Showing papers in "Journal of Management Studies in 1996"
TL;DR: The Cognitive Style Index (CSI) as discussed by the authors is a psychome-trically sound instrument suitable for application in large-scale organizational studies, and through its development, to confirm empirically the generic intuition-analysis dimension of cognitive style.
Abstract: Almost 1000 adults participated in the development of the Cognitive Style Index (CSI), a new measure designed specifically for use with managerial and professional groups. the objectives of the study were, first, to produce a psychome-trically sound instrument suitable for application in large-scale organizational studies, and second, through its development, to confirm empirically the generic intuition-analysis dimension of cognitive style. Findings suggest that each objective was largely fulfilled. At a time when there is a burgeoning interest in intuition as a basis for decision making and problem solving in organizations, the CSI would appear to be a notable addition to the small collection of measures appropriate for survey research.
852 citations
TL;DR: In this article, the authors present data on how learning takes place in four organizations, what gets learned, and the factors and processes that facilitate or impede learning, and seven orientations for describing organizational learning capability and understanding learning styles are identified.
Abstract: This paper presents data on how learning takes place in four organizations, what gets learned, and the factors and processes that facilitate or impede learning. Seven orientations for describing organizational learning capability and understanding learning styles are identified. Each of these orientations is conceived as a bi-polar continuum that reflect learning processes.
Knowledge source is defined as the extent to which an organization prefers to develop new knowledge internally versus the extent to which it is more likely to seek inspiration in ideas developed externally. Product-process focus refers to a preference for the accumulation of knowledge related to product and service outcomes versus a preference to invest in knowledge about basic processes that support products. Documentation mode refers to attitudes as to what constitutes knowledge and to the repositories of knowledge that are supported. Dissemination mode pertains to the difference between establishing an atmosphere in which learning evolves and one in which a more structured, controlled approach is taken to induce learning. Learning focus has to do with whether learning is concentrated on methods and tools to improve what is already being done versus testing the assumptions underlying what is being done. Value-chain focus indicates which functional, core competencies are valued and supported. Skill development focus involves the orientation toward individual versus collective learning.
Organizational learning may be increased by building on existing capabilities or developing new ones. the latter involves a change in culture, the former involves improving current capabilities. Organizations can enhance their learning capability through either approach.
524 citations
TL;DR: In this paper, the authors examined the choice between equity and non-equity forms of inter-firm alliances from an integrated risk perspective, which combines relational risk and performance risk.
Abstract: This paper examines the choice between equity and non-equity forms of inter-firm alliances from an ‘integrated risk’ perspective, which combines relational risk and performance risk in inter-firm alliances. Relational risk relates to co-operation among alliance partners, while performance risk has to do with the hazards of not achieving the performance objectives of an alliance, given co-operation. We suggest that equity alliance is adopted to control relational risk, while non-equity alliance is aimed at minimizing performance risk. Existing studies on the choice of alliance configurations are examined from the proposed risk perspective, and a number of key propositions are advanced for empirical testing and further development of the perspective.
490 citations
TL;DR: Ghemawat et al., 1986; Glaister and Buckley, 1994; Hergert and Morris, 1988 as discussed by the authors have shown that firms in developed market economies are increasingly willing to participate in cooperative ventures often with their direct competitors, and that firms themselves have voluntarily adopted alliances as a strategic option in response to changing market conditions rather than in compliance to exogenously enforced rules.
Abstract: Over the past two decades the incidence of strategic alliance formation has accelerated (Ghemawat et al., 1986; Glaister and Buckley, 1994; Hergert and Morris, 1988). Traditionally strategic alliances were used by multinational companies as a vehicle to enter the markets of developing countries that enforced restrictive conditions on foreign investment (Hood and Young, 1979). More recently firms in developed market economies have been increasingly willing to participate in cooperative ventures often with their direct competitors. The momentum for this has come from the firms themselves, which have voluntarily adopted alliances as a strategic option in response to changing market conditions rather than in compliance to exogenously enforced rules (Harrigan, 1988; Vonortas, 1990).
