 18
    Electronic Resource
    Electronic Resource
    Management decisions for effective ISO 9000 accreditation (2000)
    Bingley : Emerald
    Management decision 38 (2000), S. 182-193 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/EUM0000000005346
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  • 19
    Electronic Resource
    Electronic Resource
    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 
    Details
    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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740410518534
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  • 20
    Electronic Resource
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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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740410513854
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  • 21
    Electronic Resource
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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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740410518949
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  • 22
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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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740410523141
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  • 23
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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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740410511252
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  • 24
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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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  • 25
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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.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740410518516
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  • 26
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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.
    Type of Medium: Electronic Resource
    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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    ISSN: 0025-1747
    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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    URL: http://dx.doi.org/10.1108/00251740410522287
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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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    URL: http://dx.doi.org/10.1108/00251740410518903
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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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    URL: http://dx.doi.org/10.1108/00251740010340526
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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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    URL: http://dx.doi.org/10.1108/00251740410542320
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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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    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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    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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    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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    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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    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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    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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    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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    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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    URL: http://dx.doi.org/10.1108/00251740210452890
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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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    URL: http://dx.doi.org/10.1108/00251740210413343
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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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    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.
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    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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    A Kantian theory of leadership (2000)
    Bingley : Emerald
    Leadership & organization development journal 21 (2000), S. 185-193 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Uses Kant's moral philosophy to provide a normative theory of leadership. First shows how Kant's philosophy would reject instrumental theories of leadership and most charismatic theories of leadership. Perhaps somewhat more surprisingly, it questions some of the assumptions of servant leadership and puts constraints on transformational leadership and the leader as educator. The central concept of Kant's moral philosophy is the dignity given to autonomy. Thus a good leader ought to respect and enrich the autonomy of followers. The Kantian leader turns followers into leaders.
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    URL: http://dx.doi.org/10.1108/01437730010335427
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    Awake at the wheel: a study on executive team development (2000)
    Bingley : Emerald
    Leadership & organization development journal 21 (2000), S. 225-234 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Senior executive teams are often a microcosm of the culture in which they exist, while also responsible for creating that very culture. Thus, developing the senior executive team as an effective coalition is crucial to creating sustainable organization change. However, the unique composition and dynamics of senior teams (i.e. members who lead their own divisions, high stakes around succession, etc.) contribute to the difficulty of their development. This article describes the development of a senior executive team of a multi-billion dollar bank. A newly complex and fast paced environment was rendering the firm's prevailing leadership culture obsolete. They could no longer rely on their history of success as a road map for further growth. Rather, they had to learn to break their pattern of interaction and establish a more collaborative mind-set, processes and structures. As the article describes, this is no easy task, especially for those responsible for leading large institutions in what were once considered traditional industries.
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    URL: http://dx.doi.org/10.1108/01437730010340034
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    The transformational leadership questionnaire (): a convergent and discriminant validation study (2000)
    Bingley : Emerald
    Leadership & organization development journal 21 (2000), S. 280-296 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper sets out to provide evidence of the convergent and discriminant validity of a recently developed leadership questionnaire, the Transformational Leadership Questionnaire (Local Government Version) (TLQ-LGV). Evidence is presented, from a random, stratified sample of 1,464 male and female managers, working in local government, that each of the scales was significantly correlated with each of five criterion variables, even when the sample was divided by level, sex, and level x sex. Multiple regression analyses suggested differential patterns of relationships between the scales and the criterion variables among different groups and sub-groups of managers, divided by level, sex, and level x sex. These latter data were interpreted as evidence of the discriminant validity of the instrument.
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    URL: http://dx.doi.org/10.1108/01437730010343077
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    Effects of perceived power of supervisor on subordinate work attitudes (2000)
    Bingley : Emerald
    Leadership & organization development journal 21 (2000), S. 319-328 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study examined the relationships between perceptions of supervisor power and subordinate work attitudes. Results showed that perceived legitimate power and coercive power of the supervisor were major predictors of subordinate stress, while perceived legitimate power and reward power were important predictors of employee motivation. Further, perceived coercive, reward and legitimate powers were all significant predictors of subordinate commitment. Also, perceived coercive power was negatively associated with subordinate satisfaction, while expert and referent powers were positively related to satisfaction. Implications for future research and practising managers are discussed.
