bluuebunny/crossref_metadata_2025_split huggingface dataset:
A discourse analysis of the disciplinary power of management coaching
Authors: Ellerup Nielsen Anne , Nørreklit Hanne 
Published: December 2009

PurposeThe purpose of this paper is to analyse the control assumptions embedded in some textbooks on management coaching with a view to uncovering the potentialities and constraints applying to the individual's self‐realisation project.Design/methodology/approachBy means of a qualitative discourse analysis of selected works on management coaching, the paper examines the rhetorical articulation of the management coaching concept in terms of established discourses of managing and controlling the individual.FindingsAs a result of the findings, the paper categorises the management coaching literature into two types: employee and executive coaching, respectively. It demonstrates that employee coaching seems to involve action control and direct monitoring, while executive coaching involves control of the spirit as well as results/achievements, thereby generating tight constraints on the individual's self‐realisation project. It concludes that coaching can be a stronger disciplining technique than control by numbers.Originality/valueThe paper provides insight into how writing on management coaching may help to construct power structures and social relationships reflected in society. There have been other studies analysing, for example, how performance measurements produce power structures and social relationships, but to the best of one's knowledge none of these has focused on management coaching – nor have they drawn on discourse analysis, which allows one to discern the social orders of popular management practices.
Anti‐corporate activist anger: inappropriate irrationality or social change essential?
Authors: Simola Sheldene K. 
Published: December 2009

PurposeThe purpose of this paper is to identify the false distinction often drawn in both philosophy and social movement research between rationality of thought and the emotion of anger. By demonstrating that anger may represent something other than irrationality, the adequacy of common management responses to anti‐corporate activist anger is questioned.Design/methodology/approachDominant western perspectives, in which anger is negatively constructed as a socially inappropriate irrationality in need of control, are contrasted with alternative viewpoints in which anger is conceptualized as an essential political mechanism through which judgments of injustice occur. Consonance between the latter view and “framing processes”, through which anger enters into social movements, is demonstrated.FindingsNegative social constructions of anger reflected in corporate strategies for managing anger may serve important political functions, including suppression of moral agency and judgments of injustice among those who are disfranchised.Practical implicationsIn order to validate citizen claims to moral equality, worth and community membership, managers should engage in authentic dialogue to openly evaluate and either agree on or challenge claims of injustice. Managers should also proactively involve peripheral (disfranchised) stakeholders in order to understand and incorporate their perspectives into sustainable and just business models.Originality/valueAlthough anger has long been recognized as a central feature of anti‐corporate activism, it has received almost no scholarly attention. The false distinction often drawn between anger and rationality is described and, based on this, the adequacy of common corporate strategies for managing activist anger are questioned.
Sustainable development: a vague and ambiguous “theory”
Authors: Pesqueux Yvon 
Published: December 2009

PurposeThe notion of “sustainable development” has had a short and tumultuous history, including a departure from economic reductionism by focusing on a multidimensional aspect and addressing the issues of its scope across many disciplines. It has become a project enabling a rethinking of capitalism based on the concept of a reformed type of capitalism. The purpose of this paper is to study this issue.Design/methodology/approachThe paper is based on the following arguments: the presentation of sustainable development as a “vague” theory, an empirical proof of this vagueness with regard to corporate actions whose justification is based around the notion of sustainable development, and finally the ambiguities of the notion.FindingsThe notion of sustainable development raises the question of an apparent consensus on its correlates: solidarity, responsibility, equity, etc. It tends to establish a protean sense of the firms' responsibility, particularly the larger ones. The largely political dimension of the notion has today consequences on its usage. Sustainable development as addressed in the firm tends to take on the dimension of a management issue, which is likely to persist due to its larger political dimension.Originality/valueThe paper provides insight on the catch‐all dimension of the notion and its appealing rhetorical character and bases the ambiguity related with references to an “in‐between.” On the institutional level, it refers to a social and fair economy that stands arguably in between the state and the market. On the methodological level, it refers to heuristics of fear and hope.
Is an ethical society possible?
Authors: Isaac Mostovicz E. , Kakabadse Nada K. , Kakabadse Andrew 
Published: December 2009

