bluuebunny/crossref_metadata_2025_split huggingface dataset:
The “silo‐virus”: diagnosing and curing departmental groupthink
Authors: Schütz Peter , Bloch Brian 
Published: July 2006

PurposeTo provide an informative and stimulating view of some key issues in interdepartmental conflict.Design/methodology/approachBased on the first study in the German‐speaking world, of the impact of interdepartmental conflict, in the period 2002‐2003, 300 enterprises participated. Respondents were at all levels of business hierarchy and all sizes of enterprise and ranged from junior manager to chairman and from the smallest firms to global market leaders.FindingsSeveral conclusions: it is a common illusion that an enterprise is one big happy family. It is a mixture of groups and people with aims, perceptions and preferences which can easily and frequently conflict with one another. This is clearly a major and often underestimated source of stress, demotivation and inefficiency.Practical implicationsDemonstrates ways of using conflict productively. The first step is a self‐critical appraisal of one's own role in terms of interdepartmental cooperation. The next step of self‐reflection entails the reader coming to terms with any possible prejudices he/she may have towards other departments. These stereotypes form and colour behaviour at departmental interfaces and frequently become self‐fulfilling prophecies. A limitation of the study is that small firms with up to ten employees were not included.Originality/valueThe paper offers many new insights through the survey and primary research on which it is based. Also, the German experience is highly relevant to the UK and USA, while at the same time, providing some useful bases for cross‐cultural comparison.
Managing complex team interventions
Authors: Barner Robert 
Published: July 2006

PurposeTo provide readers with a better understanding of the organizational conditions that lead to complexity in team structure, operation, and dynamics, and introduce guidelines for facilitating complex team interventions.Design/methodology/approachThis article is based on the author's 20 years' experience as an internal OD executive, external consultant, and associate professor in the areas of organizational change and teambuilding.FindingsThe article concludes that team‐building failures frequently occur when facilitators operate from team archetypes that are radically outmoded, and severely underestimate the complexity of certain team‐building issues. Readers are introduced to six guidelines for managing complex team interventions.Practical implicationsThis article is designed to help OD practitioners plan extremely complex and difficult team‐building interventions. The article should serve as a useful tool to experienced OD consultants who are attempting to tackle more advanced team‐building interventions. An organizational example is provided to illustrate key concepts.Originality/valueThe author believes that this article provides a unique perspective, by examining issues of organizational complexity that must be faced by experienced team facilitators.
Team‐building webs
Authors: Denton D. Keith , Richardson Peter 
Published: July 2006

PurposeThe purpose of the paper is to show how the corporate or organizational intranet can be used to enhance team building within organizations.Design/methodology/approachThe paper describes how the corporate intranet can be used for something more than an electronic library. Groups can act in a coordinated way if there is a continuous flow of information about where they are at and whether or not they are smeeting expectations; this can be accomplished using the intranet.FindingThe paper shows how to improve the management of people within an organization using the intranet. It describes several practical applications of this technology.Originality/valueThe corporate intranet has never been used as a management tool. It can be used to test comprehension of organizational objectives and expectations. It can help members gain a clearer picture of what is really going on and what each needs to do to change directions.
Exploring the future exploiting the past
Authors: Ericson Mona 
Published: July 2006

PurposeStudies of strategic change are mainly characterized by a linear time view, treating time as a variable, a package of narrative events or as a path that the organization “travels” over time. The purpose of this paper is to move beyond this view providing an alternative, nonlinear conception of time.Design/methodology/approachFramed by the logics of consequence and appropriateness an empirical example of strategic change within the Scandinavian consumer co‐operation is given, illustrating the exploration of business opportunities and the exploitation of socially and historically rooted values and principles. Drawing on philosophical hermeneutics a qualitative method is chosen, the basis on which the empirical material through interviews and documents is generated.FindingsThe empirical study illustrates that the logic of consequence communicates with the logic of appropriateness in a nonlinear manner while interrelating the future and the past. The exploration of business opportunities shapes the past, which is brought to light when opportunities are expressed through the present, continuously forming and reforming the present and in turn shedding new light on the past.Originality/valueAlthough various forms of intellectual bridging and transfer are encouraged within the field of strategic management, notably lacking are studies that focus on time. This paper brings to the fore an alternative conception of time. It acknowledges the past in its hermeneutical significance when ascribing the past a dynamic repetitive role.
Oral history as a classroom tool: learning management theory from the evolution of an organization
Authors: Topping Sharon , Duhon David , Bushardt Stephen 
Published: July 2006

