Всего публикаций в данном разделе: 6
Опубликовано на портале: 10-01-2003Jeanette Wetterstom
This paper concerns a certain way of approaching and analysing the practice of management in terms of performance and theatrical events. It discusses a theatrical mode of communication, and aims at exploring the dividing line between public/private within managerial practices and procedures. A manager presents him or her self in public. Here some concepts and insights are brought from the discipline of theatre studies, and analogously, management is regarded as performative acts and as managerial styles are becoming expressed through series of actions. The aim of the paper is first and foremost to discuss a methodological framework for applying theatre studies to management research (for example, costume design, lighting effects, dramaturgy of events), and to discuss some illustrating examples.
Managing Knowledge and Action in Organizations; Towards a Behavioral Theory of Organizational Learning [книги]
Опубликовано на портале: 28-05-2008Max Visser
Current theories of organizational learning tend to concentrate on the mental states of organization members. Knowledge management is a good example in case. In this article a number of objections are raised against this emphasis on mental variables, elaborated in a critical analysis of the concept of knowledge management. As an alternative, a behavioral theory of organizational learning is presented, based on the work of Bateson, Weick and Skinner. Central concepts in this theory are proto-learning and deutero-learning, which are outlined in general terms and applied to organization and management.
Опубликовано на портале: 05-01-2003Anne Kleemola
The aim of this study was to develop a methodology for companies operating in supplier networks that need improving and also for new ventures starting in the business that could find the competitive advantage of networking. This paper describes methods for developing a supplier network with the help of the strategic supply chain positioning matrix combined with the benchmarking process. The methodology is applicable both to mature existing companies and new ventures. In the implementation phase it is also possible to consider the view of several different stakeholders. The empirical results illustrate the applicability of the methodology in mature companies.
Опубликовано на портале: 05-01-2003Julia Connell, John Nolan
Performance appraisal and managing performance are they one and the same or fundamentally different? The first suggests a reactive stance while the second indicates proactivity. Although effective performance management has been touted as the key lever for change that may boost individual and team accomplishment in organisations, the results will be limited if it is a case of old wine in new bottles. Specifically, the preliminary results of two case studies indicate that performance management systems operate in the same way as old performance appraisals. Some interviewees perceived that knowing how to play the corporate game was as important as performing well. Those who play the game well, were perceived as advancing in the organisation, while those who performed but did not play the game were left confused about their performance, and subsequently, their future. Initial data analysis suggests that if managers want to introduce more innovative ways of managing performance, the solution could be in the level and frequency of informal feedback occurring between managers and employees.
Опубликовано на портале: 25-12-2002E.Grifell Tatje, Pilar Marques Gou
This paper proposes the assessment of sustained superior performance by means of two measures called Static Performance and Dynamic Performance. The first evaluates the attained superior performance, and the second gauges its sustainability over time. This proposal builds primarily on the fact that, under the strategic management perspective, a firm's prevalent objective is the pursuit of sustained superior performance. Three basic conceptual dimensions stem from this objective: relativity, sign dependence, and dynamism. They serve as the foundation to the two performance measures presented. In contrast to the measures and methods in extant literature, our proposal provides: (i) a dynamic approach by considering the progress or regress in performance over time; and (ii) a cardinal measurement of performance differences and its changes over time. The paper also develops an axiomatic framework that any measure of strategic performance should comply to be theoretically and managerially sound. Finally, an empirical application to the Spanish banking sector during 1987-1999 is used to illustrate the measures.
Опубликовано на портале: 11-12-2002Thomas Mannarelli
Archival interviews with 76 popular musicians were content-analyzed for statements about motivation, individuation and attributions of success and failure. Creativity was judged separately by consensual ratings from experts. Results show that although no differences were found in expressions of intrinsic motivation, creative musicians were less motivated to receive extrinsic rewards than uncreative musicians. Creative musicians were also more likely to individuate their products from the products of their peers, but were no more likely to personally individuate themselves. Finally, creative musicians were more likely to display positive illusion tendencies, attributing successes internally and failures to external causes.