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Administrative decision making: a contextual analysis

Basi, Raghbir S. - In: Management Decision 36 (1998) 4, pp. 232-240

Administrative decision making is contextual both in terms of the type of decisions a position holder must make as well as how they should be made (style). This paper argues that the type of decision is a function of administrative level, and the style is a function of organizational culture....

Persistent link: https://www.econbiz.de/10014933901

Management in South Korea: a review

Morden, Tony; Bowles, David - In: Management Decision 36 (1998) 5, pp. 316-330

The purpose of this article is to analyse and illustrate selected aspects of management in South Korea. South Korean … management is placed within its South East Asian context; but western influences on it are also identified. Parallels with French … management are drawn. The article describes the national and business culture of South Korea. It analyses prevailing approaches …

Persistent link: https://www.econbiz.de/10014933908

Interim management of international strategic alliances

Werther, William B. - In: Management Decision 36 (1998) 5, pp. 339-345

alliance. Interim management offers a unique and superior, albeit not perfect, alternative. Interim leaders may be particularly …

Persistent link: https://www.econbiz.de/10014933910

Management by objectives and the Balanced Scorecard: will Rome fall again?

Dinesh, David; Palmer, Elaine - In: Management Decision 36 (1998) 6, pp. 363-369

Drucker introduced management by objectives (MBO) in the late 1950s. Kaplan and Norton introduced the Balanced … Scorecard in the early 1990s. MBO and the Balanced Scorecard are management systems that align tangible objectives with an … organisation’s vision. This article compares and contrasts the two management systems. The examination concludes that the …

Persistent link: https://www.econbiz.de/10014933913

Benchmarking: a general reading for management practitioners

Wah Fong, Sik; Cheng, Eddie W.L.; Ho, Danny C.K. - In: Management Decision 36 (1998) 6, pp. 407-418

This paper aims at introducing benchmarking to management practitioners. Emphases have been placed on the … as a result of assisting in promoting management perspectives and facilitating the formation of various specific goals …

Persistent link: https://www.econbiz.de/10014933919

What are assets anyway? Some practical realities

Tollington, Tony - In: Management Decision 36 (1998) 7, pp. 448-455

created assets, such as brands, software and research patents. As providers of financial information to management, the …

Persistent link: https://www.econbiz.de/10014933922

Why managers do what they do

Sashittal, Hemant C.; Jassawalla, Avan R. - In: Management Decision 36 (1998) 8, pp. 533-542

When it comes to descriptions of what managers do in practice, and insights about what managers ought to do, the literature provides a wealth of information. When it comes to explaining why managers do what they do, or why an almost infinite variety exists in what they do, however, the...

Persistent link: https://www.econbiz.de/10014933933

An integrated framework for activity‐based decision making

Partridge, Mike; Perren, Lew - In: Management Decision 36 (1998) 9, pp. 580-588

Activity‐based costing (ABC) data have the potential to inform a wide range of management decisions. Recently the term … Activity‐based management (ABM) has emerged to describe any application of ABC data, but there is currently no framework which … ABC applications to produce an integrated and comprehensive ABM framework for management decision making. Traditional …

Persistent link: https://www.econbiz.de/10014933938

The importance of tacit knowledge in strategic deliberations and decisions

Bennett, Robert H. - In: Management Decision 36 (1998) 9, pp. 589-597

considerations and inputs. Managers, usually working in top management teams, are asked to form an “interpretation” or working …

Persistent link: https://www.econbiz.de/10014933939

Anticipating and dealing with financial crisis

Chong, John K.S.; Escarraz, Donald R. - In: Management Decision 36 (1998) 10, pp. 637-640

Presents a discussion of liquidity‐based financial crisis. An example is used to illustrate the application of a conceptual model in dealing with this kind of crisis. Concludes that systemic planning based on the ideas put forward can help managers better prepare for financial crisis.

Persistent link: https://www.econbiz.de/10014933943