PurposeThe purpose of this paper is to describe the use of oral history to teach students about management history and the implementation of principles of management during the evolution of an organization.Design/methodology/approachThe paper describes the oral history methodology and how the process was adapted to classroom learning.FindingsBy studying the historical development of a multispeciality physician practice, students were able to see firsthand the incredible impact of the founders on the future of the organization and understand how the early culture and strategy of the organization set the stage for its successful future. Other findings involved the evolution of the organizational structure and incentive system, staff and recruiting policies, and the impact of the environment overtime. In addition, the use of oral history in the classroom proved to be an effective way of making management history come alive for students.Research limitations/implicationsAlthough designed to benefit students, the researchers found that the project provided an exciting learning experience that revealed numerous new research ideas and avenues to explore.Originality/valueThis project was an invaluable learning experience for the students since it allowed them to witness the real world through the eyes of experienced practitioners. The students had the opportunity to talk with dynamic individuals who are successful business leaders. Their impact as role models for the students was a strong subsidiary. Furthermore, an oral history such as this leaves a memorial that can be referenced for years to come by researchers, community historians, and the organization itself.
History, ownership forms and corporate governance in India
Authors: Gollakota Kamala , Gupta Vipin 
Published: July 2006

PurposeThe purpose of this paper is to trace the evolution and persistence of different forms of business ownership in conjunction with the values and institutions that shaped those forms, and discuss the implications for corporate governance in India.Design/methodology/approachResearch paper analyzing broad historical trends, integrating multiple frameworks.FindingsMany ownership forms exist: family, government, professional, and foreign (multinational firms). In each period, shifts in values resulted in shifts in institutional and legislative frameworks, which, in turn, gave rise to different forms of business ownership. The end result, however, has been an amalgamation of diverse co‐existing ownership models, with evidence of evolution towards more balanced values.Research limitations/implicationsComparative research involving other national contexts will help broaden our understanding of the origins and persistence of different forms of governance. Exploration of other governance mechanisms, such as the changing roles of the board of directors or the impact of legislation, also can be explored in the Indian context.Practical implicationsAs multinational firms expand their operations and outsourcing in India, they must understand the existing governance structures in order to better manage their activities.Originality/valuePerspective of corporate ownership and governance in India using a cultural, institutional, and historical perspective.
Erotic retailing in the UK (1963‐2003)
Authors: Kent Tony , Berman Brown Reva 
Published: July 2006

PurposeThe purpose of this paper is to trace the changes in the retail outlets that supply erotic products and toys. It explores changes in attitude towards these products over the four decades under review.Design/methodology/approachThe marketing mix (the 4Ps of marketing) is the lens through which the past and contemporary retail environment for such erotic products is examined.FindingsWhat emerges from the story of the journey from backstreet to online is the change in attitude towards both shops and products, and the development of shops selling sexually‐arousing products to women, a trend unique to the last decades of the twentieth century.Originality/valueThe combination of an historical approach and the theoretical concept of the marketing mix provides a fresh view of the under‐researched area of erotic retailing.
Albert Thomas and scientific management in war and peace, 1914‐1932
Authors: Walter‐Busch Emil 
Published: July 2006

PurposeAmong leaders of the French Socialist Movement, Albert Thomas (1878‐1932) was one of the few steady supporters of scientific management. The purpose of this paper is to describe how Thomas developed his ideas about advanced management thought and practice during and after World War I.Design/methodology/approachThe paper makes extensive use of published and unpublished primary sources preserved at the Archives nationales, Paris, at the Bureau International du Travail (BIT), Geneva, and at Smith College, Northampton, MA.FindingsThomas's reformist ideology first stood the test during World War I when he served as minister for munitions for France. After the International Labour Organization had entrusted him with the directorship of the BIT, Thomas helped to create the International Management Institute (IMI) as a center for the collection and dissemination of advanced management thought and practice. During the Great Depression of the 1930s, the rationalization movement fell into disrepute. Like some progressive members of the Taylor Society, Thomas identified scientific management increasingly with concepts of socioeconomic planning and international cooperation. Nonetheless, the intellectual tide turned against his reformist creed. Having lost the support of its American sponsors, IMI closed its doors in January 1934, only about two years after Thomas's unexpected death.Originality/valueThe paper tries to show how one of the most brilliant French politicians of the last century developed and applied his theories‐in‐use about scientific management under changing historical circumstances.
Communicating with local publics: a case study of Coca‐Cola's Chinese web site
Authors: Tian Yan 
Published: July 2006