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    URL: http://dx.doi.org/10.1108/01437730010343095
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    The learning organization: motivating employees by integrating TQM philosophy in a supportive organizational culture (2000)
    Bingley : Emerald
    Leadership & organization development journal 21 (2000), S. 373-378 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: An organizational development model is developed to measure the constructs of a learning organization. A descriptive study was conducted investigating the relationships of total quality management, organizational culture and their impact upon a learning organization. The study investigated the attributes of a learning organization and its influence upon employee motivation. A total of 307 executives participated in the survey. The survey revealed that many executives had pursued professional development programs in TQM principles and/or in Senge's organizational learning principles over the last four years. The executives completed a questionnaire measuring their perceptions involving the principles of a learning organization, TQM attributes, and their organizational culture. The results indicate a corporation implementing TQM principles in a supportive organizational culture has a positive and significant relationship with organizational learning compared to those executives not exposed to these constructs. Also, the findings revealed a positive and significant relationship between a learning organization and the motivational level of its business executives.
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    URL: http://dx.doi.org/10.1108/01437730010379276
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    Emotional intelligence and effective leadership (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 5-10 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Emotional intelligence has become increasingly popular as a measure for identifying potentially effective leaders, and as a tool for developing effective leadership skills. Despite this popularity, however, there is little empirical research that substantiates the efficacy of emotional intelligence in these areas. The aim of the present paper was to explore the relationship between emotional intelligence and effective leadership. Emotional intelligence was assessed by a modified version of the Trait Meta Mood Scale in 43 participants employed in management roles. Effective leaders were identified as those who displayed a transformational rather than transactional leadership style as measured by the multifactor leadership questionnaire. Emotional intelligence correlated with several components of transformational leadership suggesting that it may be an important component of effective leadership. In particular emotional intelligence may account for how effective leaders monitor and respond to subordinates and make them feel at work.
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    URL: http://dx.doi.org/10.1108/01437730110380174
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    Analyzing and realigning organizational culture (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 40-44 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents a process developed by the authors that can be used to help organizational leaders and change agents make alignments between their "espoused" and "existing" organizational cultures. First we present an overview of the theoretical model from which the process is derived, and how we attempt to translate the theory into personal mental models for those involved in the change process. Next, we describe an action-oriented process we call "walkies and talkies" used for analyzing what Schein refers to as artifacts and espoused values. Finally, we present a range of change initiatives that may be used if the culture analysis reveals any misalignments - "tune-ups" are actions that can be taken during the analysis or immediately thereafter. "Re-builds" are intermediate actions that take one to six months to complete. "Replacements" are longer-term interventions requiring significant investments of time and resources, and represent change at its deepest level.
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    URL: http://dx.doi.org/10.1108/01437730110380219
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    Leadership: a critical construction (2000)
    Bingley : Emerald
    Leadership & organization development journal 21 (2000), S. 342-349 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The study of leadership or leader behaviour and the formation of leaders is a constant fascination and part of the agenda of this journal. This article sets out to argue for a richer framing of these studies to include society and organisations as well as psychology and personality. Reviews the way in which corporate leadership is caught up in wider societal understandings and suggests that the narrow goal of the principal and agent model is unsustainable. From the admission of the idea of institutionalisation of leaders, argues that it would be necessary to extend the study field to include social theory as well as critical social theory as this latter illuminates the way things are taken to be. The knowledge of leader formation has been shown to be limited and it is argued for a multidisciplinary extension to formation studies that contextualises leadership formation in social and organisational processes.
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    URL: http://dx.doi.org/10.1108/01437730010377881
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    Ethical preferences of transformational leaders: an empirical investigation (2000)
    Bingley : Emerald
    Leadership & organization development journal 21 (2000), S. 405-413 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study looked at the relationship between the four factors of transformational leadership - charisma, inspirational leadership, intellectual stimulation, and individualized consideration - and the leader's preference for unethical behavior. Five ethical scenarios - bribery, endangering the physical environment, lying, personal gain, and favoritism - were studied using a sample of 100 pairs of managers and subordinates from four multinational organizations in India. Relationships between the leader's ethical preferences and three outcomes - followers' willingness to put in extra effort, perceived effectiveness, and satisfaction - were also analyzed. Findings indicate that inspirational leadership is negatively related to the leader's preference for bribery and favoritism, and intellectual stimulation is negatively related to preference for bribery. Charisma and individualized consideration are not related to the leader's ethical preferences. Followers' willingness to put in extra effort is also negatively related to the leader's preference for bribery and favoritism. Results also suggest that organizational culture might moderate the relationship between transformational leadership and ethics.
