자연주의적 탐구조사(Naturalistic Inquiry)

Basics of qualitative research: Grounded theory procedures and techniques

J. Appl. Cryst.の発刊に際して

How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

PART 1: INTRODUCTION 1. Human Resource Management Today: An Assessment John Storey (Open University) 2. The HR Function: Integration or Fragmentation? Raymond Caldwell (Birkbeck College, University of London), and John Storey (Open University) 3. Networked Organizations and the Negation of HRM? Karen Legge (University of Warwick) PART 2: STRATEGIC ISSUES 4. What is Strategic HRM? John Storey (Open University) 5. Facing up to the Challenges of Success: Putting 'Governance at the Heart of HRM Keith Sisson (Emeritus Professor, Warwick University) PART 3: CORE PRACTICE AREAS 6. Employee Resourcing and Talent Management Paul Iles (University of Teesside) 7. Measure for Measure: Mapping the Terrain of the Training, Learning and Skills Debates Alan Felstead (Cardiff University) 8. Managers Knowledge and the Management of Change Graeme Salaman (Open University) 9. Reward Choices: Strategy and Equity Ian Kessler (Templeton College, University of Oxford) 10. Employee Involvement and Participation: Structures, Processes and Outcomes Mick Marchington and Annette Cox (both University of Manchester) PART 4: INTERNATIONAL HRM 11. HRM: The Comparative Dimension Chris Brewster (Henley Management College) 12. Dynamic Organizations: Achieving Marketplace Agility Through Workforce Scalability Lee Dyer (Cornell University) and Jeff Ericksen (University of Illinois) 13. Global Staffing and the Multinational Enterprise David Collings (University of Sheffield) and Hugh Scullion (University of Strathclyde) PART 5: CURRENT DEVELOPMENTS AND FUTURE PROSPECTS 14. Technology in HRM: The Means to Become a Strategic Business Partner? Emma Parry and Shaun Tyson (both Cranfield School of Management) 15. Ethics and HRM David Bevan (Kings College, University of London)

Human Resource Management: A Critical Text

A review of key research in strategic human resource management. Our "Routledge Companion to Strategic Human Resource Management" (Storey, Wright and Ulrich 2009) mapped the field in a fairly comprehensive manner. In this new, short-form, book we develop the argument that one of the crucial elements of organizational performance is the way work is organized. By ‘organized’ here we refer to the array of: skill/talent packages both within an organizations boundary and across global competency clusters; skill development, reward, talent flow, culture, etc. Second, we focus on current and emergent challenges. The ‘package’ of HR approaches has changed over time and patterns can be observed. Each age brings its own challenges and recipes for meeting those challenges. Hence, this new volume pays special regard to the HR implications arising from radically altering contexts – economic, social and technological.

Strategic Human Resource Management: A Research Overview

The research seeks to examine the absorption process of “human resource” initiatives into organisations which have well‐developed industrial relations practices and procedures.

Developments in the Management of Human Resources

" Each chapter ends with a Further Reading section " *What is Popular culture?Culture Ideology Popular Culture Popular, Culture as O"ther" *The 'Culture and Civilisation' Tradition Matthew Arnold Leavisism, Mass Culture in America: the Post-war Debate The Culture of Other People *Culturalism Richard Hoggart: "The Uses of Literacy, "Raymond Williams: 'The Analysis of Culture', E.P. Thompson: "The Making of the English Working Class, "Stuart Hall and Paddy Whannel: "The Popular Arts, "The Centre for Contemporary Cultural Studies *Structuralism and Post- Structualism Ferdinand de Saussure, Claude Levi-Strauss, Will Wright and the American Western, Roland Barthes: "Mythologies, "Post-structuralism Jacques Derrida Jacques Lacan Discourse and Power: Michel Foucault and Edward Said *Marxisms, Classical Marxism The Frankfurt School Althusserianism Neo-Gramsican Cultural Studies, Popular Culture and the Carnivalesque *Gender and Sexuality, Feminisms Popular Film, Cine-psychoanalysts and Cultural Studies, Reading Romance "Watching Dallas, "Reading Women's Magazines, Feminism as Social Practice Men's Studies and Masculinities, Queer Theory *Postmodernism The Postmodern Condition, Postmodernism in the 1960s Jean-Francois Lyotard, Jean Baudrillard, Fredric Jameson, Postmodern Pop Music Postmodernism and the Pluralism of Value, *The Politics of the Popular A Paradigm Crisis in Cultural Studies? The Cultural Field, The Economic Field, Hegemony Revisited, The Ideology of Mass Culture, "Journals on Cultural Theory and Popular Culture Cultural Theory and Popular Culture" "Websites Notes Index "

Cultural Theory and Popular Culture: An Introduction

Large numbers of organizations are taking great interest in the idea of knowledge management and many are launching knowledge management initiatives and programmes. A large proportion of such initiatives will fail. Yet, despite the injunctions to “learn from failure”, little detailed attention has been paid to why and how these apparently popular initiatives run into difficulties. The purpose of this article is to examine, in some unusual detail, a significant example of a failed knowledge management initiative in order to analyse what went wrong and to identify the key learning points.

John Storey

Papers

Human Resource Management: A Critical Text

Strategic Human Resource Management: A Research Overview

Developments in the Management of Human Resources

Cultural Theory and Popular Culture: An Introduction

Knowledge management initiatives: learning from failure