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THE IMPACT OF GENDER ON STRATEGIC TYPOLOGY IN THE HOTEL INDUSTRY IN CANADA
Blayney, Candace; Blotnicky, Karen - In: Global Journal of Business Research 5 (2011) 4, pp. 107-117
This research explores the impact of gender on managerial styles, especially the strategic typology employed by hotel managers in Canada during economic stressful times. Miles and Snow’s strategic typology framework of defender, prospector, analyzer and reactor was employed and explored...
Persistent link: https://www.econbiz.de/10011205728
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Le conseil en management comme utile parodie
Babeau, Olivier - Université Paris-Dauphine (Paris IX) - 2009
Persistent link: https://www.econbiz.de/10010708936
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La transgression ordinaire des règles dans cabinets de conseil en management
Babeau, Olivier - Université Paris-Dauphine (Paris IX) - 2006
La littérature en sciences de gestion montre que les pratiques transgressives sont présentes dans toutes les organisations. Un type d'écart à la règle a été insuffisamment traité toutefois : les transgressions quotidiennes, connues de tous et accomplies par tous, qui sont d'une gravité...
Persistent link: https://www.econbiz.de/10011074104
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Management Consultants as Sensitive Information Hawkers Serving Firm's Competition
Babeau, Olivier - Université Paris-Dauphine (Paris IX) - 2007
The article shows a surprising way of how management consultant's daily practices play a role in managers' decisions. Beyond the traditionally recognized roles of consultants (high level staff, energy catalyst), we pinpoint the importance of information transmission and the ambiguity of this...
Persistent link: https://www.econbiz.de/10010905164
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Management stratégique, mise en scène et consulting : le rôle de la mise en scène dans la fabrique quotidienne de la stratégie
Babeau, Olivier - Université Paris-Dauphine (Paris IX) - 2006
Dans le présent chapitre, nous nous efforcerons d'explorer la question de la mise en scène en focalisant notre attention sur le rôle du consultant en management. Ce dernier, nous le verrons, est utilisé par le manager comme un adjuvant précieux dans la fabrique quotidienne de la stratégie....
Persistent link: https://www.econbiz.de/10010905370
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The development of co-innovation strategies: stages and interaction patterns in interfirm innovation
Bossink, B.A.G. - Faculteit der Economische Wetenschappen en … - 2002
co-innovation strategy development. The stages are successively: (1) autonomous strategy making: organizations develop … strategies on their own, (2) co-operative strategy making: organizations concentrate on developing innovation strategies in close … co-operation with other organizations, (3) founding an organization for co-innovation: organizations found a joint …
Persistent link: https://www.econbiz.de/10010782593
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The development of co-innovation strategies: stages and interaction patterns in interfirm innovation
Bossink, B.A.G. - VU University Amsterdam, Faculty of Economics, Business … - 2002
co-innovation strategy development. The stages are successively: (1) autonomous strategy making: organizations develop … strategies on their own, (2) co-operative strategy making: organizations concentrate on developing innovation strategies in close … co-operation with other organizations, (3) founding an organization for co-innovation: organizations found a joint …
Persistent link: https://www.econbiz.de/10005298013
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MANAGEMENT COMPETENCIES:ARE THEY RELATED TO HOTEL PERFORMANCE?
Blayney, Candace - In: International Journal of Management and Marketing Research 2 (2009) 1, pp. 59-71
This research identified the capabilities used by Canadian hotel general managers during a time of economic stress and examines the relationships between capabilities and hotel performance. The instrument used in this study was the New Zealand Management Capability Index (NZIMCI) and contains...
Persistent link: https://www.econbiz.de/10011212165
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What Do Companies in the Processing Industry do in Order to Achieve Success?
BONA, Peter; LIPPERT, Robert - In: Expert Journal of Business and Management 3 (2015) 1, pp. 53-61
Borders of countries and continents have become more and more blurred by now, while distances have turned out to be less important. Markets of continents or countries are not separated anymore therefore competition between companies has gotten fiercer and much faster than earlier. What kind of...
Persistent link: https://www.econbiz.de/10011274601