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    Mentoring and learning: the case of CPA firms (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 22-34 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Analyzes mentoring as a learning forum for the accounting professional. Data collected from national CPA firms was utilized in the model development and hypotheses. This study examined how learning forums contribute to individual professional growth, performance and attitudes. Analysis of the model indicates that mentoring functions account for significant variance in job satisfaction, organizational commitment, intentions to leave, role ambiguity and job burnout. The analysis indicates that mentoring functions considerably influence socialization and personal learning. The research results highlighted the significance of the socialization process for accounting professionals within a CPA firm. Results of this study stressed the critical role of mentoring as a forum for individual learning. Accounting professionals who experience personal learning through mentoring relationships are less likely to leave the CPA firm since the socialization educates them to the firm's goals, values and politics.
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    URL: http://dx.doi.org/10.1108/01437730110380192
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    Leader-follower attachments: understanding parental images at work (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 70-75 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This article examines how attachment styles may influence relationships with followers. Specifically, early family relationships result in three types of attachment styles that may impact current interpersonal dynamics between leaders and followers. We consider why attachments develop, how attachments may influence follower and leader behavior, and the dynamics of different attachment styles. Finally, we suggest that attachment theory can be an important addition to leadership theories that focus on understanding how followers and leaders interact based on interpersonal dynamics.
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    URL: http://dx.doi.org/10.1108/01437730110382622
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    Changes in employee perceptions during organizational change (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 291-300 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study explored employee trust in management, perceptions of supervisory support for improvement, and perceptions of organizational readiness for change during a planned organizational change effort. Employee data were gathered at two time periods six months apart. Time 1 data were collected just prior to the start of a major change initiative. Time 2 data were collected six months after the change was initiated. Results show a significant increase in supervisory support for improvement and perceptions of organizational readiness for change from time 1 to time 2. Findings also suggest that differences in perceptions of supervisory support for improvement and organizational readiness for change along with trust in management were moderated by goal clarity, employee participation, autonomy, and feedback. Practical implications of these findings are discussed.
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    Leading in limbo land: the role of a leader during merger and acquisition transition (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 146-150 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: As the number of mergers and acquisitions (M&As) continues to increase on a global basis, more leaders are called upon to develop their M&A transition skills. But what is the role of a leader when it has just been announced that their organization has been acquired or merged? How do leaders keep themselves and others motivated and focused on work goals, customer satisfaction, and revenue growth? This article introduces an M&A leadership model, describing six skill categories leaders should develop to support themselves, their employees, and their organizations through successful M&A transition.
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    URL: http://dx.doi.org/10.1108/01437730110395033
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    Assessing the level of teamwork in Brazilian and English construction sites (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 166-174 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Increase the workforce involvement in continuous improvement activities is one of the main recommendations of the recent report Rethinking Construction, developed by the UK Construction Task Force. In Brazil, this is also a major issue in most government and industry initiatives for the sector, particularly after the opening of the economy in the mid-1980s. In this context, this research attempts to contribute to policy making by assessing the degree of workforce involvement in continuous improvement in English and Brazilian construction sites. The results show a generalised poor level of workforce involvement in comparison to the reported practices of other industrial sectors. Hence, the results suggest that current strategies for promoting continuous improvement in the construction sector are failing to bring real change at the operational level due to the lack of leadership and appropriate win-win relationships.
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    URL: http://dx.doi.org/10.1108/01437730110395060
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    Effective conflict management: use of the behavioral style model (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 230-242 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: A primary key to successful organizational leadership is effective conflict management. This article addresses the use of the behavioral style paradigm as a tool to manage conflict effectively for the benefit of the individuals and the organization involved. An actual case is used, involving a conflict between a president and vice president for finance. The concept of behavioral style, with its various interactive dimensions and four basic styles, is introduced and analyzed. The strengths, weaknesses, and communication orientations of each of the four styles are also analyzed and applied to the case situation. Finally, the importance of understanding the primary backup styles of individuals and the key role of Style Flex in conflict management are thoroughly discussed and analyzed.
