Max H. Boisot, Ian C. MacMillan, and Kyeong Seok Han
- Published in print:
- 2007
- Published Online:
- January 2008
- ISBN:
- 9780199250875
- eISBN:
- 9780191719509
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250875.003.0003
- Subject:
- Business and Management, Knowledge Management
It is possible to identify two distinct yet complementary epistemological paths to knowledge development. The first one is holistic and field dependent, and builds on the concept of plausibility, and ...
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It is possible to identify two distinct yet complementary epistemological paths to knowledge development. The first one is holistic and field dependent, and builds on the concept of plausibility, and this path is associated with an entrepreneurial mindset. The second is object-oriented and builds on the concept of probability; this path can be associated with the managerial mindset. This book discusses the idea that both managerial and knowledge management practices have emphasized the second path at the expense of the first. To restore the balance, knowledge management needs to develop processes and tools associated with scenarios and real options — that will allow it to operate credibly in possible and plausible worlds, so as to extract value from them. The book proposes a systems framework for thinking through the nature of such tools.Less
It is possible to identify two distinct yet complementary epistemological paths to knowledge development. The first one is holistic and field dependent, and builds on the concept of plausibility, and this path is associated with an entrepreneurial mindset. The second is object-oriented and builds on the concept of probability; this path can be associated with the managerial mindset. This book discusses the idea that both managerial and knowledge management practices have emphasized the second path at the expense of the first. To restore the balance, knowledge management needs to develop processes and tools associated with scenarios and real options — that will allow it to operate credibly in possible and plausible worlds, so as to extract value from them. The book proposes a systems framework for thinking through the nature of such tools.
Miriam Erez and P. Christopher Earley
- Published in print:
- 1993
- Published Online:
- October 2011
- ISBN:
- 9780195075809
- eISBN:
- 9780199854912
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195075809.001.0001
- Subject:
- Business and Management, Finance, Accounting, and Banking
The focus of this book is the development and application of a middle-range theory of culture, self-identity, and work behaviour. According to the authors' self-representative theory, three ...
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The focus of this book is the development and application of a middle-range theory of culture, self-identity, and work behaviour. According to the authors' self-representative theory, three components are relevant to an individual's work behaviour: cultural and situational characteristics, cognitive representation of the self, and managerial practices and techniques used in an organisation. Culture is viewed as a shared knowledge structure that results in decreased variability in individual interpretation of stimuli. The self is viewed as a dynamic interpretive structure that shapes an individual's interpretation of social milieu. Managerial practices influence work behaviour, and in this book the focus is on how these practices relate to the components of culture and the self. A final chapter provides a number of specific recommendations for how organisations might consider structuring their environment and managerial practices in order to match culture–self interaction.Less
The focus of this book is the development and application of a middle-range theory of culture, self-identity, and work behaviour. According to the authors' self-representative theory, three components are relevant to an individual's work behaviour: cultural and situational characteristics, cognitive representation of the self, and managerial practices and techniques used in an organisation. Culture is viewed as a shared knowledge structure that results in decreased variability in individual interpretation of stimuli. The self is viewed as a dynamic interpretive structure that shapes an individual's interpretation of social milieu. Managerial practices influence work behaviour, and in this book the focus is on how these practices relate to the components of culture and the self. A final chapter provides a number of specific recommendations for how organisations might consider structuring their environment and managerial practices in order to match culture–self interaction.
Ethel Brundin and Leif Melin
- Published in print:
- 2012
- Published Online:
- May 2012
- ISBN:
- 9780199639724
- eISBN:
- 9780191738661
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199639724.003.0015
- Subject:
- Business and Management, Organization Studies
This chapter describes and discusses managerial practices and their implications for family-owned firms that are governed by the special family ownership logic. Applying a strategy as practice ...
