Business Commons^™

The Role Of Power In Organizational Corruption: An Empirical Study, David Jancsics, István Jávor

Publications and Research

This article concerns the extent to which corrupt behavior is dependent on the organizational power structure and the resources available for illegal exchange. This qualitative study is based on 42 in-depth interviews with organizational actors in different organizations in Hungary. Four core themes emerged from the analysis of the interviews: (a) isolated corruption at the bottom, (b) the middle level’s own corruption, (c) “technicization” when middle-level professionals and expert groups are used to legalize the corruption of the dominant coalition, and (d) “turning-off controls” when organizational elites intentionally deactivate internal and external controls to avoid detection.

Ethical Issues In Knowledge Management: Conflict Of Knowledge Ownership, Isabel D. W. Rechberg, Jawad Syed

Publications and Research

Purpose: This paper reviews ethical issues inherent in the theorisation and practice of knowledge management (KM) with specific attention to the conflict of knowledge ownership between organisations and individual employees.

Design/methodology/approach: Relevant literature was identified and reviewed via EBSCO host and ISIWeb.

Findings: The paper notes that knowledge, although rooted in individuals, is often claimed or treated as owned by organisations, creating a conflict of knowledge ownership. The paper argues that such an approach to appropriation and management of knowledge leads to tension in knowledge processes between organisations and individuals, and also among individuals. This situation may, in turn, jeopardise …

Master Talk: Assessing The Crime Decline: Did Bids Play A Role?, Jeremy Travis

Publications and Research

No abstract provided.

The Intellectual And Curricular Spaces Of Knowledge Studies, Jay H. Bernstein

Publications and Research

The words “knowledge” and “information” are sometimes used interchangeably, but the connection between them is complex and problematic. Knowledge is a mental product gained from engaging with information. All educational subjects, scholarly disciplines, occupations, and activities produce knowledge as well as information. Because libraries encompass potentially all subjects, professional vision in librarianship would benefit from an examination of knowledge that transcends the methods and topical concerns of individual disciplines. An interdisciplinary (or transdisciplinary) framework in which to view knowledge was pioneered in the post-Sputnik age by Fritz Machlup and Michael Polanyi. Their insights have stimulated scholars to develop research, publications, …

Women, Leadership, And Transformation In Africa: A Study Of Social And Structural Factors Affecting Women’S Participation, Decision-Making Processes And Leadership Capabilities In Nigeria, Remi Alapo

Publications and Research

No abstract provided.

Conflict And Globalization: Factors Affecting Innovative Women's Leadership In Nigeria, Remi Alapo

Publications and Research

No abstract provided.

Expert: Reasons For Debt Partly Cultural, Aldemaro Romero Jr.

Publications and Research

No abstract provided.

Working With The Plateaued Employee, Janet Butler Munch

Publications and Research

As supervisors, middle managers may observe employees who have lost interest in their work, have become demotivated, or seem to be in a rut. This phenomenon can happen to even the most productive employees. Managers can help mitigate negative aspects by supporting their librarians, and helping them to make self-enhancing decisions for their continual professional growth and development.

A Fashion Paradox: Reflective Thinking For Fashion Forecasting, Alyssa Dana Adomaitis

Publications and Research

No abstract provided.

Making Change Happen In The Middle (Approaches To Innovation For Library Middle Managers), Robert Farrell

Publications and Research

This paper seeks to provide library managers with a theoretical framework for thinking about how change is effected by those in middle management positions. Starting from the principles that change takes place within socio-culturally bounded contexts and is most successful when approached indirectly, two scenarios characteristic of many situations requiring change middle managers commonly face are then put forward. Following each scenario, a possible solution or path towards change is advanced in order to provide the reader with models for putting into practice the theoretical ideas presented. A methodology that combines theoretical frameworks and practical scenarios is adopted in order …