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    URL: http://dx.doi.org/10.1108/01437730110396375
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    Exploring the relationship between learning and leadership (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 274-280 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper investigates how two important research streams, namely learning and leadership, might be related with one another. Responses on the learning tactics inventory and leadership practices inventory are compared for a managerial sample (n = 312). Results indicate that more active and versatile learners subsequently consider themselves more frequently involved and engaged in leadership behaviors. Implications for transformational learning and leadership theories are explored, as well as thoughts about how the development of leadership competencies may be enhanced and affected by various learning techniques.
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    Examining the relationship between leadership and emotional intelligence in senior level managers (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 68-78 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Investigates whether emotional intelligence measured by the Swinburne University Emotional Intelligence Test predicted transformational, transactional and laissez-faire leadership styles measured by the multifactor leadership questionnaire in 110 senior level managers. Effective leaders were identified as those who reported transformational rather than transactional behaviours. Emotional intelligence correlated highly with all components of transformational leadership, with the components of understanding of emotions (external) and emotional management the best predictors of this type of leadership style. The utility of emotional intelligence testing in leadership selection and development is discussed.
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    URL: http://dx.doi.org/10.1108/01437730210419198
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    Organizational flexibility for a changing world (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 113-121 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Strategic flexibility is an increasingly sought-after competitive element in today's fast-paced and changing world. Theoretical discussion on how to achieve flexibility includes, among other things, building dynamic capabilities, maintaining multiple options, and supporting horizontal communication and teamwork among employees. These and other aspects of flexibility can, in part, be supported through the organizational structure. Organizational theory offers a number of combinations of options for the designer. With a variety of choices, and a need to have both control of execution and flexibility for change, a two-level structure may support the combination of benefits that is a source of advantage. Proposes that organizations can maintain their operational structure at one level, while experimenting with a loosely bounded developmental organizational layer. Suggests that this complementary organizational tier provides space and support for a combination of self-development and self-organized efforts consistent with established incentives and values.
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    URL: http://dx.doi.org/10.1108/01437730210424057
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    From local identity to global integrity (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 174-185 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Organizations have never addressed what it means to be global in its depth and entirety. It has been equated with being international, or having offices in different countries. It has been approached and appropriated through historical lenses of modernization, and of what sociologist Martin Albrow calls the "rational project". It is felt that we have come to a situation that is nothing short of a crisis. Explores the depths of "global integrity" with a view to providing individuals, organizations and societies with the tools to engage in becoming global. In the process introduces our concept of the "four worlds," and argues that each needs to be progressively transformed, from a local identity towards global integrity, if our current crisis is to be in any sense resolved. Such a resolution, moreover, requires, in each cultural case, tapping the core and bedrock as well as the subsoil and topsoil of each, as it were, with a view to evolving from a formative (local), as opposed to de-formative, towards a normative, re-formative and ultimately transformative (global) perspective.
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    URL: http://dx.doi.org/10.1108/01437730210429043
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    The impact of executive coaching and 360 feedback on leadership effectiveness (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 205-214 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Does executive coaching really work? Does it help improve leadership effectiveness and productivity? This action research study answers these questions by tracking the progress of 281 executives participating in a six-month coaching and 360 feedback process. The results suggest that the combination of multi-rater feedback and individual coaching do increase leadership effectiveness up to 60 per cent -- according to direct report and peer post-survey feedback. Implications of the results for future executive development programs are discussed, and specific recommendations are provided.
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    URL: http://dx.doi.org/10.1108/01437730210429070
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    Leadership and organizational effectiveness in multinational enterprises in southeast Asia (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 250-259 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper identifies the key relationships of organizational effectiveness and leadership in southeast Asia. Managers from 1,065 multinational companies based in Thailand and representing 31 different nationalities participated in this study. International leader characteristics and organizational culture are found to determine an appropriate multicultural management style. Executive motivation is strongly influenced by this multicultural management style. Different dimensions of organizational effectiveness, including return on assets, most admired, job satisfaction and personal satisfaction are related to specific aspects of leader characteristics, organizational culture and multicultural management style.
