bluuebunny/crossref_metadata_2025_split huggingface dataset:
Speaking about management education
Authors: Spender J.‐C. 
Published: January 2007

PurposeThe purpose of this paper is to examine the notion of management as a regulated profession and provide a critique of some of the recent critiques of the profession, noting from whence the profession has come and offering a number of alternative ways forward.Design/methodology/approachThe paper explores the notions of ownership and control of professional knowledge, at least as it relates to management, and considers how the profession might fare if it is seen in the light of metaphors other than the rational, scientific approaches.FindingsThe paper finds that management education has become professionalised around quasi‐scientific research methods and a regulated body of knowledge which is visibly distant from what managers usePractical implicationsThe future shape of management education and the place of B‐schools in that process hang on the decisions made about the ideas presented here.Originality/valueThis paper provides some interesting insights into the development of management as a regulated profession.
The eighteenth century antecedents of bureaucracy, the Cameralists
Authors: Jackson Michael 
Published: January 2007

PurposeThe purpose of this paper is to show that the master narrative of bureaucracy of Max Weber had deep roots in the development of public administration in Germany.Design/methodology/approachOne nearly forgotten predecessor of Weber's was Johann Gottlob von Justi, an eighteenth century Cameralist. This paper compares his work with Weber in order to shed new light on the evolution of the theory and practice of bureaucracy.FindingsBy taking von Justi as representative of Cameralism in general, the paper finds that there is in his work about half of the criteria of Weber's concept of bureaucracy as the rule‐bound application of rules. Although Cameralism focused on economic regulation, it was political science rather than economics (where it is usually dismissed as an inferior version of mercantilism), for it constantly stressed political control of the economy and the use of administration and management to achieve that control. It was political science in a second sense, too, in that it supposed that there was an underlying analytic order to the world to be discovered by scientific investigation and study. The unique historical circumstance of the dispersion of German‐speaking Middle Europe both provided the stimulus for Cameralism and ensured its failure.Research limitations/implicationsOf course, there is more to Cameralism that just one writer, and that limitation needs to be recalled. It would be timely to investigate further the development of administration in early modern Europe.Originality/valueThe scant research literature on Cameralism means that the comparison with Weber is seldom, if ever, made.
Timeless advice: Daniel Defoe and small business management
Authors: Hamilton R.H. , Hamilton Patricia L. 
Published: January 2007

PurposeDaniel Defoe, best known as the author ofRobinson Crusoe, was also an early entrepreneur who late in his life published a business text calledThe Complete English Tradesman.The purpose of this paper is to argue thatThe Complete English Tradesmanshould be given renewed consideration as an early predecessor to the great works in management literature.Design/methodology/approachThe paper compares the content found inThe Complete English Tradesmanwith topics and content typically found in modern small business management texts.FindingsThe paper finds considerable overlap between Defoe's advice and modern small business management principles. Besides the overall relevant content, the paper also finds unique insights offered by Defoe that could be applied by the modern small business entrepreneur. The paper presents possible reasons why Defoe's work is not widely known today.Research limitations/implicationsDefoe's work may be reflective of the general eighteenth‐century entrepreneurial climate. There may be other related sources of interest, as well as potential parallels between the eighteenth‐century climate and the modern entrepreneurial environment.Practical implicationsA timeless core set of actions may be essential for entrepreneurial success.Originality/valueThis is the first research to compare Defoe's work explicitly with modern small business management theory or practice.
British management theory and practice: the impact of Fayol
Authors: Smith Ian , Boyns Trevor 
Published: January 2007

PurposeThe purpose of this paper is to examine the impact of Fayol's ideas on both British management thought and practice.Design/methodology/approachThe paper presents a schematic which seeks to illustrate the links between the various strands of scientific management theory, especially that of Fayol, in Britain between the 1920s and the 1960s/1970s and, for the same period, the links between the theory and practice of scientific management. The links indicated in the schematic are assessed first through an examination of the development of British management thought, in particular the exemplification of Fayol's ideas by Lyndall Fownes Urwick and the British neoclassical school. Using archival evidence from a small number of engineering companies, the impact on practice of the ideas of Fayol and other aspects of scientific management is then examined.FindingsThe paper concludes that, while Fayol's theoretical influence has stood the test of time, his impact on practice was much more limited.Originality/valueBy focusing on the historical impact on practice of management theory, this paper not only provides a basis for future research by business and management historians, but also throws light on the relevance for practice of theory, an issue of relevance for all theoreticians and management practitioners.
Mary van Kleeck, Taylorism and the control of management knowledge
Authors: Nyland Chris , Heenan Tom 
Published: January 2007