PurposeThis is a case study of Coca‐Cola's Chinese web site. It aims to examine how Coca‐Cola, the number one brand in the world, is using its web site to communicate with the publics in the world's largest market.Design/methodology/approachUses a qualitative text analysis.FindingsCoca‐Cola is practicing a “glocal” strategy, which integrates the ethnocentric and polycentric model in international public relations, to communicate with the Chinese publics through its Chinese web site.Originality/valueThis study provides insights for understanding the theory and practice of global corporate public relations.
Relationships are the core value for organisations
Authors: Phillips David 
Published: July 2006

PurposeTo examine how relations with social groups, including shareholders, customers, employees and vendors among other stakeholders are pivotal to generating wealth and optimising long‐term shareholder value.Design/methodology/approachThe paper explores the values intrinsic in stakeholder relations and examines why it should be included in the core of evaluation, auditing and management of organisations to create wealth, value and corporate profit.FindingsThe concept of organisations with values that extend from physical assets, intellectual property, process, know‐how, knowledge brand and reputation attributes is understood as being part of the value of companies. Stakeholder relationships are intangible assets and there is a significant body of opinion that identifies intangible assets as a major driver in the global economy, corporate survival and success. There is a pivotal management role in relationship management which is the lever by which value from intangibles is optimised.Originality/valueDescribes how, for companies in the twenty‐first century, the creation of value increasingly depends on intangible assets such as knowledge, systems, data, intellectual property, brands and market relationships. This opens up a new area of public relations practice whereby public relations managers take responsibility for the creation of value through relationships throughout organisations.
Banking supervision in a smaller financial centre – problems and recipes for success
Authors: Foot Michael 
Published: July 2006

PurposeTo contrast the challenges for bank regulators in a physically small centre such as the Bahamas with those for regulators in New York or London. To identify how the small centres can best meet their challenges, noting especially that Basel II is going to make even more important the smooth working of home and host country regulatory co‐operation.Design/methodology/approachContrasts are drawn from the author's personal experiences as a banking regulator in large and small centres and illustrated by examples from some of the latter. Likely reasons for regulatory “success or failure” in the smaller centres are then deduced and discussed.FindingsSmaller host country regulators have limited resources but can leverage these in a number of ways. They are also already heavily dependent on the competence of the home regulators and their willingness to share information. Co‐operation is going to become more important with the adoption of Basel II. The success of what emerges will help determine the cost and effectiveness of large banks' overseas operations.Practical implicationsHome and host regulators need to make renewed efforts to co‐operate. One new initiative in the Bahamas is described to illustrate what might help.Originality/valueThe author is one of relatively few banking regulators who have worked at senior level in a large home country, is a small host country regulator and one who can therefore assess the issue from both sides of the fence.
Tackling cross‐border market abuse
Authors: Conceicao Carlos 
Published: July 2006

PurposeThis paper aims to explore the key challenges faced by regulators following the implementation of the market abuse directive (MAD) in developing a consistent approach to tackling market abuse. The paper seeks to argue that how regulators respond to these challenges will have a significant impact on the success of the key objectives of MAD, which is to foster a cross‐border regime with common standards of market conduct.Design/methodology/approachAn observation by the author which looks at the areas in which regulators need to develop greater cross‐border co‐operation.FindingsSuggests that, notwithstanding the introduction of MAD, there are substantial differences in the way European regulators tackle market abuse.Originality/valueA useful summary of the implications of MAD on European regulators and how they might be addressed.
Was former chairman of Shell Group denied procedural fairness in the FSA's enforcement action against the group?
Authors: Gray Joanna 
Published: July 2006

PurposeTo discuss the FSA's enforcement action against the Royal Dutch/Shell group, which had been found to have made false or misleading announcements regarding its proved hydrocarbon reserves and reserves placement ratio's 1998‐2003.Design/methodology/approachPresents the facts forming the background to the case.FindingsFinds that the Chairman of Shell's defence in the case contains some justifiable points, although the tribunal's decision went against him.Originality/valueArguably, lays the foundation for further discussion of points such as these, foreshadowring a forthcoming publication on the UK financial regulation.
Executive decision‐making traps and B2B online reverse auctions
Authors: Emiliani M.L. 
Published: July 2006

