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Power and strategic change in a multinational industrial corporation

Kerttula, Kari; Takala, Tuomo - In: Leadership & Organization Development Journal 33 (2012) 3, pp. 233-254

important element in the use of power. It started in conjunction with the appointment of the new management group and continued … use of power was observed from the perspective of the management group. The researcher had a dual role; he served both as … a researcher and a member of the management group. Findings – The first conclusion revealed that the change did not …

Persistent link: https://www.econbiz.de/10014923350

Examining the Japanese leadership orientations and their changes

Mujtaba, Bahaudin G.; Isomura, Kazuhito - In: Leadership & Organization Development Journal 33 (2012) 4, pp. 401-420

, organisation and management practices. Findings – Japanese respondents have a significantly higher score on the relationship …

Persistent link: https://www.econbiz.de/10014923360

Leadership the Shakespearean Way

Mann, Sandi - In: Leadership & Organization Development Journal 33 (2012) 8, pp. 798-799

Persistent link: https://www.econbiz.de/10014923389

The Role of Management: Introducing and Operating New Manufacturing Technology

Barclay, Ian; Lunt, Patricia - In: Leadership & Organization Development Journal 11 (1990) 6, pp. 31-37

and management skills that eed to be identified and developed. …

Persistent link: https://www.econbiz.de/10014923411

Organisational Commitment, Job Satisfaction, Work Values: Saudi and Expatriate Managers

Yavas, Ugur; Luqmani, Mushtaq; Quraeshi, Zahir - In: Leadership & Organization Development Journal 11 (1990) 7, pp. 3-10

This article reports the results of a survey which compared Saudi and expatriate managers on organisational commitment, job satisfaction and work values. Saudi and expatriate managers were found to be similar in their commitment to their organisations and in their work values; but some...

Persistent link: https://www.econbiz.de/10014923420

Careers and the Corporate Climbing Frame

Gunz, Hugh - In: Leadership & Organization Development Journal 11 (1990) 2, pp. 17-24

A new approach to understanding managerial careers is described in which the organisation is seen as a kind of climbing frame or “jungle gym” over which managers scramble to make their careers. Different kinds of organisations have differently shaped frames depending on their structures and...

Persistent link: https://www.econbiz.de/10014923421

One More time: How to Stop Company Rumours

Akande, Adebowale; Odewale, Funmilayo - In: Leadership & Organization Development Journal 15 (1994) 4, pp. 27-30

Rumour behaviour is an “instinctual behaviour” elicited in the workplace usually involving unverified information of uncertain origin that is transmitted by word of mouth. Examines the ways in which rumours spread and how organizations can stop them. To do so requires that practical sense be...

Persistent link: https://www.econbiz.de/10014923533

The Boundary Path of Exchange

Dreachslin, Janice L.; Kobrinski, Edward J.; Passen, … - In: Leadership & Organization Development Journal 15 (1994) 6, pp. 16-23

′s implications for leadership style and change management. …

Persistent link: https://www.econbiz.de/10014923542

A Sphenomorphic Model for the Management of Innovation in a Complex Environment

Barclay, Ian; Holroyd, Philip; Poolton, Jenny - In: Leadership & Organization Development Journal 15 (1994) 7, pp. 33-44

Introduces a new model of the “management of innovation” process, especially as it applies to the complex environment … of engineering based ew product development programmes. A review of previous attempts at modelling the management of …. Further, each sphenomorph comprises four distinct stages, each requiring a different management style for success. Considers …

Persistent link: https://www.econbiz.de/10014923547

Networking and Its Leadership Processes

Wills, Gordon - In: Leadership & Organization Development Journal 15 (1994) 7, pp. 19-27

International Management Centre (IMC). Describes the IMC network and leadership process (including the use of the two‐level Bulletin …

Persistent link: https://www.econbiz.de/10014923548