PurposeMotivated by the call of the Congress for Industrial Organizations (CIO) for greater labour involvement in management (a call informed by the principles of the Taylor Society), US business launched a crusade in 1944 under the banner, “The Right to Manage”. The purpose of this paper is to extend earlier explorations of the ideas that inspired the leaders of the CIO.Design/methodology/approachThrough examining the work of the neglected feminist, and labour and social activist, Mary van Kleeck, the paper shows how the ideas concerning the democratisation of management, and the determination of decision making by knowledge, not profit, evolved into Taylorism's principal tenets.FindingsThe paper finds that an analysis of Mary van Kleeck's work helps explain why many of the ideas that prevailed among inter‐war Taylor Society members deeply disturbed employers, while concomitantly enthusing the CIO.Originality/valueThis paper redresses the view of scientific management's history that misleadingly stresses the initial hostility between Taylor's circle and organised labour, which has become entrenched in management folklore and accepted as axiomatic within the discipline, while ignoring the subsequent commitment of Taylor and the Taylor Society to management democratisation.
Maslow: man interrupted: reading management theory in context
Authors: Dye Kelly , Mills Albert J. , Weatherbee Terrance 
Published: January 2007

PurposeThis paper aims to build on recent work in the field of management and historiography that argues that management theorizing needs to be understood in its historical context.Design/methodology/approachFirst, the paper attempts to show how a steady filtering of management theory and of the selection and work of management theorists lends itself to a narrowly focused, managerialist, and functionalist perspective. Second, the paper attempts to show how not only left‐wing ideas, but also even the rich complexity of mainstream ideas, have been “written out” of management accounts. The paper explores these points through an examination of the treatment of Abraham Maslow in management texts over time.FindingsThe paper's conclusion is a simple one: management theory – whether mainstream or critical – does a disservice to the potential of the field when it oversimplifies to a point where a given theory or theorist is misread because sufficient context, history, and reflection are missing from the presentation/dissemination.Originality/valueThis paper highlights the importance of reading the original texts, rather than second or third person accounts, and the importance of reading management theory in the context in which it was/is derived.
Strategy in the Battle of Britain and strategic management theory
Authors: Grattan Robert F. 
Published: January 2007

PurposeThe purpose of this paper is to compare the strategy formulation process recorded as being used during the Battle of Britain with concepts from current management theory.Design/methodology/approachThe approach to the topic is through the medium of a case study. An account is given of the events in the battle, based on a variety of sources, and various management theories are then used in comparison.FindingsThe paper concludes that it was the strategic thought, or lack of it, that was the root cause of the German failure. The theories of strategic thinking; strategy formation; strategic change; and business level strategy are considered in turn in the context of the German side of the battle. The dominance of Hitler in the strategy formulation process is considered a disadvantage. Although the Luftwaffe had superior resources, the manner of their use was at fault. The strategy emerged over the period of the battle, but the results lacked consistency, coherence and a clearly defined aim.Practical implicationsComparison of military and business strategy formulation processes is a valuable means of considering the validity of strategic management theory. Caution has to be exercised, however, when considering events 65 years ago and in making military business comparisons, which though indicative are never completely exact.Originality/valueIt is hoped that this comparative case study will be of value both to practising managers and to those researchers who can see value in this methodology. Military strategists should find value in the use of strategic management theories in their field.
Losing innovativeness: the challenge of being acquired
Authors: Skovvang Christensen Karina 
Published: January 2007

PurposeThe aim of the paper is to explore how innovativeness and creativity in a small technology company changes after the company is acquired by a larger company.Design/methodology/approachThe empirical part of the article is based on interview and questionnaire data, with a focus on employees' perception of innovativeness and creativity, including their own innovativeness in relation to the possibilities offered within the organisational structure.FindingsThe results indicate that entrepreneurial spirit, innovativeness, and creativity in the case company were related to the lack of boundaries to and contact with customers. These driving forces could not be sustained when the organisation matured and was acquired by a larger company.Research limitations/implicationsMore research regarding the integration phase of acquisitions, and how it affects employees and innovativeness, is needed. Case‐based research should examine differences between companies that are repeatedly successful in integrating small technology companies into their organisational structure and those that are not. Employees' motivation as a key factor to innovativeness should be in focus and the research should also include employees that leave the acquired company as well as employees with the acquiring company.Practical implicationsAn acquisition strategy as a way for mature organisations to gain access to innovativeness and new resources and skills can easily fail. Even though the resources and skills of the two companies are complementary and the competencies of the acquired organisation are intact, efforts are needed to make the energies of the two organisations act in tandem. Thus, the pre‐ and post‐integration phases of an acquisition seem to be of paramount importance.Originality/valueVery few papers have studied how employees in an acquired company perceive incorporation into a large mature company. This article adds to research by examining how employees in a small, entrepreneurial company perceive innovation, creativity, and the innovative process three years after being acquired by a large, mature company.
The relationships between network commitment, its antecedents and network performance
Authors: Clarke Nicholas 
Published: January 2007