PurposeThe purpose of the paper is to describe common decision‐making traps experienced by senior managers when considering the use of online reverse auctions as a means for sourcing goods and services and to reduce purchase prices.Design/methodology/approachThe paper examines the information evaluated and decision‐making process used by senior managers in relation to common decision‐making traps.FindingsDecision‐making traps are shown to lead to poor decisions related to the use of online reverse auctions.Research limitations/implicationsExceptions to observations and findings presented may exist. The paper provides a foundation for further investigation on how strategic sourcing processes are evaluated and selected by senior managers.Practical implicationsThe paper is useful for managers as a guideline to evaluate sourcing options and avoid errors that can interrupt supply, reduce product or service quality, extend lead times, increase costs, or impair buyer‐seller relationships. It is helpful for academics to understand industrial decision‐making processes regarding the evaluation of sourcing options.Originality/valueThe paper explains decision‐making traps and provides the rationale for their existence in decisions to use online reverse auctions.
Supply chain integration: exploring product and environmental contingencies
Authors: Stonebraker Peter W. , Liao Jianwen 
Published: July 2006

PurposeThis conceptual paper aims to examine the notion that supply chain integration is an extension and application of vertical integration theory.Design/methodology/approachThe paper initially defines a foundation in the supply chain and vertical integration literature, with particular attention to the seminal works of Harrigan in vertical integration and Hayes and Wheelwright in product life cycles. The paper then offers an assessment of the state of the supply chain integration literature. Subsequently, the stage of product/process life cycle and environmental variables such as complexity and munificence are examined in detail and are the basis for the theoretical model and propositions.FindingsThis study argues that the stage of life cycle variables is associated with the various dimensions of supply chain integration, and that environmental complexity and munificence have significant moderating effects on the relationships. The paper posits that, for efficiency and success, a strategic fit must exist between environmental, strategic and operations variables, and that specific dimensions of integrative effort are appropriate for given situations. That fit would attenuate bullwhip inefficiencies, either of inventories and other mechanical decisions, or of the less tangible human and structural interaction.Originality/valueAs such, this paper represents a cross‐functional and interdisciplinary approach to operations and strategic management theory by identifying and facilitating appropriate operations decisions pertaining to the contingencies of the supply chain.
Japanese subcontracting in mainland China: a study of Toyota and Shanghai Koito
Authors: Liu Ren‐Jye , Brookfield Jonathan 
Published: July 2006

PurposeThe purpose of this article is to better understand Japanese manufacturing in mainland China and clarify how traditional Japanese subcontracting has changed and is changing to fit the economic environment there.Design/methodology/approachThis article looks at the subcontracting practices of the Toyota Group along with the evolution of Shanghai Koito's operations in mainland China. The research for this study was conducted from 1995‐2003 and is based on visits to Toyota's China headquarters in Beijing and its technical center in Tianjin, Shanghai Koito Company, Sichuan Toyota, and Tianjin Toyota.FindingsWhen Japanese style subcontracting in mainland China is compared with that of traditional Japanese subcontracting, a stark contrast is revealed. First of all, it is clear that Japanese‐affiliated enterprises in China are moving away from an insular, vertical subcontracting structure dominated by a single assembler. In the new subcontracting system, characteristic features – such as a broad customer base and localization – contrast with earlier features that included a substantial delegation of authority, regulated interfirm competition, and long‐term relations.Research limitations/implicationsThis paper is based on two case studies and so, while its findings may be accurate for the companies in question, helpful for understanding Japan's auto industry in mainland China, and may be more widely applicable, the findings are unlikely to be universally applicable.Practical implicationsWith short‐term guidance corresponding to the needs of localization and the effective use of cheap labor coming to the fore, the examples of Toyota and Shanghai Koito may provide helpful illustrations of the kind of adaptation needed to succeed in mainland China. In particular, by moving away from a reliance on its traditional Japanese customers for sales, Shanghai Koito seems to have positioned itself well to avoid the hardship of dwindling sales that other more traditionally oriented Japanese suppliers have begun to face. Moreover, its growing independence may be an important indicator of what the future may look like for Japanese manufacturing.Originality/valueLooking at the history of industrial development in East Asia, the adaptation of Japanese business practices to different economies in the region has been an important theme. This study provides an up‐to‐date review of a number of current issues facing Japanese automakers as they develop their operations in mainland China.