PurposeThe purpose of this paper is to outline concepts that can build an ethical society.Design/methodology/approachThe paper examines selected literature on citizenship through the lens of theory building‐blocks. It identifies the role of leadership in society and its importance in developing society into an ethical one.FindingsThe paper distinguishes between a ruler, which is defined socially as a hierarchical position, and a leader, which describes a personal quality and is embedded in psychology. Leadership is a developmental process, which is based on the type of choice a leader makes, which implies that two good options are always available from which to select. Nevertheless, one should make choices in accordance with his worldview, looking for affiliation (i.e. the Theta worldview), or looking for achievement (i.e. the Lambda worldview). Consequently, the choices leaders make for societal activities have to fit their own worldview. Pursuing the fit between one's worldview and planned societal or citizenship activities ensures that society continuously improves its ethical behaviour. The paper concludes with examining the meaning of citizenship and the state in modern times.Research limitations/implicationsBeing a theory‐based exploration, the paper does not provide empirical examples of how this theory might be applied in practice.Originality/valueThe paper fills a gap in explaining why current theories could not provide an ethical theory of citizenship. It follows by distinguishing between the definitions of a ruler and a leader. In addition, it questions the viewing of a state as a long‐term entity.
Regional cooperation towards trans‐country natural gas market
Authors: Shukla P.R. , Dhar Subash 
Published: December 2009

PurposeIndia began gas imports since 2004 through liquified natural gas (LNG) route. Imports through trans‐country gas pipelines could help in bringing gas directly into the densely populated Northern part of India, which are far from domestic gas resources as well as coastal LNG terminals. The purpose of this paper is to report scenarios, which quantify the impacts for India of regional cooperation to materialize trans‐country pipelines. The analysis covers time period from 2005 to 2030.Design/methodology/approachThe long‐term energy system model ANSWER‐MARKAL is used for the analysis.FindingsTrans‐country pipelines could deliver direct economic benefit of US$310 billion for the period 2010‐2030. Besides these, there are positive externalities in terms of lower greenhouse gas emissions and improved local environment, and enhanced energy security. However, the benefits are sensitive to global gas prices as higher gas prices would reduce the demand for gas and also the positive externalities from using gas.Practical implicationsTrans‐country pipelines are of great importance to India as they add 0.4 per cent to gross domestic product over the period besides yielding positive environmental externalities and improved energy security.Originality/valueQuantification of benefits from trans‐country pipeline proposals till 2030.
Effective market monitoring for surveillance of the Indian electricity market
Authors: Bajpai Prabodh , Niwas Singh Sri 
Published: December 2009

PurposeThe purpose of this paper is to introduce a prospective market monitoring system (MMS) for surveillance of Indian power market using a set of new market monitoring indices.Design/methodology/approachIt is necessary for the system regulators and policy makers to identify the potential market power and find ways to mitigate them to improve the market efficiency. The simple way to curb market power is the capping of bidding price to several times the average price of electricity. However, this approach is not ideal as it could mask the real market trading situation. The best way for the regulator is to identify which particular generators are exercising market power and deal with them individually.FindingsIdentification of major activities under MMS and effectiveness of new market indices have been established through quantitative analysis.Practical implicationsThe MMS will provide in‐time warning signals and identify the suppliers taking maximum unfair advantage which needs intense scrutiny by monitoring unit.Originality/valueVery few works have discussed detail market monitoring issues for the markets those are in their early stages of development like Indian electricity market. Indian Energy Exchange as a first power exchange in India became operative from June 2008, therefore, it is very important to develop an effective MMS.
Informal markets for electricity: economics of lighting for hawkers in India
Authors: Singh Anoop 
Published: December 2009

PurposeThe purpose of this paper is to investigate the economics of supplying energy needs for illumination requirements by hawkers using alternatives like compact fluorescent lamps battery lamps, liquefied petroleum gas mantle lamps or supply from mini‐grids supported by local diesel generators. Further, the prevailing business models like the lamp rental and the mini‐grid models, which epitomise informal electricity markets, are also analysed.Design/methodology/approachThree localities in Kanpur city are identified and data on techno‐economic characteristics of illumination options used by hawkers are collected. To compare the available options with varying capital life‐span, equivalent annual cost approach is utilized. This is used to calculate the levelised cost of 1 kiloWalthour energy used for providing illumination.FindingsThe daily user cost of illumination ranges from Rs 6.1 to 17 (for four hours) across the four existing models studied in the paper. This translates to Rs 31.3 to 312.5 per kWh of electricity use. The technology choice by hawkers is influenced by lack of initial capital and inconvenience associated with cheaper options than overall economics of the alternative option is found.Practical implicationsThe paper highlights the absence of financial and institutional intervention that can help significantly reduce the cost of electricity access by such users and also help adoption of greener options like solar lanterns or solar battery bank charging stations. A practical solution may include a greater role of micro‐finance institutions. Greater awareness and capacity building needs of local entrepreneurs as well as of end‐users also need attention.Originality/valueThis is perhaps one of the few attempts to unravel the informal electricity markets in India and help identify issues that need attention so as to address needs of millions of consumers at the margin of the electricity grid in the country.
Improvisation and agile project management: a comparative consideration
Authors: Leybourne Stephen A. 
Published: December 2009

