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Twenty‐first century leadership: international imperatives
Sheppard, Julie‐Anne; Sarros, James C.; Santora, Joseph C. - In: Management Decision 51 (2013) 2, pp. 267-280
, as a result of a globalised and rapidly changing international economic environment. Appropriate leadership competencies …/methodology/approach – Conventional content analysis of extant literature in the leadership, management, organisational development and human resource … organisational leadership effectiveness strategies. Findings – This study presents a conceptual model consolidating current scholarly …
Persistent link: https://www.econbiz.de/10014933330
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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
management employ the following action plan: do not change current leadership style; develop an action plan to increase trust … leadership style, low trust environment and weak corporate culture; H2 : low employee citizenship is a direct result of low … leadership style and a specific culture resulting in high employee satisfaction were also questionable. Moreover, it was not …
Persistent link: https://www.econbiz.de/10014932452
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When giants collide: strategic analysis and application
Chung, Ed; McLarney, Cam - In: Management Decision 37 (1999) 3, pp. 233-248
how bounded rationality, cognitive biases, leadership styles, management structures, and organizational cultures combine …
Persistent link: https://www.econbiz.de/10014933962
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What matters more? The impact of industry and organizational factors on organizational culture
Chaudhry, Anjali; Yuan, Ling; Hu, Jia; Cooke, Robert A. - In: Management Decision 54 (2016) 3, pp. 570-588
intensity) and two sets of organizational factors (leadership behaviors and human resource practices) on the strength of … culture measures was explained by leadership behaviors and human resource practices (use of rewards and fairness of …
Persistent link: https://www.econbiz.de/10014935537
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An appropriate change strategy for lean success
Bhasin, Sanjay - In: Management Decision 50 (2012) 3, pp. 439-458
Purpose – British empirical research suggests culture and change have contributed to every lean failure. While … of successful lean conversions. This paper aims to explore the importance of a suitable change strategy resulting in the … lean audits were carried out in 20 companies as a comprehensive validating exercise. Findings – The significance of change …
Persistent link: https://www.econbiz.de/10014933234
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The Strategic Imagination
Glaser, Stan - In: Management Decision 32 (1994) 6, pp. 31-34
Corporate and marketing strategists have begun seriously to address the problems of adapting to turbulent environments. Discusses concepts of adaptation and turbulence and describes some of the difficulties with both notions. Concludes that strategic advantage rests with creating turbulence or...
Persistent link: https://www.econbiz.de/10014933627
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Megatrends and Global Paradoxes
Lloyd, Bruce; Naisbitt, John - In: Management Decision 32 (1994) 7, pp. 28-32
John Naisbitt, who has written several books on the future, including Megatrends (which sold over eight million copies), discusses with Bruce Lloyd the issues raised in his latest volume, Global Paradox . Reveals that Naisbitt sees the global corporation becoming more important at the same time...
Persistent link: https://www.econbiz.de/10014933637
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IBM: Decline or Resurrection?
Lloyd, Bruce; Heller, Robert - In: Management Decision 32 (1994) 8, pp. 5-10
was not possible for the need for radical change to be accepted. The extent to which these challenges are inevitable is to …
Persistent link: https://www.econbiz.de/10014933642
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The Quest for the Competitive Learning Organization
Miller Hosley, Suzanne; Lau, Agnes T.W.; Levy, Ferdinand K. - In: Management Decision 32 (1994) 6, pp. 5-15
likely to be the ability to learn faster than competitors. Reviews the literature on strategic change and competition and …
Persistent link: https://www.econbiz.de/10014933657
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Linking the unlinked: knowledge‐based perspective on non‐routine change
Ritala, Paavo - In: Management Decision 51 (2013) 6, pp. 1176-1189
aims to put forward a “knowledge‐based perspective on non‐routine change” to explain how firms can generate innovative … on other relevant literature related to non‐routine change in organizations. Findings – Non‐routine change is defined … novel, non‐routine change outcomes. Originality/value – The novelty of this paper lies in its view on firm …
Persistent link: https://www.econbiz.de/10014936286