Purpose – Previous studies concerning on the effect of reward on individual creativity have generated generally inconsistent conclusions. These ambiguities call for more studies to explore the potential boundary conditions under which reward may or may not promote creativity. The purpose of...

Purpose – The purpose of this paper is to summarise the findings of a qualitative cross‐cultural study of participation in managerial decision making. Design/methodology/approach – In this paper theme‐focused interviews were conducted with middle managers in five European countries and...

Purpose – The aim of this paper is to investigate relationships between strategic planning practice, management participation and strategic planning effectiveness. Design/methodology/approach – A total of 87 questionnaires were collected from privately owned firms working in Egypt....

Purpose – Employee ownership has attracted much attention across the globe. Whether affected by the global financial crisis (GFC), or not, this paper seeks to canvass what is known about employee ownership in neo‐liberal political economies. Design/methodology/approach – This paper is a...

Purpose – This study aims to explore whether McGregor's theory X/Y assumptions are determinants of managers' propensity for participative decision making (PDM). Design/methodology/approach – Surveys measuring theory X/Y assumptions and propensity for PDM were administered to 144 full‐time...

Defines and evaluates transformation, and examines why transformation efforts can fail. Provides a case study, describing the context, strategy and change processes. Finally, identifies what lessons can be learned from working with failure.

Because of the volatile business environment, organizations are in a state of unprecedented change, which numerous observers have called chaos. Under current, unstable, perhaps chaotic, conditions, there is a window of opportunity for human resources (HR)/change leader professionals to step up...

Many academics have highlighted the emergence of programmed change initiatives such as TQM and BPR and have chronicled how “seductive” these ideas appear to have been in the corporate world. Moreover, a burgeoning consultancy industry has emerged, with management consultants fuelling the...

Against a backdrop of increasing globalisation, deregulation, and the rapid pace of technological innovation, the primary task of management today is the leadership of organisational change. Seeks to examine the role of leadership in managing the challenge of deliberate large‐scale change and...

This paper presents a case study of how, over the last six years a large, a traditional corporation simultaneously created new service markets and established a dominant position in the competitive information and communication technology field in Japan. The corporation accepted a new...