Hierarchies, markets and networks have been described as three alternative styles of organizing, each of which may call for distinctive managerial orientations and styles. The question arises as to whether there is now a deep-seated shift underway from organizational forms based on markets and...

The paper compares the contribution, power and influence of non-executive directors and part-time chairpersons within large UK PLC's, using interview data collected for a pilot study. Two questions are addressed: What contribution, if any, is made by non-executive directors and part-time...

In this paper we suggest that the study of attempts to secure headquarters level change may now be of increasing significance. Evidence of a wave of HQ level change is beginning to accumulate and requires further investigation. The twin purposes of this paper are: (1) in descriptive terms, to...

This article reports novel empirical findings on the conduct and behaviour of the boards and directors of the top 500 UK firms by capital employed. The particular focus of the article is the relative power and influence of part-time board members (chairmen and non-executive directors) compared...

The paper examines the contribution to strategy by chairmen and non-executive directors in large UK companies. The collective label of `part-time board member' is used to refer to individuals performing these roles. The paper asks `how, if at all, do part-time board members influence strategy in...

This paper analyses the emergence of new organizational forms across Europe. These new organizational forms include features such as flattened organizational hierarchies, a reliance on task forces and teams instead of rigid compartmentalisation, the use of elaborate internal IT systems and...