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This chapter describes and discusses managerial practices and their implications for family-owned firms that are governed by the special family ownership logic. Applying a strategy as practice perspective, the study shows that strategy is formed in the day-to-day interaction between family firm owners and managers (family and non-family) in both formal and informal arenas. Such a perspective also involves the human aspect of managerial practices, and reveals that the emotions of strategic actors may have a significant effect on strategic outcomes. The study concludes that the emotional aspect of managerial practices is central in both the research of strategy work and to in its practice.Less
This chapter describes and discusses managerial practices and their implications for family-owned firms that are governed by the special family ownership logic. Applying a strategy as practice perspective, the study shows that strategy is formed in the day-to-day interaction between family firm owners and managers (family and non-family) in both formal and informal arenas. Such a perspective also involves the human aspect of managerial practices, and reveals that the emotions of strategic actors may have a significant effect on strategic outcomes. The study concludes that the emotional aspect of managerial practices is central in both the research of strategy work and to in its practice.
Richard B. Freeman and Kathryn L. Shaw (eds)
- Published in print:
- 2009
- Published Online:
- February 2013
- ISBN:
- 9780226261942
- eISBN:
- 9780226261959
- Item type:
- book
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226261959.001.0001
- Subject:
- Economics and Finance, International
In recent years, globalization and the expansion of information technologies have reshaped managerial practices, forcing multinational firms to adjust business practices to different environments and ...
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In recent years, globalization and the expansion of information technologies have reshaped managerial practices, forcing multinational firms to adjust business practices to different environments and domestic companies to adjust to their foreign competitors. This book examines the phenomenon of widespread differences in managerial practices across firms, establishments within firms, and countries. This volume brings together eight studies that combine qualitative and quantitative insider analysis of business practices such as the use of teams, incentive pay, lean manufacturing, and quality control, revealing the elements that determine which practices are adopted and why. The book aims to offer a much-needed model for measuring the productivity and performance of international firms in a fast-paced global economy.Less
In recent years, globalization and the expansion of information technologies have reshaped managerial practices, forcing multinational firms to adjust business practices to different environments and domestic companies to adjust to their foreign competitors. This book examines the phenomenon of widespread differences in managerial practices across firms, establishments within firms, and countries. This volume brings together eight studies that combine qualitative and quantitative insider analysis of business practices such as the use of teams, incentive pay, lean manufacturing, and quality control, revealing the elements that determine which practices are adopted and why. The book aims to offer a much-needed model for measuring the productivity and performance of international firms in a fast-paced global economy.
Ruth Harris
- Published in print:
- 1991
- Published Online:
- October 2011
- ISBN:
- 9780198202592
- eISBN:
- 9780191675430
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198202592.001.0001
- Subject:
- History, British and Irish Modern History, History of Science, Technology, and Medicine
This book examines the French debate over crime and madness in the fin de siècle. The author argues that psychiatric theories of human behaviour and new sociological interpretations of crime combined ...
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This book examines the French debate over crime and madness in the fin de siècle. The author argues that psychiatric theories of human behaviour and new sociological interpretations of crime combined to undermine the traditional foundations of the penal system and helped to shape the new science of criminology. Traditional notions of free will and moral responsibility were eroded as new and often draconian strategies evolved from managerial practices developed mainly by medical men. The book offers a detailed examination of the radical politique criminelle they devised. Through a series of case studies, the author looks specifically at discussions of feminine hysteria and women's sexuality; male alcoholism and racial degeneration; crimes of passion; crowd violence; and revolutionary politics.Less
This book examines the French debate over crime and madness in the fin de siècle. The author argues that psychiatric theories of human behaviour and new sociological interpretations of crime combined to undermine the traditional foundations of the penal system and helped to shape the new science of criminology. Traditional notions of free will and moral responsibility were eroded as new and often draconian strategies evolved from managerial practices developed mainly by medical men. The book offers a detailed examination of the radical politique criminelle they devised. Through a series of case studies, the author looks specifically at discussions of feminine hysteria and women's sexuality; male alcoholism and racial degeneration; crimes of passion; crowd violence; and revolutionary politics.