443 citations
TL;DR: In this paper, a qualitative study of managers in four UK industries (supermarkets, automotives, power and chemicals) was conducted to examine the effect of a small number of stakeholders on industrial greening.
Abstract: This paper argues that industrial responses to ‘green’ pressures may fruitfully be explored using a stakeholder framework. However, the common view of an objective configuration of stakeholders is replaced with one that favours an interpretive perspective. Managers are viewed as crucial mediators of stakeholder influence; how they identify, define and construct stakeholders is an important feature of the meaning of greening and an industry's subsequent response. A qualitative study of managers in four UK industries - supermarkets, automotives, power and chemicals - is reported. the effect of a small number of stakeholders - campaigners and regulators - is examined in some detail, distinguished differentially according to their perceived legitimacy and the threat they pose to industry. Also examined is the large group of traditionally powerful stakeholders - customers, creditors and employees - who fail markedly to impact on industry's greening. the implications of the findings for pro-environmental change and stakeholder theory are discussed.
428 citations
TL;DR: In this paper, the diffusion of computer-aided production management (CAPM) technology in the UK manufacturing sector during the mid to late 1980s, focusing on the role of inter-organizational networks in the diffusion process.
Abstract: This research considers the diffusion of computer-aided production management (CAPM) technology in the UK manufacturing sector during the mid to late 1980s, focusing on the role of inter-organizational networks in the diffusion process. Research on innovation diffusion has tended to adopt a 'pro-innovation bias' such that adoption of prescribed best practice technologies is always considered to be the best policy. In the UK, one particular form of CAPM (MRP/MRPIT) has been heavily promoted by technology suppliers as best practice. However, the notion of 'best practice' de-emphasizes the importance of decisions about technology design when users attempt to develop firm-specific solutions. Crucial to these decisions are the inter-organizational networks through which potential adopters learn about relevant technologies. Using three case companies, where the introduction of CAPM occurred at approximately the same time, decisions regarding adoption, design and subsequent implementation, are explored in order to establish the influence of inter-organizational networks on the diffusion and subsequent appropriation of CAPM technologies. These cases revealed that potential adopters engaged in a range of inter-organizational networks through which they learned about new technologies. However, the knowledge diffused through many of these networks was shaped by technology suppliers who were promoting similar ideas about best practice. Thus, while involvement in interorganizational networks gave potential adopters access to information about new technology, this information tended to reinforce supplier images of best practice and did not always lead these firms to develop appropriate technological solutions. Problematic relationships between the suppliers of the technology and the users was seen here to limit the redesign and further diffusion of CAPM.
300 citations
TL;DR: In this article, the authors propose an evolutionary approach to strategic human resources and propose that what is truly valuable is the social architecture that results from ongoing skill formation activities, forms of spontaneous co-operation, the tacit knowledge that accumulates as the unplanned side-effect of intentional corporate behaviour.
Abstract: The paper proposes an evolutionary approach to strategic human resources This means that, first of all, truly valuable strategic assets are unlikely to result directly from senior management policies Rather, what is truly valuable is the ‘social architecture’ that results from ongoing skill formation activities, forms of spontaneous co-operation, the tacit knowledge that accumulates as the unplanned side-effect of intentional corporate behaviour Thus, corporate prosperity not seldom rests in the social architecture that has emerged slowly and incrementally over time, and may even predate the tenure of current senior management Given the low visibility of such spontaneous co-operation, it is even more likely to be resistant to easy imitation and therefore a valuable strategic asset
265 citations
TL;DR: The character and conduct of the manager has formed a central focus of attempts to govern economic life throughout the present century as discussed by the authors, and current programmes of organizational change involve radical attempts to reconstitute the nature of management through the identification and implementation of management competencies.
Abstract: The character and conduct of the manager has formed a central focus of attempts to govern economic life throughout the present century. and current programmes of organizational change involve radical attempts to reconstitute the nature and conduct of management. This is attempted through the identification and implementation of management competencies. Discourses of organizational reform such as human resource management, total quality management and business process re-engineering all place a critical emphasis on anti-bureaucratic, organic and flexible forms of organization, which are also seen to require the development of particular capacities and predispositions among managers. Essential to their vision of ‘managerial work’ is a composite of ‘entrepreneurial’ attributes. Management competencies appear to offer a congenial method for the reconstitution of the manager along ‘entrepreneurial’ lines, not simply because they are inherently founded on managers'self-management and self-presentation of identified behaviours, but also because they represent individualized forms of business functions (and are often associated with the establishment of market relations within the organization).