PurposeThe purpose of this paper is to examine two aspects of the increasing body of research in the field of project management, namely improvisational working and agile project management (APM).Design/methodology/approachThis is a comparative paper, considering the extant literature on improvisational working within projects and APM. The paper is essentially conceptual, and concludes with a comparative table of constructs, and their segregation into components and outputs. The growth in the recognition of improvisation as a useful addition to the armoury of the project manager stems from the shift that is taking place within the body of project knowledge generally, in that historically the greater proportion of the project management literature has been the epitome of planning in the prescriptive mode, but that a shift has taken place over the last decade or so towards a more behavioural, and as a result of this, a less structured and more improvisational focus. The second area of scrutiny within this paper seeks to position the limited emerging literature on APM within the wider project literature, and to examine overlaps and commonalities with improvisational working within projects.FindingsCommon areas across the two working styles are exposed and documented, and there is analysis of recent attempts to combine them with more traditional models. Linkages with complexity theory and complex adaptive systems are also briefly addressed.Practical implicationsThere is growing awareness amongst practitioners of the potential benefits of improvisational working and “agile” methods, and some potential benefits are identified.Originality/valueThis paper moves further from the “traditional” project‐based paradigm of “plan – then execute”, offering insights into potential emerging best practice for practitioners in some organisational contexts.
Systematising knowledge management in projects
Authors: Davidson Paul , Rowe Jillian 
Published: December 2009

PurposeThe purpose of this paper is to provide a practicable systems‐based approach to knowledge management (KM) in a project environment, to encourage organisations to unlock the value in their review processes. It relies on knowledge capture and storage at decision review points, to enrich individual, team and organisational learning during the project life cycle. The project's phases are typically represented horizontally with deliverables (objectives) or project “promises” as the desirable outcomes. The purpose of this paper is to give expression through introducing a vertical dimension to facilitate the KM process. A model is proposed that conceptualises project‐specific knowledge drawing on and feeding into the organisation's knowledge management system (KMS) at tactical and strategic levels.Design/methodology/approachThis conceptual paper links concepts from systems theory with KM, to produce a model to identify, collate, and optimise project‐based knowledge and integrate it into the management process.FindingsThe application of the system theory approach enriches the knowledge generated by a project, and feeds it into the next phase of that project. At the same time, it contributes to the individual's and project team's KM, specifies possible courses of action, together with risks, costs and benefits and thus it expands the organisation's higher level KMS.Research limitations/implicationsThe concept suggests that the knowledge capture, storage and sharing process may best be undertaken holistically, in view of the systems relationships between the tasks. Systems theory structures this process. Research opportunities include studying the interfaces between levels of KM, in relation to the project's progress.Practical implicationsReconceptualisation of the project as a knowledge creation process may improve the project's progress as well as add to the individual's, project team's, and wider organisation's knowledge base. An example is given.Originality/valueThis paper illuminates the broader potential of under‐utilised opportunities in well‐known management approaches to add dimension to the business project, of knowledge creation, storage and sharing.
Coaching IT project teams: a design toolkit
Authors: Rezania Davar , Lingham Tony 
Published: December 2009

PurposeThe purpose of this paper is to provide a detailed explanation of a design toolkit for coaching project teams.Design/methodology/approachIt is first explained that approach to coaching teams using a measure that captures the real and ideal interactions for the 12 information technology (IT) project teams in this paper.FindingsBased on the analysis of data from the coaching sessions, characteristics of a design toolkit are proposed for coaching IT project teams.Research limitations/implicationsA more comprehensive picture of team learning that takes into account non‐measurable dimensions of interaction might be of value in the kernel theories. More cases are required to verify the design theory in other contexts.Practical implicationsProject managers and team leaders can benefit form this design toolkit to approach coaching their teams.Originality/valueThis approach complements current models of team coaching.
On productivity in project organizations
Authors: Blomquist Tomas , Wilson Timothy L. 
Published: December 2009