Freeman Richard B. and Shaw Kathryn L.
- Published in print:
- 2009
- Published Online:
- February 2013
- ISBN:
- 9780226261942
- eISBN:
- 9780226261959
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226261959.003.0001
- Subject:
- Economics and Finance, International
This book examines the phenomenon of widespread differences in managerial practices across firms, establishments within firms, and countries. Taking the shocks of globalization and information ...
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This book examines the phenomenon of widespread differences in managerial practices across firms, establishments within firms, and countries. Taking the shocks of globalization and information technology and national labor relations regulations as exogenous, this book examines several questions that lie at the heart of ongoing debate about how firms contribute to economic growth and the degree to which national customs or regulations impede or spur growth-augmenting improvements in productivity. The first part of the book reports on studies of the practices and productivity across firms that operate in broadly similar markets and thus should face similar technological and market constraints and problems while operating in the United States and other advanced countries. The second part of the book examines practices and productivity within multinational firms when they operate in different countries. A large variation among establishments across countries is found, which some multinationals seem to reduce or even virtually eliminate within their own business.Less
This book examines the phenomenon of widespread differences in managerial practices across firms, establishments within firms, and countries. Taking the shocks of globalization and information technology and national labor relations regulations as exogenous, this book examines several questions that lie at the heart of ongoing debate about how firms contribute to economic growth and the degree to which national customs or regulations impede or spur growth-augmenting improvements in productivity. The first part of the book reports on studies of the practices and productivity across firms that operate in broadly similar markets and thus should face similar technological and market constraints and problems while operating in the United States and other advanced countries. The second part of the book examines practices and productivity within multinational firms when they operate in different countries. A large variation among establishments across countries is found, which some multinationals seem to reduce or even virtually eliminate within their own business.
Agatha C. Hughes and Thomas P. Hughes (eds)
- Published in print:
- 2000
- Published Online:
- August 2013
- ISBN:
- 9780262082853
- eISBN:
- 9780262275873
- Item type:
- book
- Publisher:
- The MIT Press
- DOI:
- 10.7551/mitpress/9780262082853.001.0001
- Subject:
- Philosophy, Philosophy of Science
After World War II, a systems approach to solving complex problems and managing complex systems came into vogue among engineers, scientists, and managers, fostered in part by the diffusion of digital ...
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After World War II, a systems approach to solving complex problems and managing complex systems came into vogue among engineers, scientists, and managers, fostered in part by the diffusion of digital computing power. Enthusiasm for the approach peaked during the Johnson administration, when it was applied to everything from military command and control systems to poverty in American cities. Although its failure in the social sphere, coupled with increasing skepticism about the role of technology and “experts” in American society, led to a retrenchment, systems methods are still part of modern managerial practice. This book charts the origins and spread of the systems movement. It describes the major players—including RAND, MITRE, Ramo-Wooldrige (later TRW), and the International Institute of Applied Systems Analysis—and examines applications in a wide variety of military, government, civil, and engineering settings. The book is international in scope, describing the spread of systems thinking in France and Sweden. The story it tells helps to explain engineering thought and managerial practice during the last sixty years.Less
After World War II, a systems approach to solving complex problems and managing complex systems came into vogue among engineers, scientists, and managers, fostered in part by the diffusion of digital computing power. Enthusiasm for the approach peaked during the Johnson administration, when it was applied to everything from military command and control systems to poverty in American cities. Although its failure in the social sphere, coupled with increasing skepticism about the role of technology and “experts” in American society, led to a retrenchment, systems methods are still part of modern managerial practice. This book charts the origins and spread of the systems movement. It describes the major players—including RAND, MITRE, Ramo-Wooldrige (later TRW), and the International Institute of Applied Systems Analysis—and examines applications in a wide variety of military, government, civil, and engineering settings. The book is international in scope, describing the spread of systems thinking in France and Sweden. The story it tells helps to explain engineering thought and managerial practice during the last sixty years.
