Using a quasi‐experimental design, reports the findings of a study on the impact of high‐performance work teams on job characteristics, employee satisfaction, organization culture and quality. A naturally occurring control (n = 50) and experimental group (n = 50) were identified in one...

One of the key dilemmas facing senior managers is IT investment. Much rides on it, yet it often fails to deliver. The usual cause of failure is cited as “human error”. Yet senior managers are perhaps expecting too much of IT managers, who are often technologists forced into management (in...

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...

Warns that although technology and innovation are often the key drivers in the formation of business partnerships and networks, reflecting the parallel relationship between the institutional set and the technological set, the formation of tightly knit networks of relationships often entails...

Uses a case study to illustrate DHL International’s corporate culture, which may be used as a benchmark for other companies in the service industry sector. Suggests that the business success factors of this organization lie in its adoption of the culture and structural characteristics of a...

A holistic, integrative and synergistic performance model is defined by inter‐firm variables represented as economic rates of return for both economic and organizational factors. These variables are used to examine performance variance and their economic contribution to firm profitability. An...

An organization must provide total customer satisfaction, if it is to become a market leader. However, many organizations only provide lip service to this “blindingly obvious” philosophy. Emphasizes several ways an organization can avoid this hypocrisy and become truly customer oriented. The...

This article examines how meaning comes about through the symbolic interactions of organizational members. The article also explores the power dimension of creating and sustaining corporate meaning and proposes that leaders are well‐positioned to influence shared organizational meaning...

Organizations develop cultural artifacts to create and sustain organizational meaning. Symbolism creates organizational reality such that assumptions become taken‐for‐granted. This paper examines the way in which symbols function to create meaning. For example, metaphor actually causes one...

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....