PurposeThe purpose of this paper is to put forward a theoretical model grounded in the literature that identifies a number of antecedent conditions associated with network commitment.Design/methodology/approachBased upon empirical data gathered from formal healthcare networks in the UK, findings are presented that suggest different forms of commitment within networks may have opposite effects on network performance.FindingsThis paper argues that commitment may play a significant role specifically associated with determining performance outcomes in networks. In so doing a theoretical model is put forward drawn from the literature to suggest possible antecedent conditions associated with commitment at the inter‐organisational level.Originality/valueTo date few studies have been undertaken to examine the antecedents of commitment within networks. More importantly, the recognition of commitment as a multi‐dimensional construct within networks has yet to have informed understanding of the role commitment may play at the inter‐organisational level.
Spotlight on Laura D. Tyson
Authors: Powell Sarah 
Published: January 2007

PurposeThe purpose of this article is to record an interview with Laura D. Tyson, Dean of London Busness School.Design/methodology/approachThe paper focuses on the school's diversity, the work of its new research centres, and issue of funding and of competition between business schools.FindingsThere is a lack of female business school candidates, recruitment, retention and re‐entry of women into the workforce, There is the need for more women at board level.Originality/valueThe paper emphasises the importance of the teaching of ethics in business schools and looks at the role of business in promoting economic development and reducing poverty.
Alignment: the duality of decision problems
Authors: Scherpereel Christopher M. 
Published: January 2007

PurposeIdentifying the state of alignment, when there is misalignment, and the path to achieve alignment are of central importance to decision makers today. This paper seeks to offer decision makers some actionable guidance in narrowing the search for possible solution methodologies and to develop a generalized decision alignment framework that can be applied to real decision problems.Design/methodology/approachAlignment is viewed as a goal of decision makers and the correct matching of decision and action is essential to achieving consistently high performance. Drawing on parallels with the duality problem in linear programming, decision alignment is defined. The decision alignment framework is theoretically developed using examples from a diverse application set, including quantitative research, decision making, education, and e‐commerce.FindingsThe evidence shows that good research conforms to the decision alignment framework and poor research violates it. Similarly, good decisions conform to the decision alignment framework and poor decisions violate it. The decision alignment framework guides decision makers in constraining and redefining problems to optimize outcome performance, and shows the importance of addressing the dual problem of learning and understanding the phenomena.Research limitations/implicationsThe theoretical foundation developed can be used to promote future research in decision alignment. By providing a theoretically derived framework, rich opportunities for empirical testing are offered. Researchers are also given guidance on how alignment research can be conducted.Practical implicationsThe examples presented highlight the prescriptive, communicative, and descriptive value of the decision alignment framework. Practitioners are provided with examples for using the decision alignment framework to build toolboxes of approaches that can be aligned to a characterization of real‐world decision problems to improve performance.Originality/valueThe introduction of a decision alignment framework is a significant contribution to the management decision literature. By introducing a decision alignment framework, the rather ambiguous term alignment is precisely defined as the matching of decision problem characterization (primal problem) with the approach possibility set (dual problem).
Spotlight on George Stalk
Authors: Powell Sarah 
Published: January 2007

PurposeThe purpose of this article is to record an interview with George Stalk of The Boston Consulting Group.Design/methodology/approachThe article cites illustrative examples of a selection of notably successful companies including Toyota, Dell, CarMax, Ford Customer Service Division, Wausau Papers and the Batesville Casket Company.FindingsGeorge Stalk points out that, despite the “hardball” competitive strategy advocated, the approach is “softball” in its human‐resource orientation and goal of growth. Stalk emphasizes that companies cannot cost‐reduce their way to prosperity.Originality/valueThis article focuses on the need for companies to compete if they are to thrive, playing to win through competitive strategies aimed at creating unassailable advantage.
A quest for a common terminology: the concept of born glocals
Authors: Svensson Göran 
Published: January 2007

