Book Review of African Virtue Ethics Traditions for Business and Management Edited by Kemi Ogunyemi
About: This article is published in Journal of Business Ethics.The article was published on 2021-04-19. It has received None citations till now. The article focuses on the topics: Business ethics & Virtue ethics.
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TL;DR: The concept of balanced scorecard was introduced by Robert S. Kaplan and David P. Norton as mentioned in this paper to measure performance from three additional perspectives: customers, internal business processes, and learning and growth.
Abstract: for competition that is based on information, their ability to exploit intangible assets has become far more decisive than their ability to invest in and manage physical assets. Several years ago, in recognition of this change, we introduced a concept we called the balanced scorecard. The balanced scorecard supplemented traditional fi nancial measures with criteria that measured performance from three additional perspectives – those of customers, internal business processes, and learning and growth. (See the exhibit “Translating Vision and Strategy: Four Perspectives.”) It therefore enabled companies to track fi nancial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they would need for future growth. The scorecard wasn’t Editor’s Note: In 1992, Robert S. Kaplan and David P. Norton’s concept of the balanced scorecard revolutionized conventional thinking about performance metrics. By going beyond traditional measures of fi nancial performance, the concept has given a generation of managers a better understanding of how their companies are really doing. These nonfi nancial metrics are so valuable mainly because they predict future fi nancial performance rather than simply report what’s already happened. This article, fi rst published in 1996, describes how the balanced scorecard can help senior managers systematically link current actions with tomorrow’s goals, focusing on that place where, in the words of the authors, “the rubber meets the sky.” Using the Balanced Scorecard as a Strategic Management System
5,251 citations
TL;DR: This article defines team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork.
Abstract: In this article we examine the meaning of team process. We first define team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork. We then advance a taxonomy of team process dimensions synthesized from previous research and theorizing. a taxonomy that reflects our time-based conceptual framework. We conclude with implications for future research and application.
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TL;DR: In this article, the authors present a theory of groups, which takes a more molarperspective on groups than has often been the case in group research, and gives special emphasis to temporal processes in group interaction and task performance.
Abstract: This article presents a theory of groups. The theory takes a more molarperspective on groups than has often been the case in group research. It gives special emphasis to temporal processes in group interaction and task performance. The three main sections of the article present the theory as a series of propositions about the nature of groups, temporal processes in group behavior, and temporal aspects of interaction, respectively. The final section presents brief comments on some implications and potential applications of the theory.
1,057 citations
TL;DR: In this article, the authors proposed that narrowly focused teamwork processes load onto three higher-order teamwork process dimensions, which in turn load onto a general teamwork process factor, and concluded that the three intermediate-level teamwork processes are positively and strongly related to cohesion and potency.
Abstract: Drawing from Marks, Mathieu, and Zaccaro (2001), we proposed that narrowly focused teamwork processes load onto 3 higher-order teamwork process dimensions, which in turn load onto a general teamwork process factor. Results of model testing using meta-analyses of relationships among narrow teamwork processes provided support for the structure of this multidimensional theory of teamwork process. Meta-analytic results also indicated that teamwork processes have positive relationships with team performance and member satisfaction, and that the relationships are similar across the teamwork dimensions and levels of process specificity. Supplemental analyses revealed that the 3 intermediate-level teamwork processes are positively and strongly related to cohesion and potency. Results of moderator analyses suggested that relationships among teamwork processes and team performance are somewhat dependent on task interdependence and team size.
786 citations
TL;DR: In this paper, the authors investigate the contribution of narrative approaches to the understanding of organizations and processes of organizing, and evaluate their contribution to substantive areas of organization theory in relation to an ongoing tension between story and science, and conclude by contemplating some of the criticisms and the future of narrative research.
Abstract: Given the rapid expansion of narrative approaches in management and organization theory in recent years, this paper investigates the contribution of this literature to the understanding of organizations and processes of organizing. The paper tells the story of the development of narrative approaches in organizational theory. Narrative's contribution to substantive areas of organization theory is evaluated. These developments are then reviewed in relation to an ongoing tension between story and science. We conclude by contemplating some of the criticisms, and the future, of narrative research.
485 citations