Narrow search
Showing 1 - 10 of 127
Cover Image
The Mind’s Eye and the Practice of Management
Bennett, Robert H.; Wheatley, Walter J.; Maddox, E. Nick; … - In: Management Decision 32 (1994) 2, pp. 21-29
Theory and practice indicate that managers experience considerable difficulty and exhibit limited rationality as they attempt to grasp, process, and understand the often ambiguous requirements of managerial tasks. Argues the efficacy of mental imagery and visualization as a means to overcome...
Persistent link: https://www.econbiz.de/10014933601
Cover Image
Alliances as strategic tools
Dodourova, Mariana - In: Management Decision 47 (2009) 5, pp. 831-844
, telecommunications and media industries (CTMI) indicate that the need to utilise the full value‐creation potential of the firm …
Persistent link: https://www.econbiz.de/10014932967
Cover Image
What can we learn from creative people? The story of Brian Eno
McFadzean, Elspeth - In: Management Decision 38 (2000) 1, pp. 51-56
been drawn from exploring the minds of these people and recommends that managers should nurture creativity with their …
Persistent link: https://www.econbiz.de/10014932164
Cover Image
A model for creating innovative strategies for an enterprise and its application to a rural enterprise
Kajanus, Miika - In: Management Decision 38 (2000) 10, pp. 711-722
Innovations are argued to be one of the main sources of sustainable competitive advantage. This study presents a model for creating ideas and formulating them into strategic alternatives for an enterprise. Value‐focused thinking, including clearly defining and structuring the fundamental...
Persistent link: https://www.econbiz.de/10014932216
Cover Image
Enhancing organisational creativity: the process of perpetual challenging
Andriopoulos, Constantine; Lowe, Andy - In: Management Decision 38 (2000) 10, pp. 734-742
has revealed the grounded theory of perpetual challenging as a process for enhancing organisational creativity. Perpetual …
Persistent link: https://www.econbiz.de/10014932217
Cover Image
Determinants of organisational creativity: a literature review
Andriopoulos, Constantine - In: Management Decision 39 (2001) 10, pp. 834-841
creativity, and perceive the development of conditions that encourage creativity within their working environment as a long … must start at the level of the individual, individual creativity in itself is not enough. A vital, often ignored component … of creativity is the creativity that occurs at the organisational level. This paper reviews writings in an attempt to …
Persistent link: https://www.econbiz.de/10014932239
Cover Image
Small firm internationalisation: an investigative survey and future research directions
Fillis, Ian - In: Management Decision 39 (2001) 9, pp. 767-783
internationalisation, where creativity and innovative behaviour can act as a competitive advantage over firms with larger resources at …
Persistent link: https://www.econbiz.de/10014932243
Cover Image
Developing and supporting creative problem‐solving teams: part 1 – a conceptual model
McFadzean, Elspeth - In: Management Decision 40 (2002) 5, pp. 463-475
Effective team development, facilitation and creative problem solving are three components that can help improve group problem solving and decision making. Group meetings can be notoriously ineffective and inefficient. They can be significantly improved if the facilitator and problem champion...
Persistent link: https://www.econbiz.de/10014932290
Cover Image
Developing and supporting creative problem solving teams: part 2 – facilitator competencies
McFadzean, Elspeth - In: Management Decision 40 (2002) 6, pp. 537-551
More and more organisations are using teams to solve problems, plan for the future and improve products, processes and services. One method of enhancing group effectiveness is to use a facilitator. Facilitators, however, need to be trained in order to accomplish their role effectively. This can...
Persistent link: https://www.econbiz.de/10014932296
Cover Image
An entrepreneurial logic for the new economy
Barton Cunningham, J.; Gerrard, Philip; Schoch, Herbert; … - In: Management Decision 40 (2002) 8, pp. 734-744
Managers and entrepreneurs are increasingly being challenged to respond to a world where it is harder to effectively make and implement their decisions. Over half the decisions managers make are never implemented. We have observed entrepreneurs and managers in a wide range of situations in...
Persistent link: https://www.econbiz.de/10014932306