253 citations
TL;DR: In this article, an integrative framework based on previously tested hypotheses on the impact of CEO locus of control is provided and empirically tested based on previous tested hypotheses, which can reveal why some CEOs achieve higher organizational performance than others.
Abstract: Previous research on the impact of chief executive officer (CEO) locus of control is mainly based on simple and partial mappings of bivariate associations between CEO locus of control and organizational outcomes. In addition, distinct substreams have emerged in which intricately related phenomena are studied separately. To overcome this fragmentation and polarization, we provide and empirically test an integrative framework based on previously tested hypotheses on the impact of CEO locus of control. Our approach differs from prior research in two ways. First, it simultaneously takes account of strategic choice and firm performance in order to assess the extent to which strategy mediates the relationship between CEO locus of control and organizational performance. Second, we consider the CEO to be both a formulator and implementor of organizational strategies. Besides the observation that CEO locus of control seems to matter a lot in terms of explaining organizational performance in the present sample, our results demonstrate that an integrative approach increases our insight into the impact of CEO locus of control by revealing why some CEOs achieve higher organizational performance than others.
235 citations
TL;DR: In this paper, the authors argue that the cultivation of the entrepreneurial imagination is the singular most important contribution university business schools can make to the business community and argue that recourse to literature and the arts provides new avenues for exploring relational patterns and frames of understanding, as well as the micro-logics of perceptual organization, necessary for cultivating a critical sensitivity to hidden assumptions and subtle relationships in social situations.
Abstract: This paper argues that the cultivation of the ‘entrepreneurial imagination’ is the singular most important contribution university business schools can make to the business community. Instead of the prevalent emphasis on the vocationalizing of business/management programmes in order to make them more ‘relevant’, university business schools should adopt a deliberate educational strategy that privileges the ‘weakening’ of thought processes so as to encourage and stimulate the entrepreneurial imagination. This requires a radical shift in pedagogical priorities away from teaching analytical problem-solving skills to cultivating a ‘paradigm-shifting’ mentality. This, in turn, requires that management academics themselves engage in the practice of what is termed here ‘intellectual entrepreneurship’. It is through this academic practice that management educators can become skilled in the art of crafting relationship between sets of apparently disparate ideas and of thus bringing alive the facts they are attempting to impart. Only when such facts are embellished and illuminated by a mind possessing an intimate sense for the power and beauty of ideas and the bearing of one set of ideas on another, can they become pregnant with meaning and therefore able to excite the entrepreneurial imagination. It is argued here that recourse to literature and the arts provides new avenues for exploring relational patterns and frames of understanding, as well as the micro-logics of perceptual organization, necessary for cultivating a critical sensitivity to hidden assumptions and subtle relationships in social situations which lend themselves to entrepreneurial interventions.
219 citations
TL;DR: This article explored approaches to equal opportunities through both established and novel theoretical perspectives, arguing that existing practice cannot fit neatly into the conventional distinctions between "sameness" and "difference" and explores the potential characteristics and strengths and weaknesses of equality initiatives based on the new theoretical perspectives.
Abstract: Recent interest in ‘managing diversity’ has reopened debates about forms of equality in the workplace. Approaches to equality developed in the 1970s and 1980s have been characterized as an attempt to ensure that if individuals bring the same abilities to work, or perform in the same way, they should receive the same access to jobs and employment benefits, regardless of social group membership. Managing diversity appears to be about a more positive valuing of difference. Benefits are seen to derive from different perspectives and approaches and these should be nurtured and rewarded rather than suppressed. Feminists have long argued about the extent to which women are the same as, or different from, men, and about the political consequences of adopting these positions. Recent theoretical developments have led to some novel solutions to this dilemma. These include asserting claims to both ‘sameness’ and ‘difference’, the deconstruction of ‘difference’, and the reconstruction of ‘sameness’ on women's terms. This paper explores approaches to equal opportunities through both established and novel theoretical perspectives. It argues that existing practice cannot be fitted neatly into the conventional distinctions between ‘sameness’ and ‘difference’, and explores the potential characteristics and strengths and weaknesses of equality initiatives based on the new theoretical perspectives.
