Skip to main content Accessibility help
×
  1. Home
  2. Browse subjects
  3. Management
  4. Content listing

Refine search

Refine search

Access:
Content type:
Publication date:
Apply   From and To filters
Subject: Show more
Journals Show more
Publishers: Show more
Societies Show more
Series: Show more
Collections: Show more

Actions for selected content:

Select all | Deselect all
  • View selected items
  • Export citations
  • Download PDF (zip)
  • Save to Kindle
  • Save to Dropbox
  • Save to Google Drive

Save Search

You can save your searches here and later view and run them again in "My saved searches".

Please provide a title, maximum of 40 characters.
Cancel
×

46862 results in Management

Page 808 of 2344

  • MOR volume 13 issue 4 Cover and Back matter

  • Journal:
    Management and Organization Review / Volume 13 / Issue 4 / December 2017
    Published online by Cambridge University Press:
    28 December 2017, pp. b1-b2
    • Article
      • You have access
    • PDF
    • Export citation

  • Changes in the power balance of institutional logics: Middle managers’ responses

  • Trude Høgvold Olsen, Elsa Solstad
  • Journal:
    Journal of Management & Organization / Volume 26 / Issue 4 / July 2020
    Published online by Cambridge University Press:
    26 December 2017, pp. 571-584

  • The purpose of this paper is to explore how middle managers respond when an existing institutional logic is reinforced through radical organisational change. We analyse documents and interviews with middle managers in three public sector contexts (hospitals, upper secondary schools, municipal agencies) in which the power balance between the managerial and professional logics changed through mergers. Contrary to expectations from previous research, we found a variety of responses across contexts. Our data suggest that the middle managers chose whether to acknowledge available information about the managerial logic, and that they either accepted or rejected the new power balance between the logics. There were two different ways of accepting the new power balance: by showing loyalty or through resignation. Its rejection took the form of strategically adhering to the managerial logic as a novice, even though a middle manager was, or should have been, familiar with this logic.

  • National culture, employee empowerment and advanced manufacturing technology utilisation: A study of Nigeria and New Zealand

  • Chris Nwachukwu Obi, Chris Leggett, Howard Harris
  • Journal:
    Journal of Management & Organization / Volume 26 / Issue 4 / July 2020
    Published online by Cambridge University Press:
    26 December 2017, pp. 460-482

  • With manufacturers seeking investment opportunities in Africa, it is timely to explore the interaction of advanced manufacturing technology (AMT) and human resource management approaches there. Because research elsewhere suggests that the effects of the interaction differ across national boundaries, we investigated empowerment approaches and AMT utilisation in Nigeria and New Zealand. Using operational-level survey data from 153 manufacturing managers/CEOs in both countries, we explored the role of national culture on managerial attitudes towards employee empowerment during AMT adoption. Drawing on Hofstede’s cultural dimensions, our results suggest that the observed differences in AMT–empowerment interface are attributable to different national values. The results specifically indicated that during AMT adoption, New Zealand’s liberal culture encourages managers to empower employees more than does Nigeria’s authoritarian one. The results would particularly assist practitioners to recognise the traditional/conservative nature of African values when practicing HR in a country like Nigeria.

Faces of Contemporary Management
  • Proceedings of the Contemporary Management Conference 2015
  • Volume 1
  • Edited by Barbara Kożuch, Katarzyna Sienkiewicz-Małyjurek
  • Published by:
    Jagiellonian University Press
    Published online:
    22 December 2017
    Print publication:
    01 June 2016
  • The faces of contemporary management relate to a vast range of methods directed at ensuring effectiveness in functioning of organisations. In this book attempts were made to reflect the current research trends in management sciences. For this purpose, the publications focused on three main research fields. The first of these refers to the Human Resource Management, the second to Corporate Social Responsibility, and the third takes into account contemporary management methods. Chapters included in this study concern both the theory and practice of contemporary management.

Empowering Leadership of Tomorrow
  • Ryszard Praszkier
  • Published online:
    21 December 2017
    Print publication:
    28 December 2017
  • Empowering Leadership of Tomorrow examines leadership that enables and empowers others to co-participate, co-create, and experience the joy of creativity. It proposes a kind of leadership that fosters bottom-up dynamics, empowering people, groups, teams, and societies. Praszkier shows how this approach, called Empowering Leadership (EL), can drive success in business and, in the case of social entrepreneurship, have an immense social impact. Furthermore, he shows that EL style is also beneficial in other fields, such as parenting and counseling. The book presents diverse case studies from business and social arenas, as well as from family life. It establishes practical guidelines for leadership development, including methods to enhance creativity, and also casts an eye toward the future, demonstrating approaches to navigating future scenarios in a complex and unpredictable environment.

Rethinking Career Studies
  • Facilitating Conversation across Boundaries with the Social Chronology Framework
  • Hugh Gunz, Wolfgang Mayrhofer
  • Published online:
    21 December 2017
    Print publication:
    28 December 2017
  • Careers are studied across many disciplines - particularly from the social sciences - but there is little conversation between them. Many scholars are studying the same thing in different ways, too often missing opportunities to learn from one another and draw on each other's ideas and findings to enrich their own. Gunz and Mayrhofer bridge these scholarly discourses as they explore the meaning of 'career' and answer the question: what is it that career scholars do when they study careers? The framework that emerges from this answer - the Social Chronology Framework (SCF) - vitally facilitates valuable conversations between scholars in different intellectual traditions. Building on the SCF framework, this comprehensive introduction to career studies encourages students, researchers and practitioners to identify commonalities between the topics they are studying and those examined in other fields, such as organization studies, drawing together interdisciplinary insights into career outcomes and their influencing factors.

On the Origin of Products
  • The Evolution of Product Innovation and Design
  • Arthur O. Eger, Huub Ehlhardt
  • Published online:
    21 December 2017
    Print publication:
    15 February 2018
  • In this new work, Arthur O. Eger and Huub Ehlhardt present a 'Theory of Product Evolution'. They challenge the popular notion that we owe the availability of products solely to genius inventors. Instead, they present arguments that show that a process of variation, selection, and accumulation of 'know-how' (to make) and 'know-what' (function to realize) provide an explanation for the emergence of new types of products and their subsequent development into families of advanced versions. This theory employs a product evolution diagram as an analytical framework to reconstruct the development history of a product family and picture it as a graphical narrative. The authors describe the relevant literature and case studies to place their theory in context. The 'Product Phases Theory' is used to create predictions on the most likely next step in the evolution of a product, offering practical tools for those involved in new product development.

Page 808 of 2344