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    URL: http://dx.doi.org/10.1108/01437730210435965
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    Managing change in product development organization: learning from Volvo Car Corporation (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 301-313 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: How do people, who continuously develop new products, develop and change their organization? Is there something to learn from the apparent similarity in non-routine characteristics of both new product development and organizational change? The aim of the paper is to increase our knowledge about the management of change in environments characterised by a large portion of non-routine work. The paper is based on a case study of radical change of product development operation in Volvo Car Corporation. The study documents both the change process and the nature of the product development organisation before and after the change effort. The discussion highlights some of the challenges in facilitating multiple mechanisms for change in a complex product development environment.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730210441265
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    Non-linear change in organizations: organization change management informed by complexity theory (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 343-351 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Organizational change processes are often modeled on a linear understanding of change in which the process is composed of individual succeeding steps. In this paper, an organization change process in a Swedish telecommunication company, TelCo., is studied from the perspective of non-linearity. Complexity theory is used in the paper as a loosely coupled framework of theories and perspectives that do not assume that social or natural systems operate in accordance with linearity. By integrating complexity theory perspectives on organization change, disruptive, fluid processes of change may be better understood. Notions such as non-linearity and complexity may thus be fruitfully integrated into the analysis of organizational change processes.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730210441300
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    Entrepreneurial leadership in high-tech firms: a field study (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 380-389 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: There are many known reasons why hot start-ups fail - new technologies, new markets, new distribution channels, inexperienced management teams, etc. - but an unquestionably critical factor is the leadership ability of the entrepreneurial CEO. Conventional wisdom states that professional managers should replace founders because they customarily do not have the necessary leadership skills and experience to further the continued growth of the organization. Recent research, however, has found no evidence that professional managers perform better in high-growth firms than the original founder. This investigation analyzed the experiences of 27 entrepreneurial CEOs who successfully defied conventional wisdom by leading their organizations from tenuous start-up to professionally managed enterprise. The research revealed two distinct sets of leadership competencies - labeled self competencies and functional competencies - required of entrepreneurs aspiring to remain at the helm of growth-driven high-tech firms.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730210445810
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    Remote transformational leadership (2003)
    Bingley : Emerald
    Leadership & organization development journal 24 (2003), S. 163-171 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: We present two studies of remote transformational leadership. In the first, 175 students read a vignette depicting either a laissez-faire, management by exception, contingent reward, or transformational leadership style communicated by electronic mail (e-mail). Results showed that students could distinguish between the various leadership styles, and both interpersonal justice and supervision satisfaction were perceived to be higher when a transformational style was presented. In the second study, 105 undergraduates completed individual and group problem solving tasks after reading an e-mail containing either an intellectually stimulating or charismatic message in a 2×2 design. Participants properly identified the leadership style intended by the e-mail. Motivation was higher, and both individual and group performance greater, in the leadership conditions.
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    URL: http://dx.doi.org/10.1108/01437730310469589
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    Radical change: a conceptual model for research agendas (2003)
    Bingley : Emerald
    Leadership & organization development journal 24 (2003), S. 226-235 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The aim of this paper is to conceptualise the metamorphosis when radical or large-scale change occurs in an organisation. Furthermore, a conceptual model is developed which can act as a mechanism for developing further research agendas in this area. There are many methodologies, tools and techniques for developing change at all levels of magnitude in organisations. An example at the large-scale level of change is Business Process Reengineering. The literature reveals that the transforming element of these methodologies is ill defined and its "black box" effect adds to the mysticism, which surrounds many of these methods. If this transforming element, which results in large-scale change, can be conceptualised and outlined in a conceptual model, then a means of conducting further research is provided. Also, further definition should enable more successful large-scale change interventions to be made in organisations. Outlines a conceptual model based on a critique of the literature. The key factors in the model are creativity, vision, benchmarking and information technology.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730310478093
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    Changing an organisation's culture: correlates of success and failure (2003)
    Bingley : Emerald
