To improve the likelihood of system success and user involvement, an MIS department manager has to deal with people and lead them under given user styles and organizational culture. For this reason, the managerial behaviour of MIS managers plays an important role in developing MIS. First...

Teamwork is one of the most widely recommended tools for organizational transformation. Initiatives such as business process redesign, total quality management or new product development almost always depend on effective and high‐energy group efforts. Presents a new study of team management...

Draws together a number of themes from mainstream strategy literature and synthesizes them into a new model of the comprehensively competent organization. Argues that it is a key role of the strategic leader to ensure that his/her organization possesses a wide range of generic competences (to an...

Reports the latest stage in a five‐year programme of research involving more than 1,000 large organizations. Describes the results obtained from research conducted on 17 groups containing managers from 140 organizations. Uses a new research technique and reports their expectations of the...

Reinforces the argument that strategic and competitive success demands competence at three levels: content, change and learning. Notes that to achieve this, organizations must draw on a range of generic competences and develop an appropriate mix and measure, and that if they can achieve this...

Examines the nature of managerial decision making during the process of a programme of workplace reform at a major local government authority in New South Wales, Australia. Draws parallells between the synoptic and disjointed incrementalist approach to decision making during organizational...

States that the ability to manage change is now recognized as a core organizational competence, and this is reflected in the large number of books and articles devoted to prescribing how success in this area can be achieved. Notes that although these prescriptions may vary significantly, they...

Investigates the management of change in a UK manufacturing company and reports data gathered from two sources within the company ‐ interviews carried out on‐site with senior managers concerning key managerial practices enacted by the company and self‐report questionnaires completed by...

Notes that the insurance broking industry is unattractive and subject to long‐term change. Cites factors contributing to this such as industry saturation, low entry barriers and low product differentiation. Notes expected responses to such conditions, including those from the large,...

South Africa’s entry into the 1990s was dramatic. Change has become a reality and change always implies both opportunities and threats. The new government’s Reconstruction and Development Programme (RDP) being a statement of intent, outlines definite principles in promoting small, medium and...