TL;DR: The authors argue that the strategy field is too pluralistic and that the unfortunate consequences of excessive pluralism and eclecticism may be remedied by economics playing a larger role in the conversation of strategy researchers.
Abstract: This article links up with recent discussions of the strategy/economics nexus. In contrast to most of the proponents and opponents of economics in strategy thinking, a balanced pluralist perspective is adopted. According to this, a discipline should strike a balance between the generation of new theoretical alternatives and the selection among them. Applying this general idea, I argue that the strategy field is too pluralistic, and that the unfortunate consequences of excessive pluralism and eclecticism may be remedied by economics playing a larger role in the conversation of strategy researchers. This does not necessarily mean standard neoclassical economics or new industrial organization economics; evolutionary economics, for example, is a serious contender, too. the evolution of Michael Porter's thinking is used as a case for demonstrating some of the advantages and some of the dangers of economics in the strategy field, and for illustrating points about eclecticism and pluralism.
TL;DR: In this article, the authors examined the effect of career-oriented mentoring, ingratiation and their interaction term on the career success measures of salary, number of promotions received and career satisfaction.
Abstract: Underpinned by the growing recognition of influence processes or a careerist orientation in the determination of career success, this study examined the effect of career-oriented mentoring, ingratiation and their interaction term on the career success measures of salary, number of promotions received and career satisfaction. Data were obtained through structured questionnaires from graduate employees (N= 432) working full-time in Hong Kong. Results of the ordinary least-squares regression analyses revealed a non-significant effect of career-oriented mentoring, ingratiation and their interaction term on salary. Career-oriented mentoring was, however, significantly positively related to number of promotions received and career satisfaction. Although the results reinforced the dominance of the traditional determinants of career success, the significant effect of career-oriented mentoring on two of the career success measures may help to paint a more realistic picture of the process of career success in organizations. Limitations of the study, directions for future research and implications of the findings are discussed.
TL;DR: In this article, it is argued that a plausible alternative to the hypothesis that industry structure matters is a hypothesis that (holding demand constant) individual firm differences are the most important determinant of firm profitability.
Abstract: This paper is concerned with exploring the degree to which industry structure determines firm performance. Most of the business policy literature follows Porter in arguing that industry structure has an important influence on firm level profit rates. the arguments contained in this paper take a counter position. It is argued that a plausible alternative to the hypothesis that industry structure matters is the hypothesis that (holding demand constant) individual firm differences are the most important determinant of firm profitability.
TL;DR: In this article, the authors extended the analysis of high commitment management (HGM) reported in a previous Journal of Management Studies article (Wood and Albanese, volume 32, number 2) by examining its linkage to payment systems and examined whether changes in payment systems are made as managements attempt to heighten their use of HCM.
Abstract: This paper extends the analysis of high commitment management (HGM) reported in a previous Journal of Management Studies article (Wood and Albanese, volume 32, number 2) by examining its linkage to payment systems. It opens with an overview of what the literature on HCM portrays as the pay systems that are most compatible with it. Then it reports research, based on data from a representative sample of manufacturing plants in the UK, which examines what pay systems in practice are used in conjunction with HCM. It also assesses whether, as we might expect, plants using piecework and individual bonuses are less likely to adopt such an approach. Finally, the paper examines whether changes in payment systems are made as managements attempt to heighten their use of HCM.
Contrary to the claims of many writers, there is no systematic association between the use of HCM and the use of performance or contingent pay systems, such as merit pay and profit-sharing schemes. the study does, however, show that those plants in which merit pay is paid as a permanent increase in the basic wage are likely to have higher levels of HCM (and rates of change in it) than are those in which merit pay is simply paid as a bonus. Individual bonus systems appear to be associated with plants which are not pursuing high commitment management to any great extent. Finally, the research shows that for the period 1986 to 1990 payment system changes in British manufacturing, though highly varied, tended to be introduced in association with a greater use of HCM and not introduced as a substitute for this. Moreover, the research suggests that these were lagging other changes, rather than leading them.
