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Articles 1 - 8 of 8
Full-Text Articles in Organizational Behavior and Theory
A Critical Examination Of The Relationship Between The Use Of Gatekeepers, Trust, And Organisation Knowledge-Sharing, Deogratias Harorimana Dr
A Critical Examination Of The Relationship Between The Use Of Gatekeepers, Trust, And Organisation Knowledge-Sharing, Deogratias Harorimana Dr
Dr Deogratias Harorimana
This thesis critically examines the relationship between gatekeepers, trust, and an organisation’s knowledge sharing. The research applied mixed methods with the case study approach. In this research the concept ‘gatekeeper’ is widely used to represent a class of those who are part of a knowledge management strategy; they collect information and knowledge and contextualise this before they can share it with the rest of the members of the organisation’s knowledge networks - within the formal and informal organisation. In this study, it was found that there was a strong relationship between the openness of a given firm, as regards its …
Can Middle Managers Make A Telling Contribution To Strategy Development In An Organisation, Tony Kealy
Can Middle Managers Make A Telling Contribution To Strategy Development In An Organisation, Tony Kealy
Other resources
The role of the middle manager in organisations has been the topic of much research over the past number of decades. Many articles have been published claiming the potential for middle managers to contribute significantly to strategic development. This research attempts to test the validity of this theory with a practical grounding. This research is based on a qualitative study involving semi-structured interviews with four managers in different organisations. The project relies on established typologies for middle management involvement in strategy and middle management activity depending on organisational type.
Repairing An Organization’S Image In Times Of Crises: What Strategies To Use When?, Augustine Pang, Benjamin Meng-Keng Ho, Nuraini Malik
Repairing An Organization’S Image In Times Of Crises: What Strategies To Use When?, Augustine Pang, Benjamin Meng-Keng Ho, Nuraini Malik
Research Collection Lee Kong Chian School Of Business
The image repair theory has been described as the “dominant paradigm for examining corporate communication in times of crises” (Dardis & Haigh, 2009, p. 101). While the theory, which posits five major strategies and 14 sub-strategies, has been applied extensively, a fundamental question remains: What strategies should be used when? Through meta-analysis of the image repair studies, we examine the persuasiveness/effectiveness in the use of different strategies. This study addresses the call by Haigh and Brubaker (2010) to conduct more studies to understand the use of strategies across different crisis types with a view to providing a template to equip …
Strategic Decision-Making In High Velocity Environments: A Theory Revisited And A Test, Kevin Clark, Christopher J. Collins
Strategic Decision-Making In High Velocity Environments: A Theory Revisited And A Test, Kevin Clark, Christopher J. Collins
Christopher J Collins
[Excerpt] A decade ago, Eisenhardt (1989) proposed a model of strategic decision-making speed for firms facing high-velocity environments. This theory, while important at the time, has become even more relevant to the strategy-making bodies of firms in the entrepreneurial millennium. The model differed in important ways from much of the existing literature on decision-making speed (Frederickson and Mitchell, 1984; Janis, 1982; Mintzberg, et al., 1976; Nutt, 1976). Eisenhardt's ideas were based on a series of inductive case studies of eight firms competing in the fast-paced micro-chip industry. As such, it was an important theory-building effort in a central area of …
Aligning Strategy And Talent In Creative Professional Service Firms, Deirdre Mcquillan, Pamela Sharkey Scott, Vincent Mangematin
Aligning Strategy And Talent In Creative Professional Service Firms, Deirdre Mcquillan, Pamela Sharkey Scott, Vincent Mangematin
Articles
Purpose: Reliance on individual talent and motivation renders creative Professional Service Firms (PSFs) highly dependent on their ability to attract and mobilise the right individuals. This paper builds an integrated framework showing firstly how creative industry PSFs can differ in their strategy for growth, and secondly how these alternative strategies for growth can influence the firm’s approach to organising and the type of talent required. Design/methodology/approach: Findings are based on a series of interviews with managing directors, senior management and practitioners of architectural organisations in a single country, combined with an extensive literature review. Findings – Our framework illustrates how …
The Environment As A Multi-Dimensional System:, Murray Hunter
The Environment As A Multi-Dimensional System:, Murray Hunter
Murray Hunter
Traditional approaches to management have been mechanistic, grounded in the belief that one is in control within an environment that can be manipulated through a firm forming objectives, strategies, and actions through organizations. In addition strategic planning has viewed the environment in a very structured way, for example a situational audit and SWOT analysis2 and it wasn’t until Porter developed the competitive forces model that the environment became the centre of strategy. These kinetic metaphors portray an organization as one embedded with a belief that it has an internal locus of control with the ability to manipulate forces within the …
The Evolution Of Business Strategy, Murray Hunter
The Evolution Of Business Strategy, Murray Hunter
Murray Hunter
Before the 1960s, strategy was referred to as “generalship”, “the art of war” and being concerned about managing army campaigns1. Strategy was first used in the conduct of business in the early 1960s by Chandler2, who developed strategic concepts along the thoughts of the industrial economics school3, business policy, and into a prescriptive model with objectives set by the management group which utilized defined strategies to attempt achieving their goals in what was termed corporate strategy.
Strategic Discourse Across Organizational Meetings:Towards A Systems Perspective., Brendan K. O'Rourke, Martin Duffy
Strategic Discourse Across Organizational Meetings:Towards A Systems Perspective., Brendan K. O'Rourke, Martin Duffy
Conference Papers
Strategic Discourse across Organizational meetings: Towards a Systems Perspective Abstract This paper presents a tentative theoretical conception of how organizational meetings may be viewed as a system rather than as individual events. Perspectives from process metaphysics(Langley and Tsoukas, 2010), meso-discourse analysis (Alvesson and Karreman, 2000, 2011) and systems thinking (von Bertalanffy, 1969) are adopted, to explore and expand the theoretical resources available to conceptualise a ‘system of meetings’. The primary data draws from 130+ hours of recorded meeting proceedings, spanning 58 meeting events, from multiple sub-groups within a medium sized company.