The transformational leadership concept differentiates between instrumental motivation and normative commitment. The high motivation levels, the relative freedom given to junior officers, and the esprit de corps in infantry units in the Israeli Defence Forces (IDF) have made the concept of...

Argues that hierarchical level is frequently not given enough consideration in analysing managerial jobs. Describes the qualitative differences existing at the various hierarchical levels in terms of time‐span, task complexity, and mental capabilities required. Specifically argues that the...

This case study, of an intervention in a region of the Israeli water supply company, demonstrates that the application of well known management techniques such as MBO, performance appraisal and bonus schemes, affect not only the technical but also the cultural and political subsystems of the...

Purpose: The notion of tacit knowledge is mostly discussed with regard to experts’ knowledge (Sternberg et al., 1995). It is less discussed in the context of interpersonal interactions, which are very common in organizations and in certain occupations (e.g. negotiations and therapy). The...

Purpose: This paper aims to clarify the term “tacit knowledge” and suggests the “onion model” as a way to explore conceptually linked layers of tacit knowledge. The model allows the application of different methodologies to elicit tacit knowledge in each layer, the ability to infer...

Deals with the manager and the organization from the point of view of personal counselling of managers. Sharpens the different perspectives from which organizational counsellors may view the work of counselling, perspectives that are apt to lead to conflicts of perception between helping the...