TL;DR: The relationship between the management guru and manager is further explored with an analysis of the rhetorical techniques employed by the two leaders of the re-engineering movement, Michael Hammer and James Champy as mentioned in this paper.
Abstract: Conventional explanations of the enormous popularity of management gurus have centred on the need for managers to find relatively quick and simple solutions to their organizations' complex problems and the gurus' adeptness with marketing technology to promote these solutions. A few writers have also recognized the role that management gurus play in responding to managers' needs to make sense of themselves. Management gurus appeal to the manager's social or externally directed esteem needs by legitimating and celebrating the manager's role in society. the spiritual and charismatic quality of the gurus' work resonates with the manager's personal or internally driven needs by providing a sense of hope and purpose.
The relationship between the management guru and manager is further explored with an analysis of the rhetorical techniques employed by the two leaders of the re-engineering movement, Michael Hammer and James Champy. Adopting a dramatistic or dramaturgical perspective, I describe how these writers skilfully manipulate the managers'sense of themselves to provide a compelling rationale for launching or supporting a re-engineering initiative within their organizations. the inherent dramatic appeal of the re-engineering process is an important reason for the movement's phenomenal popularity and, paradoxically, its lack of universal success.
TL;DR: For example, this article found that firms that are better able to avoid crisis events have top-management teams with a higher level of functional team heterogeneity, higher education levels, shorter organizational tenures, and more tenure heterogeneity.
Abstract: Highly interactive, tightly coupled, high-risk technological systems have introduced the potential for catastrophic events. Although many people consider crises and disasters to be inevitable, our results suggest that firms that are better able to avoid crisis events have top-management teams with a higher level of functional team heterogeneity, higher education levels, shorter organizational tenures, and more tenure heterogeneity. These characteristics serve as proxies for deeper underlying cognitive processes such as more complex thinking, quality decision making, dialectical inquiry, and multiple perspectives in solving potential catastrophic problems. These cognitive and social processes appear to be successful in addressing interactive complexity in high-risk technologies, and may be associated with fewer faulty assumptions about firms' vulnerability to crises. In addition, firms whose top managers' time and energy is devoted to managing acquisition and divestment activities are more likely to experience crisis events. Highly diversified firms emphasizing financial and bureaucratic controls appear to develop threat-rigidities, a lack of firm specific knowledge, and decreased information processing capabilities making them increasingly vulnerable to systemic crisis events.
TL;DR: This paper explored the relationship between organizational context and the interpretation of strategic issues by examining the hypothesis that CEOs' interpretations of foreign investment in the USA are influenced by the organizational context in which they are embedded.
Abstract: This paper explores the relationship between organizational context and the interpretation of strategic issues by examining the hypothesis that CEOs' interpretations of foreign investment in the USA are influenced by the organizational context in which they are embedded. Three aspects of organizational context - the global business experience of the firm; the firm's level of organizational inertia (as represented by firm age and size); and the resources available for responding - are examined as predictors of CEOs' perceptions of foreign investment as a threat or an opportunity. Analysis of data from 320 organizations, controlled by industry, shows that global business experience, firm size, and perceived capability are significant predictors of the perception of threat and opportunity. the discussion addresses the implications of these findings for future research on issue interpretation and organizational context.
TL;DR: In this paper, the authors used data on six local government services to test the NPM hypothesis that there is a negative relationship between scale and performance and found that the smallest local units are the best performers.
Abstract: New public management (NPM) arguments on strategy and structure suggest that performance is enhanced if large organizations are disaggregated into smaller units. the NPM perspective reflects the views of public choice theorists who claim that big organizations are unresponsive to public needs, inefficient and fail to achieve their formal goals. These arguments have underpinned many recent changes in the structure of public services at both central and local levels.
This paper uses data on six local government services to test the NPM hypothesis that there is a negative relationship between scale and performance. Five dimensions of performance are analysed: service coverage, quality, speed of provision, efficiency, and administrative effectiveness. Scale is measured through indicators of service output, caseload and needs. the impact of scale is tested in multivariate statistical models which control for other potential influences on variations in performance across local authorities.