    Leadership & organization development journal 24 (2003), S. 249-261 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Summarizes 59 organisational change efforts that had culture change as an objective. Culture change was a common type of organisational change and usually occurred in combination with other types of change. The success rate for culture change was low. Success was more likely when the sponsors were perceived to be mid-level rather than senior executives. Culture change was most often undertaken because of competition and customer issues. Statistical data were most often cited to describe successful culture change while unsuccessful change efforts were usually described by opinions. Success correlated most highly with the variables that reflected stakeholder management, manageability of the project, project staffing, sponsorship and progress monitoring. Failure correlated most strongly with ineffective leadership and the clash with the existing culture. Success factors and barriers for cultural change resembled the profile for other types of organizational change. Ends with recommendations for managing cultural change.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730310485752
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    Differences between Danish and Swedish management (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 323-332 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: To most non-Scandinavians Danes and Swedes are very much alike. The same language, the same social and democratic political system, and more or less the same history and culture. But there are differences which may be not observable to outsiders, but certainly are to the people involved. It is not the same managing an organisation in Sweden and Denmark. Based on personality tests data, this article confirm the perceived difference between the two groups. Swedish managers appear more organised, structured, and systematic, as they seek consensus through social processes. The individual strives for power and authority is on the group's terms. The Danes are seen as more undisciplined and impulsive, with a tendency towards the anarchistic, because the individuals strive for power, authority and control more based on the individuals' own terms.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730210441283
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    Leading from the middle: surviving the squeeze of apparently irreconcilable forces (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 361-371 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Leaders and managers often are asked to take positions on various issues that reflect the needs or particular agendas of various individuals or groups with whom they interact directly. Supervisors and subordinates, however, may have differing perspectives on and differing expectations of the leader's or manager's decisions or actions. The latter, in turn, commonly feels caught in the "middle" of the conflicting needs or agendas of individuals or groups whose support and approval is needed in order for the leader or manager to function successfully over an extended period of time. This paper describes the phenomenon that the author terms "leading from the middle," in which he describes the personal and organizational conundrums leaders and managers face when beset by conflicting needs or purposes of others who have realistic or unrealistic expectations of them. An approach towards extricating oneself from this uncomfortable middle position, while also managing successfully from personal and organizational perspectives, is offered.
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    URL: http://dx.doi.org/10.1108/01437730210446080
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    Shared leadership in the implementation of re-orientations (2002)
    Bingley : Emerald
    Leadership & organization development journal 23 (2002), S. 400-407 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Based on the experience of a hotel corporation, it is argued that the implementation of a re-orientation is more likely to be successful if its leadership is shared between a task-oriented and a relations-oriented leader. The paper builds on the work of Nadler and Tushman who, for re-orientations, prescribed shared charismatic and instrumental leadership at the top as well as throughout an organization. However, a little bit of charisma can go a long way. In the implementation phase the critical roles to share are those of task and relations, close to where the change is taking place. The implications for research and for management are noted.
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    URL: http://dx.doi.org/10.1108/01437730210445838
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    Leading the strategic development of intellectual capital (2004)
    Bingley : Emerald
    Leadership & organization development journal 25 (2004), S. 142-160 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The Intellectual Capital Realization Process (ICRP), developed by the authors, permits the leaders of an organization to develop strategies to realize the potential of intellectual capital (IC). This process is consistent with the resource-based view of the firm, which suggests looking inward to develop core competencies for building competitive advantages. By utilizing a public sector organization as an example, this paper seeks to inform the reader of the preliminary work and subsequent steps to follow when implementing the ICRP. The Canadian Sport Centre Calgary (CSCC) organization serves this purpose, although the ICRP has also proven equally successful when used in a private sector company. The ICRP helped the CSCC identify and plan the development of its unique capabilities, relationships, and processes that benefit the organization through the creation of leadership ability and the generation of wealth.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730410521822
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    Supervisory leadership and implementation phase (2004)
    Bingley : Emerald
    Leadership & organization development journal 25 (2004), S. 201-215 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study's aim is to explore the role of the manager-leader when decisions are being implemented. Contingency theories of leadership served as a primary basis on this direction. The choice of a specific version of his/her supervisory style turned out an interplay of critical factors. The satisfaction of his/her subordinates in the phase of implementation remained a key for their acceptance/commitment to the goals. The fine tuning with the situation enhanced the prestige and reputation that he/she enjoyed among the corporate networks. More topics complemented the understanding of his/her role: the obstacles arising during a top-down change program; the implementation dynamism behind the conflicts of the subordinates over decisions; and the subordinates' daily contribution towards a participative culture.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730410521859
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    Identifying sectoral management cultures through recruitment advertising (2004)
    Bingley : Emerald
