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Developing personal responsibility and leadership traits in all your employees: part 1 – shaping and harmonizing the high‐performance drivers

Smith, Peter A.C; Sharma, Meenakshi - In: Management Decision 40 (2002) 8, pp. 764-774

Proposes that to optimize enterprise performance and longevity, organizations must develop and sustain appropriate traits of personal responsibility and leadership in all employees. Contends that this is feasible and describes how it can be accomplished. Part 1 of this paper deal with shaping...

Persistent link: https://www.econbiz.de/10014932322

Developing personal responsibility and leadership traits in all your employees: part 2 – optimally shaping and harmonizing focus, will and capability

Smith, Peter A.C.; Sharma, Meenakshi - In: Management Decision 40 (2002) 9, pp. 814-822

Proposes that to optimize enterprise performance and longevity organizations must develop and sustain appropriate traits of personal responsibility and leadership in all employees. Contends that this is feasible and describes how it can be accomplished. Part 1 of this paper dealt with shaping...

Persistent link: https://www.econbiz.de/10014932324

Re‐examining mimetic isomorphism

Yang, Monica; Hyland, MaryAnne - In: Management Decision 50 (2012) 6, pp. 1076-1095

Purpose – In this study the aim is to analyze multiple decisions in mergers and acquisitions (M&As) strategy to verify whether isomorphism appears in these decisions when a firm imitates others and to determine under what conditions the link between imitation and the degree of similarity in...

Persistent link: https://www.econbiz.de/10014933268

Boardroom Practice

Kenny, Ivor - In: Management Decision 29 (1991) 7

The key roles and tasks of boards of directors are viewed and it is proposed that there is no universally correct way for a board to function. Against that are the principles that a board must be clear about where it wants the business to go, and that it must operate at the levels of strategy...

Persistent link: https://www.econbiz.de/10014934843

Assessing longitudinal relationships between financial performance and downsizing

N. Chhinzer, Nita; Currie, Elliott - In: Management Decision 52 (2014) 8, pp. 1474-1490

Purpose – The purpose of this paper is to suggest that divergent financial performance triggers different rationales for the decision to downsize (excuses, justifications, apologies or denials) and that organizational financial performance post-downsizing varies based on the initial downsizing...

Persistent link: https://www.econbiz.de/10014935522

Exploring absorptive capacity in cross-sector social partnerships

Pittz, Thomas G; Intindola, Melissa - In: Management Decision 53 (2015) 6, pp. 1170-1183

Purpose – The purpose of this paper is to explore cross-sector partnerships (CSSPs) from a strategic perspective to consider collaborations that are long lasting and transcend initial objectives. The authors integrate the concept of absorptive capacity (ACAP) with the CSSP literature and...

Persistent link: https://www.econbiz.de/10014935909

An investigation of the decision process for selecting an ERP software: the case of ESC

Verville, Jacques; Halingten, Alannah - In: Management Decision 40 (2002) 3, pp. 206-216

Decribes how ESC, a holding company for a gas and electric utility and non‐utility energy business, completed the acquisition of Oracle’s enterprise resource planning (ERP) solution (finance and related applications) at a cost of US$6.5 million in March 1997. From initiation to completion,...

Persistent link: https://www.econbiz.de/10014932257

Purchasing as an organizational design problem: the case of non‐product‐related items and services

de Boer, Luitzen; Holmen, Elsebeth; Pop‐Sitar, Corina - In: Management Decision 41 (2003) 9, pp. 911-922

This paper discusses the problems and challenges that arise if a firm tries to concentrate purchasing activities in a … separate organisational unit. For a variety of reasons, only a – small – part of all purchasing activities in an organisation … is actually carried out by a purchasing department or a specialist. In particular, the purchasing of so‐called non …

Persistent link: https://www.econbiz.de/10014932437

Key Success Factors and Barriers in International Purchasing Partnerships

Ellram, Lisa M. - In: Management Decision 29 (1991) 7

International purchasing partnerships are becoming an increasingly common and attractive way to procure goods and … successful. A review of the relevant literature and case studies of firms actively involved in international purchasing … partnerships is used to highlight and discuss the key factors which contribute to international purchasing partnership success and …

Persistent link: https://www.econbiz.de/10014933465

A Model for Customer‐Supplier Alliances

Burdett, John O. - In: Management Decision 29 (1991) 5

International competition, the rapid pace of technological development, the escalating cost of research and development, truncated shelf life, the ability through information technology to evaluate the cost of poor quality, abbreviated product development cycles, all combine to create an...

Persistent link: https://www.econbiz.de/10014933470