Only around half of the statistical evidence suggests that the smallest local units are the best performers. In addition, even when performance does decline with scale, this trend is reversed in the very largest units. Thus, contrary to NPM arguments, the biggest organizations are seldom the poorest performers.
TL;DR: In this paper, the authors present evidence on the nature of inter-firm relations in the UK engineering construction industry in the 1980s and 1990s and show that management contractors have so far predominantly adopted the low-trust route to improved performance.
Abstract: There is a growing body of literature that suggests that advanced economies are experiencing an economic restructuring such that the engines of economic development are smaller, more independent, firms acting in an increasingly cooperative manner. In assessing whether the UK economy is actually experiencing such a shift in inter-firm relations, the paper firstly assesses the existing evidence. This evidence suggests the continued dominance of large firms and only limited and uneven movements away from a low-trust system. Secondly, the paper presents evidence on the nature of inter-firm relations in the UK engineering construction industry in the 1980s and 1990s. the research shows considerable improvement in performance against schedule associated with the emergence of management contractors. Management contractors can improve performance either by adopting a high-trust route in which they seek to make overall efficiency gains by integrating design and construction, or by adopting a low-trust route in which they seek to reduce scope for opportunism by rigidifying design, and by passing on risk. Evidence is presented which shows that management contractors in the UK have so far predominantly adopted the low-trust route to improved performance. Cumulatively, the evidence suggests the dominance of the ‘top down’ control of inter-firm relations in the UK.
TL;DR: In this article, the authors argue that the underrepresentation of engineers in management is a symptom not the root cause of the problem, which lies in the split between technical and managerial expertise at the enterprise level.
Abstract: Many commentators have attributed the poor performance of British manufacturing to the ‘under-representation’ of engineers in management, and have proposed policies for bringing more engineers into management so as to develop a technologically oriented management culture. This paper argues that the under-representation of engineers in management is a symptom not the root cause of the problem, which lies in the split between technical and managerial expertise at the enterprise level. Based on a comparative analysis of engineers’ work roles and the relationship between technical and managerial functions in British and Japanese electronics firms, the paper argues that the mechanistically structured organization systems in the British firms generate a vertical polarization between technical and managerial roles, inhibit knowledge sharing and lead to the gross under-utilization of engineers in product development. A technologically oriented management cannot simply be achieved by getting more engineers into management. It requires, instead, organizational restructuring and changes in work practices to enable a better integration between technical and managerial expertise.
TL;DR: In this article, the authors make a contribution to the critical literature on management and, more particularly, to the critique of managerialism through a consideration of the hitherto neglected writing of Simone Weil (1909−43) on management, work and organizations.
Abstract: This paper seeks to make a contribution to the critical literature on management and, more particularly, to the critique of managerialism. This is achieved via a consideration of the hitherto neglected writing of Simone Weil (1909–43) on management, work and organizations. Following an introduction to this work, attention is focused on Weil's notion of oppression, and detailed consideration is given to the conceptualization of management as a form of oppression. the bulk of the paper elaborates the significance of Weil's work for the critique of contemporary forms of managerialism. In particular, the development of new forms of managerial expertise, and the phenomenon of self-management, are analysed as forms of oppression. It is suggested that Weil offers the basis of a non-relativist post-Marxist form of ethically grounded critique in the field of management studies.
TL;DR: In this paper, the authors report the findings of a multimethod comparative case study of this relationship in four organizations from the hotel and retail sectors in Zimbabwe, focusing on the differences between centralized organizations where unit operations are tightly regulated and decentralized organisations where unit operating autonomy is coupled with performance controls.
