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Strategizing as Practising:Strategic Learning as a Source of Connection

Antonacopoulou, Elena - Advanced Institute of Management Research <London> - 2006

As strategy research has been exploring the dynamic, social and situated nature of the strategy process, so has the role of learning increasingly been recognised as a central feature of strategizing practice. This paper contributes to our understanding of the dynamics of strategizing practice by...

Persistent link: https://www.econbiz.de/10005865941

Incentives and managerial experience in multi-task teams: Evidence from within an firm

Griffith, Rachel; Neely, Andrew - Advanced Institute of Management Research <London> - 2008

This paper exploits a quasi-experimental setting to estimate the impact that a multi-dimensional group incentive scheme had on branch performance in a large distribution firm. The scheme, which is based on the Balanced Scorecard, was implemented in all branches in one division, but not in another...

Persistent link: https://www.econbiz.de/10005862756

Evidence in Management and Organizational Science: Assembling the Fields Full Weight of Scientific Knowledge Through Syntheses

Rousseau, Denise M.; Manning, Joshua; Denyer, David - Advanced Institute of Management Research <London> - 2008

This chapter advocates the good scientific practice of systematic research syntheses in Management and Organizational …

Persistent link: https://www.econbiz.de/10005862762

Sustainability of Business Service Outsourcing: the Case of Human Resource Outsourcing

Sako, Mari; Tierney, Abigail - Advanced Institute of Management Research <London> - 2005

This paper discusses the theory and evidence behind the logic of business process outsourcing, with a specific focus on human resource outsourcing (HRO). Market analysts project rapid growth in the global market for HRO, from around $30 billion in 2005 to just over $40 billion in 2008. The paper...

Persistent link: https://www.econbiz.de/10005865900

Collaborating to Know?: Interorganizational Engagement and Learning

Huxham, Chris; Hibbert, Paul - 2004

We approached the considerable body of literature on learning in collaborative situations in order to explore the possibility of pulling the separate strands into a broad conceptual framework which might offer new insights. The literature focus in the framework was deliberately upon the...

Persistent link: https://www.econbiz.de/10005865906

Designing the Boundaries of the Firm:From “Make, Buy or Ally” to the Dynamic Benefits of Vertical Architecture

Jacobides, Michael G.; Billinger, Stephan - Advanced Institute of Management Research <London> - 2005

The concept of “vertical architecture” defines the scope of a firm and the extent to which it is open to final and intermediate markets. A firm can make or buy inputs, and transfer outputs downstream or sell them. Permeable vertical architectures are partly integrated and partly open to the...

Persistent link: https://www.econbiz.de/10005865948

Management fashion as proto-professionalisation: the case of Knowledge Management

Perkmann, Markus - Advanced Institute of Management Research <London> - 2005

The article argues that management fashions can be interpreted as processes of emerging professionalisation around … particular bodies of management expertise. By integrating insights from research on professions and professionalisation …, management fashions are analysed as attempts by specific groups within organisations to establish themselves as professionals …

Persistent link: https://www.econbiz.de/10005865952

EXPLORING MIDDLE MANAGERS’ STRATEGIC SENSEMAKING ROLE IN PRACTICE

Rouleau, Linda; Balogun, Julia - Advanced Institute of Management Research <London> - 2007

This paper seeks to deepen the research on middle managers’ strategic sensemaking roles. Until now, little research has explored how middle managers use their practical knowledge to realize their sensemaking role during strategic change in their daily activities. Here, through vignettes drawn...

Persistent link: https://www.econbiz.de/10005866020