Книги

This paper aims to explain the dynamics of interpersonal relationships in a matrix organization in order to offer clues for understanding the roadblocks in building a modern network organization. The emphasis on interpersonal dynamics is not new after all it was a central concern of human relations school but systematic research has been scarce. With the advances in social network analysis pioneered by Burt (1982) it became possible to take a fresh view on interpersonal dynamics in organizations.

Some researchers have pointed out that the mere formation of an alliance is not sufficient guarantee for the achievement of its potential benefits. During its implementation, the behaviour of the companies will play a key role for the appropriate development of the relationship. Through a case study methodology of research, the authors analyse why in some agreements a more cooperative relationship is reached among the partners than in others. The authors tried to advance in the knowledge about the determinant factors of the partners behaviour in both international and domestic strategic alliances. A theoretical model related to the determinant factors of the cooperative behaviour is the major result of this paper.

Undertaking a review of the literature is an important part of any research project. The researcher both maps and assesses the relevant intellectual territory, in order to specify a research question, which will further develop the knowledge base. However, traditional 'narrative' reviews often lack rigour, and in many cases are not undertaken as genuine pieces of investigatory science. Consequently they can lack a means for making sense of what the collection of studies is saying. These reviews can be biased by the researcher and often lack rigour. Further, the use of reviews of the available evidence to provide insights and guidance for intervention into the operational needs of practitioners and policy-makers has largely been of secondary importance. For practitioners making sense of a mass of often contradictory evidence has become progressively harder. The quality of evidence underpinning decision making and action has been questioned, for inadequate or incomplete evidence seriously impedes policy formulation and implementation. In exploring ways in which evidence-based management reviews might be achieved, the authors evaluate the process of systematic review used in the medical sciences. Over the last 15 years medical science has attempted to improve the review process by synthesising research in a systematic, transparent and reproducible manner with the twin aims of enhancing the knowledge base and informing policy making and practice. This paper evaluates the extent to which the process of systematic review can be applied to the management field in order to produce a reliable knowledge stock and enhanced practice by developing context sensitive research. The paper highlights the challenges in developing an appropriate methodology.

The overall picture of change effectiveness is rather gloomy. The change environment presented in terms of two general dimensions: power distance and uncertainty. The authors revealed and described the four generic change failures: leadership failure, negotiation failure, registration failure and action-planning failure. In conclusion the authors presents three major reasons for change failures: fail to see that their environment is changing; fail to apply the right strategies in view of the organizational environment so even the correct assessment of the environment and the selection of the correct strategy can lead to change failure.

The focus of this paper is on discussing the modularity concept through an in-depth and critical analysis of the wide literature on the subject. The identification of three main streams of research, which most of the literature can be inserted in, will be finally used to propose a conceptual reading of the process of modularisation in its main stages and dynamics.

This report presents a synthesis of the main findings of the OECD project on National Innovation Systems. This project has spanned some seven years and three phases of project implementation. It was carried out under the auspices of the Committee for Scientific and Technological Policy (CSTP) and its working party on Technology and Innovation Policy (TIP). The synthesis covers the full project, but concentrates on the most recent outcomes. It is based mainly on the work of three Focus Groups which undertook analytical work on three areas in the last phase of the project: Clusters, innovative firms and networks, and human resource mobility. The Focus Groups have reported their work in a series of OECD proceedings published during the summer and fall of 2001. The NIS approach rests on the interactive model of the innovation process that puts an emphasis on market and non-market knowledge transactions among firms, institutions and the human resources involved. Innovation performance depends on the scope and efficiency of such transactions, themselves influenced by framework conditions governing capital, products and labour markets and by institutional set ups and policy actions addressing market and systemic failures specific to knowledge transactions.