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Talking and writing our way out of a crisis

In: Strategic Direction 28 (2012) 4, pp. 15-18

term organizational storytelling will say: “Isn't that what we've always done?” Ultimately, Kopp et al. 's piece, with its …

Persistent link: https://www.econbiz.de/10015010706

Sears tell it their way

In: Strategic Direction 21 (2005) 11, pp. 12-14

impartial comments and places the articles in context. Findings – Storytelling is as old as language itself. History teaches us …

Persistent link: https://www.econbiz.de/10015009966

Clowning around with leadership

In: Strategic Direction 22 (2006) 10, pp. 19-22

Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...

Persistent link: https://www.econbiz.de/10015010074

The changing face of leadership

In: Strategic Direction 26 (2010) 1, pp. 21-23

changing commercial environment, with the added pressures of economic uncertainty, one style of leadership cannot fit all … situations. Leaders must learn to adapt their leadership styles and strategies to meet the needs of various complex situations …'s leading organizations. Social implications – This paper demonstrates that different leadership styles are appropriate for …

Persistent link: https://www.econbiz.de/10015010456

Ford, Pilkington and Ericsson ring in the changes

In: Strategic Direction 18 (2002) 4, pp. 4-6

Globalization, deregulation, and a growing knowledge workforce have radically altered the role of the modern manager. The ability to lead organizational change is no longer a nice‐to‐have skill but a necessity. And as companies abandon traditional, hierarchies in favor of the flatter, more...

Persistent link: https://www.econbiz.de/10015009561

Clearing the leadership hurdles

In: Strategic Direction 20 (2004) 1, pp. 18-20

Not all management leaders are high‐profile champions of causes, fitting the traditional heroic mold. So‐called quiet leaders are often just as effective when tough decisions are required. Their stealth tactics and slowly‐but‐surely approach may even be just what is called for in...

Persistent link: https://www.econbiz.de/10015009754

Psychology lessons from the BBC

In: Strategic Direction 20 (2004) 2, pp. 25-27

With levels of competition ever increasing, even the most traditionally confident of organizations are feeling the pressure to stay in the game. Stuck in long‐standing strategic ruts with the same names dominating key roles, more and more firms are finding that revenues are falling as market...

Persistent link: https://www.econbiz.de/10015009767

Welch legacy doesn't convince all

In: Strategic Direction 21 (2005) 1, pp. 16-18

on value innovation and tipping‐point leadership carried out on behalf of Norwich Union Insurance (UK) who sought the … help of academics at Insead Business School in France to develop a leadership strategy to support value innovation and …

Persistent link: https://www.econbiz.de/10015009858

BT rings the changes

In: Strategic Direction 21 (2005) 5, pp. 27-30

Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – We scan the top 400 management publications in the world to identify the most topical issues and latest...

Persistent link: https://www.econbiz.de/10015009900

How communication aids innovation

In: Strategic Direction 22 (2006) 4, pp. 17-19

Persistent link: https://www.econbiz.de/10015010009

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