Showing papers in "European Management Journal in 1995"

TL;DR: Hiltrop as discussed by the authors examines the human resource implications of the changing psychological contract, specifically, how organisations under pressure from greater competition, internationalisation, and integration of functions can manage employees now facing increased professional risk and uncertainty.

TL;DR: In this paper, the authors argue that the benefits of outsourcing have become so obvious that they have hidden the very real associated costs, and they conclude that any move towards outsourcing should be assessed in terms of its impact on a range of organisational characteristics and on the dynamic balance between these.

TL;DR: In this article, the authors focus on examples of total IT outsourcing and examine the structure of cooperation, the relationships formed, how structure and relationships evolve, and the degree to which they might be sustainable.

TL;DR: Flamholtz et al. as discussed by the authors provide a framework for understanding better the management of organizational growth and transitions in the longterm, based on three models: organizational effectiveness model, organizational life-cycle model, and organizational transition model.

TL;DR: Ghoshal and Bartlett as mentioned in this paper argue that large, diversified companies which flourised in the early decades following the Second World War are in deep trouble, and the organizational structure of this period which provided the elixir, has proved incapable of meeting the changed world environment and the new demands of the 1990s.

TL;DR: In this article, an initial attempt to classify the nature of transformations and specifically to look at the change which attempts to build more broadly adaptive, "entrepreneurial" organizations is made.

TL;DR: A report by Alessio Ascari, Melinda Rock and Soumitra Dutta as mentioned in this paper compares and contrasts several companies' efforts in implementing reengineering/change programs and highlights the successful elements of various change programs as well as some of the challenges and "pitfalls" of these efforts.

TL;DR: O'Neal and Thomas as discussed by the authors describe a research project in which a series of personal interviews with board members offers new insights into the board's strategic role, which may be significantly influenced by the process of selecting directors and by multiple board memberships.

TL;DR: Kilmann as discussed by the authors presents a holistic approach for success at corporate transformation by identifying and integrating the great variety of improvement activities that are usually implemented in a singular manner, which consists of five system tracks (culture, skills, team, strategy-structure, reward system) and three process tracks (gradual process, radical process, learning process).

TL;DR: The human resource function is being devolved away to line and general managers, and HR professionals are required to be more business orientated as discussed by the authors, with evidence such as that provided by a large survey by the European Association for Personnel Management.

TL;DR: Burt and Sparks as mentioned in this paper provide an understanding of reasons for the current changes, focusing in particular on the arrival of the limited line discount store in Britain and through a retail format analysis, suggests likely directions for the future.

TL;DR: In this article, the authors investigated design characteristics important to the success of Russian-foreign joint ventures (R-FJVs) and presented the major reasons 20 R-FjVs general managers gave for being dissatisfied with their parent firms and for the performance of their IJVs.

TL;DR: In this article, the authors present a framework for identifying who and what is behind the concept of green, the dynamics in which this concept is applied, and the strategic importance of this topic for companies.

TL;DR: In this article, the authors argue that there is continuous and accelerating change in the Western World in the nature of work and how it is organized, and that an important contributory force is information technology itself changing rapidly.

TL;DR: The authors argue that either a two-tier or parallel system will evolve in the future or a national industry will tend to oscillate from one strategy to another, and retailers must decide which of the two strategies they will consistently adopt.

TL;DR: Nitsch et al. as mentioned in this paper provided an illuminating presentation of the characteristics and performance of 118 Japanese subsidiaries in Europe, focusing on the initial mode of entry, industry and country of entry.

TL;DR: In this article, the authors argue that many of these predictions are based on an uncritical acceptance of the "internationalisation" thesis, and on subjective assessments of possible future trends, rather than on sound empirical research within strong theoretical frameworks.

TL;DR: In this article, the authors present preliminary evidence on stock market reaction to divestiture announcements by European firms and find that stock price reaction during initial announcements of domestic subsidiary sell-offs is positive and consistent with the US evidence, in contrast to evidence for sellers in the US, the European evidence indicates that seller performance improves substantially for the 60 trading days following the event.

TL;DR: In this paper, Bence builds on case work done with a major logistics operator, Exel Logistics, and examines how the distribution market continues to change in both the European and international arena.

TL;DR: Burn, Andrew Myers and Andrew Kakabadse as mentioned in this paper present results from a survey that was carried out by the 3i/Cranfield European Enterprise Centre at Cranfield. Over 1,000 managers from SMEs in France, Germany, Italy, Spain and the United Kingdom responded to the survey.

TL;DR: The authors discusses some insights that an understanding of national cultural differences might provide into problems relating to the measurement of corporate success and the disclosure of success-related information in an increasingly international business context.

TL;DR: Goffee and Jones as mentioned in this paper reviewed the research on cultural difference and suggested an alternative perspective for understanding diversity among managers, and assessed the implications of this approach for contemporary management development processes.

TL;DR: In this article, Schrader conducted an empirical study of informal information trading in the German and US steel industries which showed that managers tend to follow these rules, however, they appear to be more efficient information traders than their German counterparts.

TL;DR: In this article, the authors look critically at the logic underlying both traditional and contemporary industrial engineering approaches and the organisational problems they encounter, with particular attention to the organisation's ability to develop over time and to respond effectively to exceptional or changing circumstances.

TL;DR: Goals, Empowerment, Measurement (GEM) as mentioned in this paper is a management system based on goals, empowerment, and measurement, which can be used to change the way the individual relates to work.

TL;DR: In this article, the authors present a sequel to the Manufacturing 2000 Executive Report ‘Manufacturing Strategies in Western Europe’ which described how manufacturing companies were modifying their manufacturing strategies and practices within the region.

TL;DR: Calori et al. as discussed by the authors found that insiders' perceptions tend to be more positive and biased by the respective national heritages (British, French, German, US and Japanese).

TL;DR: Burton et al. as mentioned in this paper examined the Rover/Honda alliance and pointed out that the real problem for European businesses is how to select carefully from alliance prospects with Japanese partners, and then how to jointly manage them to mutually satisfactory benefit.