    Leadership & organization development journal 25 (2004), S. 279-291 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Adapting the research methodology and framework utilised by Communal and Senior, this paper analyses messages conveyed by advertisements for senior management positions in the Irish national press with a view to discerning if there are sectoral differences in management cultures in Ireland. Following the literature review and presentation of the research methodology, a report on the overall findings of the data collected is presented. A qualitative comparison of messages about management cultures in the private, public and non-government organisation sector is presented. In some cases, quantitative data are employed to enhance the findings. Distinct messages about differing management cultures on a sectoral basis are uncovered throughout the research.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730410531074
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    Focusing leadership through force field analysis: new variations on a venerable planning tool (2003)
    Bingley : Emerald
    Leadership & organization development journal 24 (2003), S. 361-370 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This forwards a new version of a tool long used in planned change and organizational development efforts - force field analysis. Existing applications of this technique are critiqued in light of cognitive heuristics known to erode judgment and analytical performance in plan development. A cognitive prompting template is combined with the existing the force field analysis technique to mitigate these problems. As such, the revised technique represents a significant improvement over the traditional application of the force field tool as used by the OD practitioner. Following an overview of the theoretical underpinnings of the revised technique, a case example is offered to illustrate the technique as it was used in a real organization. Finally, practical facilitation guidelines are offered to help leaders and planners conduct force field analysis sessions in multi-stakeholder change efforts.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730310498587
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    Central conceptual issues in transformational leadership research (2003)
    Bingley : Emerald
    Leadership & organization development journal 24 (2003), S. 397-406 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Transformational leadership is one of the most recent conceptualizations of leadership concepts. It has been specified as an important mechanism of introducing organizational change. Transformational leadership has received substantial research attention over the last two decades. As a result, transformational leadership research has created considerable knowledge about the transformational leadership phenomenon. It, however, has also generated several conceptual issues and addressing these issues is necessary for advancing transformational leadership research. Highlights six important conceptual issues that the research has generated. Also outlines the significance of each of these six issues and then provides a critical commentary based on these issues. In pointing out research implications, outlines the required research for addressing these issues and provides an outline of how research for addressing them can be approached. Finally, indicates some of the implications of this paper for practice.
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    URL: http://dx.doi.org/10.1108/01437730310498596
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    Leader self-awareness and its relationship to subordinate attitudes and performance (2003)
    Bingley : Emerald
    Leadership & organization development journal 24 (2003), S. 407-418 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study explored the relationships between a leader's self-awareness of his/her leadership behavior and the attitudes and performance of subordinates. Following previous research, leaders were categorized as overestimators, underestimators or in-agreement. Results indicate that subordinates of underestimators reported significantly higher levels of supervisory and job satisfaction than did subordinates of those who were in-agreement, and both subordinates of underestimators and those in-agreement reported significantly higher levels of supervisory and job satisfaction than did subordinates of overestimators. No significant differences were found between the self-awareness categories and transfer intent. Finally, subordinates of underestimators and those in-agreement achieved a significantly higher level of productivity than did subordinates of leaders who overestimated their leadership ability.
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    URL: http://dx.doi.org/10.1108/01437730310498622
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    A factor analysis of Page and Wong's servant leadership instrument (2003)
    Bingley : Emerald
    Leadership & organization development journal 24 (2003), S. 455-459 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study conducted a factor analysis of Page and Wong's servant leadership instrument and reduced the 99-item scale to 20 items yielding three factors: vision (0.97 Cronbach alpha), empowerment (0.89 Cronbach alpha), and service (0.94 Cronbach alpha). While this study only confirmed three of the original 12 factors sought by Page and Wong the results indicate that Page and Wong's instrument has merit and deserves further development and modification.
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    URL: http://dx.doi.org/10.1108/01437730310505885
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    Perceived leader integrity and ethical intentions of subordinates (2004)
    Bingley : Emerald
    Leadership & organization development journal 25 (2004), S. 7-23 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study examined the relationship between perceived leader integrity, belief in universal moral rules, and employees' ethical intentions while controlling for socially desirable response tendencies. The results demonstrated that both higher perceived leader integrity and stronger beliefs in universal moral rules were associated with lower intentions to commit unethical acts. More importantly, the results revealed an interaction between perceived leader integrity and belief in universal moral rules. Individuals with a strong belief in universal moral rules exhibited low intentions of committing unethical acts, regardless of the perceived integrity of their leaders. For individuals who do not adhere to a belief in universal moral rules, intention to commit unethical acts decreased as the perceived integrity of the leaders increased.