PurposeThe objective of this paper is to conceptualize and define a concept (i.e. born glocals) that may contribute to unite the terminology into one common concept.Design/methodology/approachA literature review is provided. A concept is conceptualized.FindingsThe current terminology should be derived from and underpinned by conceptual and definitional attributes beyond what currently appear to be buzzwords.Research limitations/implicationsThe concept of born glocals coined by the author should be seen as a compromise to unite the disparate terminology used to label the phenomenon in focus.Originality/valueThe field of research, its researchers and others (i.e. scholars and practitioners) interested in the phenomenon at hand would benefit from having access to a common terminology.
The “learning trap”: a Bollywood frame for strategic learning
Authors: Minocha Sonal , Stonehouse George 
Published: January 2007

PurposeThis paper aims to highlight the nature of strategic learning in Bollywood, India's Hindi Film Industry. Film making is an art that requires continuous learning as a prerequisite to creativity and innovation. Improved competitive performance goes beyond operational organisational learning into strategic learning. This research investigates the extent to which strategic learning, as opposed to operational learning, is taking place within film making organisations operating in the Bollywood setting.Design/methodology/approachThe research was conducted through two descriptive case studies of production houses in Bollywood using semi‐structured observations and interviews with producers and directors in the case study sites. Data are analysed using techniques of interpretive “illuminative evaluation”.FindingsThe research suggests that the current frame of film making at Bollywood is stuck in a learning trap, in that organisational learning tends to be adaptive not generative and leads only to technical innovation. There has been no change in the paradigm of film making from one rooted in the past and the present, in terms of India's history, social and political context, to one looking to the future. For this paradigm shift to take place a future vision is proposed in the form of strategic learning and innovation, allowing Bollywood to go beyond the domestic Indian market and make a contribution to world cinema by breaking away from its current formulaic approach to film making. These findings also have implications for other management learning and practice contexts.Research limitations/implicationsAlthough this research is limited to Bollywood, it has implications which potentially go beyond it in the form of a new frame as described above, and also for the organisational learning literature which has tended to focus on learning in general, rather than differentiating between operational learning and strategic learning; whereas operational learning can improve production processes, strategic learning depends upon creativity and innovation as the basis of improved competitive performance.Practical implicationsThe paper concludes that the research site is trapped within its current frame of learning and, in order to break away from it, it must embrace strategic learning to move beyond the traditional loops of organisational learning. The practical implications of the paper lie in furthering the understanding of the nature of strategic learning in a creative industry, which may, in turn, shed new light on strategic learning within similar contexts.Originality/valueThe originality of the research stems from the focus on strategic learning and a new site for its exploration in the form of the Bollywood setting. Furthermore it extends understanding of the organisational factors affecting the status of strategic learning in organisations.
Construct development and measurement of indecisiveness
Authors: Elaydi Raed 
Published: January 2007

PurposeThe current study aims to aid in the theoretical development of the indecisiveness construct, create a definition of indecisiveness that reflects current research, and differentiate indecisiveness from other constructs in the field. An indecisiveness scale with positive psychometric properties is developed to measure the construct.Design/methodology/approachA total of 578 undergraduate participants answered an open ended question inquiring about a “big” decision they were facing in their life. Participants completed questionnaires on indecisiveness and decision‐making strategies.FindingsOf the 578 total participants who completed the study, 465 (approximately 81 percent) stated that they felt indecisive with regard to their “big” decision. While researchers may be hesitant to study indecisiveness because the phenomenon is thought to be rare, the current study indicates that the presumed anomaly may exist more often than the literature reflects. What's more, the widespread occurrence of indecisiveness speaks the importance of studying the phenomenon. Results also suggest strong support for using the indecisiveness scale, with psychometric tests finding convergent validity with emotion‐focused decision‐making strategies and divergent validity with logic‐focused strategies.Research limitations/implicationsLimitations include using a sample of undergraduate students to initially test the indecisiveness scale.Practical implicationsWith a solid construct definition and psychometrically sound measurement instrument, this paper hopes to encourage future research on indecisiveness and its role in the decision‐making process. This work is especially critical in the upper echelons of organizations, where indecisiveness can affect millions of lives and cost billions of dollars.Originality/valueResearch studying indecisiveness is sparse at best, and the need to study the construct has been consistently overlooked in the literature. This study is the first of its kind to develop a solid definition of indecisiveness as it exists in the decision‐making process and an accompanying measurement instrument with positive psychometric qualities.