Abstract: Having demonstrated the absence in the literature of an adequate conceptual treatment or empirical examination of the substantive relationship between managerial work, managers’ role expectations and forms of organizational structure, the paper reports the findings of a multimethod comparative case study of this relationship in four organizations from the hotel and retail sectors in Zimbabwe. Focusing on the differences between centralized organizations where unit operations are tightly regulated and decentralized organizations where unit operating autonomy is coupled with performance controls, the findings indicate that organizational structure impinges primarily upon the formal management division of labour, more weakly upon the role expectations surrounding unit managers and in only limited ways upon their work activities, with the effect of organizational differences co-existing with and refracted by common work characteristics and inter-industry differences. Although decentralization gave rise to unit manager jobs with more formal autonomy, broader responsibilities, greater pressure to attend to unit performance rather than monitoring work processes, and an obligation to operate in more complex networks, managers were no more free of constraints than were those in more centralized organizations and operated in similar ways, with an emphasis on day-to-day administration and routine staffing matters.
TL;DR: In this paper, the authors use case study and survey evidence to explore the transition within the supply chain relationship, from a customer "demands" model and hence to "supplier development".
Abstract: Collaborative relationships between firms have been growing in importance, including ‘partnerships’ between customers and suppliers. Institutional economists and sociologists have different views on the origins, character and consequences of partnership, and the nature of this debate is outlined, as well as the implications for the reality of ‘partnership’ and its role in the diffusion of business practice. Against this background we use case study and survey evidence to explore the transition within the supply chain relationship, from a customer ‘demands’ model and hence to ‘supplier development’. Supplier development can be seen as an aid to risk reduction, particularly where it involves management control system development in the supply organization.
The partnership implications for the human resource management (HRM) function are explored. Supply-side partners are likely to be involved increasingly with activities that will underpin the alliance (for example, training, cultural change and removal of industrial relations obstacles to change). These indirect effects may be supplemented by direct involvement by the HRM specialists in the customer organization, especially where partnership development places strong reliance on the human resource dimensions of the two organizations. Examples of this form of development are discussed.
This evidence is assessed in terms of the different disciplinary approaches discussed at the outset. What emerges most strongly is that although ‘partnership’ is used to describe many inter-firm relationships, many of these are very unequal and are recognized to be so, but in other cases evolutionary steps can be taken to reduce the risks involved and lead to apparently equitable alliances. Within this risk reduction process, the role of human resources appears to be of varying importance.
TL;DR: This article argued that the discussion of business ethical problems should be vocal, reciprocating, issues-oriented, rational, imaginative, and honest, and argued that these characteristics should also apply to the discussions within the strategic control process if the process is not to be dysfunctional.
Abstract: Most current writers on strategic control, whether from the rational planning or processual schools, agree on the importance of dialogue and debate between the interested parties to the control process. This is particularly so when strategic control is regarded in a ‘warning bell’ sense, responding to a signal that all is not going according to plan, rather than as a behavioural constraint or as an element of agency theory practice. This paper advances a normative framework for ensuring the effectiveness of such discussions based on Bird's notion of a ‘good conversation’. Bird argued that the discussion of business ethical problems should be vocal, reciprocating, issues-oriented, rational, imaginative, and honest. It is argued here that these characteristics should also apply to the discussions within the strategic control process if the process is not to be dysfunctional.
TL;DR: In this article, the interaction between firms' diversification strategy and internal capabilities is examined and it is shown that firms that were actively pursuing diversification do not have equal intention to adopt the technologies.
Abstract: This study analyses technological expansion by examining the interaction between firms' diversification strategy and internal capabilities. We argue that when new technologies emerge, firms that were actively pursuing diversification do not have equal intention to adopt the technologies. For firms that possess internal capabilities similar or relevant to the new technologies, their diversification strategy facilitates technological expansion, otherwise diversification strategy negatively affects technological adoption. This study improves our understanding on technological expansion. Existing studies try to identify organizational characteristics that facilitate or impede firm entry into new technological fields. This research reveals that the same organizational characteristic (e.g. diversification strategy) can exhibit different effects on technological adoption. It facilitates technological expansion if firms' existing capabilities can be applied to new technologies, otherwise it impedes new technological adoption.
TL;DR: In this paper, a framework of principles, strategies and tactics concerning how dysfunctional emotional behaviour of others can be managed effectively at work is presented. But the meaning of the term emotional behaviour is discussed and the issue of how emotional behaviour can be recognized is addressed.