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    URL: http://dx.doi.org/10.1108/01437730410512741
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    Impact of transformational leadership on followers' influence strategies (2004)
    Bingley : Emerald
    Leadership & organization development journal 25 (2004), S. 58-72 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Effects of leader-member exchange, transformational leadership, and perceived value system congruence between leader and follower on follower's six upward influence strategies-assertiveness, bargaining, coalition, friendliness, higher authority, and reasoning were studied using a sample of 281 managers working in various organizations in India. Results show that transformational leadership mediates the relationship between LMX and congruence. Both LMX and transformational leadership are related positively to friendliness and reasoning, and negatively to higher authority. Congruence is not related to influence strategies. Transformational leadership is the best predictor of friendliness, and neither LMX nor congruence explains significant additional variance in friendliness. Similarly, LMX is the best predictor of reasoning, and neither transformational leadership nor congruence explains significant additional variance in reasoning. Controlling for transformational leadership makes the relationship between LMX and higher authority non-significant and controlling for LMX makes the relationship between transformational leadership and higher authority non-significant.
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    URL: http://dx.doi.org/10.1108/01437730410512778
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    The impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan (2004)
    Bingley : Emerald
    Leadership & organization development journal 25 (2004), S. 592-599 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The related concepts of organizational culture and person-organization (P-O) fit or congruence between the person and organization are important to organizational success. The psychological contract, which is both perceptual and individual, forms the basis of the P-O fit. However, there has been little attention paid to the interaction of fit and organizational culture with such concepts as job satisfaction and organizational commitment and the application of this concept in non-western cultures. The results of this study, conducted in Taiwan, indicate that P-O fit is a key element in both the level of job satisfaction that employees experience and also in their level of organizational commitment whether measured by an instrument or turnover rates. An organization is not a passive or stable institution and it evolves and grows within an organizational culture. While P-O fit may be linked to organizational culture, the impact of specific types of organizational culture was also assessed. Involvement in an organization that had a bureaucratic organizational culture resulted in the lowest levels of job satisfaction and organizational commitment. An innovative culture was next highest and a supportive culture had the highest level of employee job satisfaction and organizational commitment. These findings indicate that organizational culture plays an important role in the level of job satisfaction and commitment in an organization. In terms of the impact of the P-O fit on job satisfaction and organizational commitment in Taiwan, the results indicate that the degree of fit plays an important role in all of the types of organizational culture studied. The better the fit the higher the levels of these two variables. The results indicate that the P-O fit is an important variable within the organizations in non-western cultures.
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    URL: http://dx.doi.org/10.1108/01437730410561477
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    Differences in leadership styles and behaviour across hierarchical levels in UK organisations (2004)
    Bingley : Emerald
    Leadership & organization development journal 25 (2004), S. 93-106 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Several studies have examined the leadership styles and behaviour of managers across hierarchical levels to see whether or not the styles and behaviour are similar. The present study collected data from over 400 managers in the UK to research the topic. It found that generally there are significant differences in the leadership styles between senior and first-level managers, but not between senior and middle-level managers or between middle and first-level managers. The study suggests that differences in the leadership styles practised by managers may be blurred in organisations with short chains of command, while it will tend to be pronounced in organisations with long chains of command, other things being equal. Overall, while there was a weak but statistically significant difference between the leadership styles of senior and first-level managers, the differences in their leadership behaviour was statistically strong. The implications of these results are explored.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730410512796
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    Servant leadership at Heritage Bible College: a single-case study (2004)
    Bingley : Emerald
    Leadership & organization development journal 25 (2004), S. 600-617 
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    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This case study used the variables of both Patterson's and Winston's models of servant leadership and examined the attitudes of employees at Heritage Bible College toward their leader to determine if the leader was a servant leader and if the variables of the two models helped explain the process by which leaders and followers serve each other in the organization. Thirteen employees and the leader provided data triangulated by three methods of data collection: the researcher's observations over a two-year period, the data from the Servant-Shepherd Leadership Indicator, and responses to ten in-depth interview questions. This case study supports the use of Patterson's and Winston's models of servant leadership, or at least confirms the specific variables examined by the interview question/topics: trust, empowerment, vision, altruism, intrinsic motivation, commitment, and service.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730410561486
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