A common argument is that organizations should adopt new organizational practices, in order to respond to the hyper‐competitive business environment. The assumption underlying this argument is that such adoption generally entails the replacement of traditional practices. We suggest, instead,...

Purpose – The concept “flexibility” is ubiquitous as a rationale for organizational change. However, its broad application is accompanied by a general lack of definitional agreement or theoretical cohesion. The purpose of this paper is to propose the merits of an alternative approach –...

Since the mid‐1980s, there has been strong advocacy of the use of reframing through the application of organizational metaphors as one of the skills of the “new” manager. The reframing approach champions the virtues of analysing and responding to organizational situations through the use...

A burgeoning literature refers to the effect of hypercompetitive conditions on organizations. The new orthodoxy involves reference to the disintegration of vertical, rational bureaucracies and the corresponding emergence of widespread innovation in new organizational practices such as...

Consulting firms cite knowledge management as a core capability for achieving competitive advantage. Consistent with this claim has been their increasing investment in systems that seek to formalize knowledge management and allow firms to leverage the knowledge held within the firm. However,...

Presenting key academic debates in management, this volume discusses them in relation to management practice and experience. The authors highlight issues in people management organizational culture, leadership, learning and more

Is the societal-level of analysis sufficient today to understand the values of those in the global workforce? Or are individual-level analyses more appropriate for assessing the influence of values on ethical behaviors across country workforces? Using multi-level analyses for a 48-society...