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Talking about change
Bryant, Melanie - In: Management Decision 44 (2006) 2, pp. 246-258
Purpose – The purpose of this paper is to focus on the understanding that can be gained about employees' use of voice as a response to organisational change using qualitative research and, in particular, narrative analysis. Narrative analysis of voice can provide insight into why voice is used...
Persistent link: https://www.econbiz.de/10014932646
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Learning and trust in supply chain management
Kidd, John; Richter, Frank‐Jürgen; Li, Xue - In: Management Decision 41 (2003) 7, pp. 603-612
to trust each other regardless of their ethic differences.  …
Persistent link: https://www.econbiz.de/10014932412
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Organizational citizenship behavior: a case study of culture, leadership and trust
Appelbaum, Steven; Bartolomucci, Nicolas; Beaumier, Erika; … - In: Management Decision 42 (2004) 1, pp. 13-40
leadership style, low trust environment and weak corporate culture; H2 : low employee citizenship is a direct result of low … management employ the following action plan: do not change current leadership style; develop an action plan to increase trust …, the hypotheses were not conclusively supported quantitatively. High trust was not obtained. Also a specific high …
Persistent link: https://www.econbiz.de/10014932452
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Metaphor, poetry, storytelling and cross‐cultural leadership
Grisham, Thomas - In: Management Decision 44 (2006) 4, pp. 486-503
applied to cross‐cultural leadership. Design/methodology/approach – The methodology utilized is founded on preliminary … research on metaphors, poetry and leadership with examples and connections based upon experience. Findings – Explains how the … use of poetry and metaphors can be utilized by a leader to build trust and demonstrate empathy; how to communicate more …
Persistent link: https://www.econbiz.de/10014932662
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Shifting category management relationships in the food distribution channels in the UK and Australia
Hogarth‐Scott, Sandra; Dapiran, G. Peter - In: Management Decision 35 (1997) 4, pp. 310-318
retailers and their suppliers. Examines the nature of relationship concepts of power, trust and commitment within the category … attitudes and behaviours from conflictual relations to trust‐based relations.  …
Persistent link: https://www.econbiz.de/10014933826
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Understanding the role of locus of control in consultative decision‐making: a case study
Selart, Marcus - In: Management Decision 43 (2005) 3, pp. 397-412
Purpose – The study aims at clarifying whether locus of control may act as a bias in organisational decision‐making or not. Design/methodology/approach – Altogether 44 managers working at Skanska (a Swedish multinational construction company) participated in the study. They were asked to...
Persistent link: https://www.econbiz.de/10014932559
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Participative management and its influence on organizational change
Pardo‐del‐Val, Manuela; Martínez‐Fuentes, Clara; … - In: Management Decision 50 (2012) 10, pp. 1843-1860
Purpose – This paper aims to deal with the influence of a participatory management style along a change process, specifically in seeking to analyze the effect of participative management style on resistance to change and its effects on change performance. Design/methodology/approach – After...
Persistent link: https://www.econbiz.de/10014933309
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Introducing TQM
Dale, Barrie G.; Cooper, Cary L. - In: Management Decision 32 (1994) 1, pp. 20-26
Examines the role of senior managers in total quality management (TQM) and provides some pointers as to why they should become involved in TQM. These pointers include the strategic nature of TQM, their personal impact on the credibility of TQM, and their influence in changing the behaviour and...
Persistent link: https://www.econbiz.de/10014933595
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Integrating internal marketing with participative management
Davis, Tim R.V. - In: Management Decision 39 (2001) 2, pp. 121-132
Internal marketing has been proposed as a way of increasing lower level commitment to corporate strategies and improving organizational integration. Most previous discussions of the topic have focused on methods of internal promotion, persuasion and influence. Limited attention has been given to...
Persistent link: https://www.econbiz.de/10014934928
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High‐performance companies: the distinguishing profile
Osborne, Richard L.; Cowen, Scott S. - In: Management Decision 40 (2002) 3, pp. 227-231
Maintains that high performance companies have an unmistakable profile that separates them from also‐rans, including distinctive characteristics of the corporate culture, the people and the management systems. Isolates seven attributes that differentiate the culture of high‐performing...
Persistent link: https://www.econbiz.de/10014932259