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Mahoney, Patrick F. - In: Management Decision 31 (1993) 4

Suggests that risk managers may have an important role to play in protecting the resources of a company′s overseas … subsidiary, which may be subject to higher levels of non‐business risk than home‐based operations. Advises such managers to …

Persistent link: https://www.econbiz.de/10014934885

Don’t Shoot the Pianist

Hoare, Dermot O’S. - In: Management Decision 31 (1993) 7

leaders and managers achieve results demonstrates the use of opposing managing behaviour and also indicates two quite separate … power bases: leaders deriving their authority from within their group, managers externally. Proposes a new “overlap” model … identities: identities exhibiting radically different behavioural styles – leaders flexible and open, managers controlling and …

Persistent link: https://www.econbiz.de/10014934886

The importance of information

Kaye, David - In: Management Decision 33 (1995) 5, pp. 5-12

&D department. Discusses the factors which condition managers′ use of information, viz. managers′ roles and tasks; decision …

Persistent link: https://www.econbiz.de/10014934891

Toward a theory of collaboration for evidence-based management

HakemZadeh, Farimah; Baba, Vishwanath V. - In: Management Decision 54 (2016) 10, pp. 2587-2616

managers. The integration of research and organizational knowledge in the form of an SR that provides decision support to a …

Persistent link: https://www.econbiz.de/10014935653

Towards a path dependence approach to study management innovation

Rosario Perello‐Marin, M.; Marin‐Garcia, Juan A.; … - In: Management Decision 51 (2013) 5, pp. 1037-1046

Purpose – Scholars in social sciences tend to use the term of path dependence without explaining exactly what they mean by it. Path dependence is a useful approach to understand the success or otherwise of the implementation of management innovation. The aim of this paper is to identify under...

Persistent link: https://www.econbiz.de/10014935892

Differences between inter- and intra-group dynamics in knowledge transfer processes

Nakauchi, Motohiro; Washburn, Mark; Klein, Kenji - In: Management Decision 55 (2017) 4, pp. 766-782

-group transfer. This study establishes key differences in KT between and within organizational groups, demonstrating that managers …

Persistent link: https://www.econbiz.de/10014935918

Entrapment – Every Manager’s Nightmare

Plant, John L. - In: Management Development Review 7 (1994) 3, pp. 3-5

Suggests that one reason for the failure of many businesses during the first ten years could be due to management inflexibility. It has been discovered that escalating commitment and “blinkered vision” have been the cause of many disasters. Suggests that the use of devil′s advocacy may...

Persistent link: https://www.econbiz.de/10014936534

From Vision to Reality through Values

Kenny, Tom - In: Management Development Review 7 (1994) 3, pp. 17-20

The need for managers to develop a vision for their unit/ organization is increasingly viewed as a vital part of their …

Persistent link: https://www.econbiz.de/10014936537

Why Use the Outdoors?

Yeadon, Wendy - In: Management Development Review 7 (1994) 3, pp. 27-29

Suggests that outdoor activities should be part of a training programme as, by using practical activities which emphasize process rather than task, people consider parallel situations at work and become more motivated to change their approach to different jobs. This flexibility can be cost...

Persistent link: https://www.econbiz.de/10014936539

How to Be a Good Coach

Barry, Tom - In: Management Development Review 7 (1994) 4, pp. 24-26

employees, but also on the ability of managers to change their role accordingly in order to guide and support these individuals …

Persistent link: https://www.econbiz.de/10014936544