The paper examines the contribution to strategy by chairmen and non-executive directors in large UK companies. The collective label of `part-time board member' is used to refer to individuals performing these roles. The paper asks `how, if at all, do part-time board members influence strategy in...

This paper analyses the emergence of new organizational forms across Europe. These new organizational forms include features such as flattened organizational hierarchies, a reliance on task forces and teams instead of rigid compartmentalisation, the use of elaborate internal IT systems and...

Much writing in the field of strategic management remains an exercise in comparative statics. Cross-sectional research designs are combined with the static metaphors of contingency thinking to analyse the fit between the positioning and resource base of the firm and its performance in differing...

This paper addresses three weaknesses in the literature on new organizational forms: the limited mapping of the extent of contemporary organizational change; confusion about how contemporary changes link together; and the lack of systematic testing of the performance consequences of this kind of...

Recent writing on contemporary organisations is suggestive of extensive moves to create more responsive and flexible firms. Such claims often rest on studies of exceptional organisations or atypical sectors. Drawing on large-scale surveys of organisational innovations in Europe and Japan, this...

This article presents several studies that examine organizational change. The authors note that certain issues should be addressed when examining the studies including an examination of the multiple contexts and levels of analysis in studying organizational change, the inclusion of time,...

If the duty of the intellectual in society is to make a difference, the management research community has a long way to go to realize its potential. The Starkey and Madan (2001) report is a useful entry point into the debate about what kind of management research, but it defines the issues too...

The fourth of our ‘Crosstalk: Interviews and Transatlantic Exchanges’, hosted by the European Management Journal and the Academy of Management Executive, features Andrew Pettigrew of Warwick University and Donald Hambrick of Columbia University, New York, two academics well-steeped in...

This paper explores the determinants of performance of research groups in the context of the emergence of knowledge as a key intangible asset. It focuses specifically on how best to configure knowledge producers for optimal effectiveness in the current research environment. It explores the...