Suggests that adopting fashionable activity‐centred programmes such as TQM or re‐engineering, to parts of the entire organization without a general strategy tying them to long‐term corporate goals, seldom leads to desirable results. Indicates how an organization can build a climate which...

This paper uses an organizational science framework to evaluate the present status of the public accounting profession and make recommendations for a systematic process to influence long‐term effective change. Historically, the profession has implemented short‐term responses to environmental...

Examines the use of interorganizational networking as a way for traditionally bureaucratic organizations to become more innovative. Cites examples of networking from manufacturing and the service sector to illustrate the adaptability and flexibility of this form of organization. Examines the...

Bell Canada, the telecommunications provider for Ontario and Quebec, the two largest provinces in Canada, has embarked upon a change programme for its 50,000 employees as it moves from the monopolistic environment that it has operated in for over 100 years, to one where competition and marketing...

In this article a framework is developed, and validated, that provides an insight into the critical issues associated with the transformation of a loose group into an effective team. In this context, a loose group is defined as a number of individuals brought together to achieve a task, but with...

This article is based on the premise that traditional management development activities have failed to give organisations the results they require. It develops the idea that management development will only be successful if it is more closely linked to corporate strategy, and that a thorough...

Identifies four conceptual models and four practical steps to enhance responsible management of organizations. The conceptual models discussed include: a modified process model of parallel strategic planning; a model of contractual/strategic development; a model of organizational theories and...

Outlines the number of difficulties the Japanese businesses encounter in their operating environment today. Argues that the traditional paradigms of an organizational structure is no longer adequate for their long‐term survival, and discusses a new model of employment which has implications...

Purpose The purpose of this paper is to examine the role of knowledge management (KM) enablers on KM activities in the context of Malaysian small- and medium-sized enterprises (SMEs). The effects of organizational culture, transformational leadership, organizational structure, and technology...