Abstract: Although much has been written about the different skills of managing people in work organizations there is a paucity of research and theorizing regarding a particular activity managers are often required to perform: that of dealing with the emotional behaviour of others. This paper aims to integrate research from clinical, social and occupational psychology with personal experience as a psychotherapist and management consultant to develop a framework of principles, strategies and tactics concerning how dysfunctional emotional behaviour of others can be managed effectively at work. the meaning of the term emotional behaviour is discussed and the issue of how emotional behaviour can be recognized is addressed. Five principles for managing dysfunctional emotional behaviour are outlined and strategies for the management of three common emotions (anger, anxiety, depression) are proposed, as well as consideration given to some specific tactics which illustrate how these principles and strategies can be implemented. Finally, guidelines concerning the management of different kinds of emotional reactions and the impact of organizational culture and emotional climate upon emotional behaviour are discussed along with the training implications of this framework.
TL;DR: In this paper, the authors suggest that the study of attempts to secure HQ level change may now be of increasing significance and suggest where further descriptive work needs to take place, and propose a medium-term research agenda that can be tested in the field.
Abstract: 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 gather such evidence as is already available about the nature and extent of HQ level change; to assess the strengths and weaknesses of the extant literature; to suggest where further descriptive work needs to take place; and (2) in explanatory terms, to build some initial and alternative organizational and managerial theories that could inform the study of HQ change; to propose a medium-term research agenda that can be tested in the field.
TL;DR: In this paper, the authors argue that the 1970s were dominated by a materialistically based form of historicism in which economic, technological and organizational imperatives were deemed to drive the evolutionary dynamics, trajectories and outcomes of institutional and organizational transformation.
Abstract: This paper advances the argument that a particular form of culturally, rather than materialistically, based historicism dominated organization and management studies in the 1980s. the 1970s were dominated by a materialistically based form of historicism in which economic, technological and organizational imperatives were deemed to drive the evolutionary dynamics, trajectories and outcomes of institutional and organizational transformation. In sharp contrast, the 1980s witnessed the rise of culturally or ideationally based forms of historicist thought and analysis in which the explanatory and political significance of factors located in a society's or organization's ‘material base’ were substantially downgraded in favour of variables embedded in their ‘ideological superstructures’. the paper traces the emergence, progress and implications of this cultural historicism in relation to four distinct, but interrelated discourses - enterprise, flexibility, quality and human resource management. It also suggests that this analysis raises a number of fundamental theoretical and methodological issues concerned with three different approaches to the study of the interconnections between intellectual and institutional change in ‘late’ or ‘post’-modern societies - that is, the history of ideas, the sociology of knowledge, and technologies of government. the paper concludes with the argument that each of these broad approaches needs to be brought into clearer theoretical and methodological alignment in order to develop a more subtle and sophisticated understanding of the dynamics of, and elective affinity between, intellectual and institutional change. It also suggests that this need for a clearer theoretical alignment between these three approaches will become particularly pressing in the 1990s as an alternative discourse of citizenship emerges to challenge the ideological hegemony of the discourse of enterprise with its roots in cultural historicism.
TL;DR: In this article, the authors take an alternative approach by considering the processes by which firms, large and small, internationalize and the way they sustain overseas activity at different stages of their internationalization.
Abstract: Internationalization is often seen as posing distinctive human resource problems that are difficult to overcome. This paper takes an alternative approach by considering the processes by which firms, large and small, internationalize and the way they sustain overseas activity at different stages of their internationalization. It does so by reference to six challenges faced by firms in the course of internationalization. the result is to highlight continuities and regularities between international human resource management and the creation of an effective domestic organization, along with common underlying processes and skills centred on networking, teams and organizational learning.
It is argued that this shifts attention from the specific tasks of the human resources function to more broadly defined human resource activities and processes which affect the growth of firms internationally. Secondly, it helps firms to think more positively about becoming international and to address relevant skills. Thirdly, it identifies appropriate activities, tasks and situations that business schools need to provide as part of an international management education.
However, the paper also recognizes that internationalization involves specific differences between domestic and international business management. A number of these are rooted in country-specific institutional factors which human resource management, the function, has to address. While processes may be common, knowledge is context-bound.