PurposeThe purpose of this paper is to look at the underlying unit cost considerations in project conduct at the firm level and an established business unit concept is extended to multi‐project organizations. The approach and background are described along with apparent implications.Design/methodology/approachThe methodology developed by Gold is extended to cover multi‐project organizations. The adaptation of the productivity network is demonstrated using a hypothetical case.FindingsThe focus of the paper is on demonstrating an approach. Generally, productivity in an organization is found not to be dictated by a single input, but by the multiplicative outcome of each together. In particular, the number of projects handled each year appears to be of strategic importance in productivity.Research limitations/implicationsThe paper is conceptual, so applicability depends upon the nature of the particular organization to which it is applied. Implications, of course, will depend upon the degree to which actual data match the model.Practical implicationsThe approach permits managers to get a handle on productivity in their organizations. It is particularly attractive insofar as it largely depends upon available accounting information for input. This paper seeks to fuel greater interest and debate by practitioners and project management academics about the topic.Originality/valueAlthough the paper is conceptual, the authors believe that it may among the first to quantitatively treat productivity in multi‐project organizations. The approach can be used to understand the productivity as well as some elements of effectiveness of multi‐project organizations.
Innovation and attitude
Authors: Brewer Graham , Runeson Goran 
Published: December 2009

PurposeThe purpose of this paper is to report upon a doctoral thesis within the context of temporary project organisations that was driven by the question: “what really influences decision makers when considering whether or not to adopt an innovation?” This paper describes the philosophy, methodology and findings of the study, and illustrates the usefulness of the findings for application in construction and other project‐driven industries.Design/methodology/approachThe attitude of decision makers is discernible in their behaviour, which is an observable phenomenon. It has been observed from outside using a Delphi study of “experts”, providing an etic perspective, and reported upon first‐hand through multiple in‐depth interviews with “experienced practitioners”, thereby providing an emic counterpoint. Both perspectives have been further abstracted to develop a synthesised model of the attitudinal profile of information and communication technology (ICT) decision makers in the construction industry.FindingsThe adoption of innovative ICT‐driven business practices by a firm is determined in large part by the attitude of the decision maker, which changes over time, in response to technological push and cultural pull. Moreover, attitudes can be mapped against three exogenous issues: human, business process and technological. At the heart of these lies a domain of endogenous issues that are personal and, therefore, unique to the individual decision maker. All of these issues have an intra‐firm and inter‐organisational dimension, and these vary in response to the context within which they are considered.Practical implicationsSuccessful use of ICT in a temporary project organisation context requires consideration and accommodation of the attitudes of the various project team members. This may entail preparatory auditing of trading partners using an appropriate diagnostic tool.Originality/valueThe attitude of decision makers has not previously been mapped in relation to ICT innovation adoption. Moreover, it is likely that with innovation‐specific modification the model will be applicable to other innovations deployed in a similar context.
Mechanisms of deviations: observations of projects in practice
Authors: Hällgren Markus 
Published: December 2009

PurposeThe purpose of this paper is to describe and summarize a PhD thesis that contributes to the understanding of how unexpected events (deviations) are handled. It explores the reality of project manager's attempts to address loosely coupled components of tightly coupled projects from a projects‐as‐practice approach.Design/methodology/approachResearch reported here is based upon a qualitative data gathering approach adopting an ethnographic research approach, gathering data from 12 weeks of participant observations, 59 interviews and studying supporting documentation with the offices under study. This approach is warranted by the projects‐as‐practice approach which puts emphasis on the situated actions.FindingsRather than reducing uncertainty, project management action through coping with deviations to expectations provides mechanisms that thrive on the uncertainty of the situation. Project managers can cope with unexpected deviations to plan in a logical and rigorous way that is currently poorly recognized as an official project management “skill”.Practical implicationsMore space for action is created to solve the specific deviation by enhancing the seriousness of the deviation. The longer the project manager is able to emphasize the structures of a deviation, the more time the project manager has to find a suitable solution.Originality/valueThere are two main areas of conclusion that are given attention. First, uncertainty is inherent in projects which can be used when dealing with deviations in projects because while all deviations do not have great consequences, they follow the same basic pattern when managed. Project management in this sense becomes the management of deviations. Second, in terms of the theory of loosely coupled systems, a practice‐based analysis has been largely missing in the project management literature. The study reported upon investigates and explains this inner life of loose coupling mechanisms.