bluuebunny/crossref_metadata_2025_split huggingface dataset:
Management, Competition and Professional Practice: Medicine and the Marketplace
Authors: Dawson Sandra , Mole Veronica , Winstanley Diana , Sherval Jim 
Published: March 2005

SUMMARYWithin the context of the creation of the internal market for health care, the paper examines the role of clinical directors, that is doctors who have retained their professional clinical positions whilst at the same time assumed roles as managers within increasingly well‐defined corporate organizations providing health care. This represents considerable change from previous contexts in which doctors could always contract out of difficult managerial decisions. The role of clinical director is examined in terms of its own directorate and its involvement in contracting, co‐operation and competition both within its own corporate organization and within the wider market place for health. Key issues are raised for the individuals and organization by these changes, they are discussed in terms of time, succession, managing colleagues, financial and human resources, market behaviour, support and terms of reference. These changes occasion wider discussion in terms of the challenge of coping with future demands for innovation, changes in the distribution of power within an emerging market for health care and the relationship among health care organizations, professionals and lay clients.
Effects of Changing Economic Conditions on Managerial Job Changes and Careers
Authors: Inkson Kerr 
Published: March 2005

SUMMARYCareer theories and popular beliefs support the view that careers are series of job changes which are normatively linked to common themes, are continuous, are hierarchically progressive, and are under the control of the career‐making person. This study reports an age‐controlled analysis of the job changes, from 1980 to 1992, of a sample of 832 UK managers, randomly sampled from the membership of the Institute of Management. Following the methodology developed by Alban‐Metcalfe and Nicholson (1984), sample members completed a questionnaire in which they provided details of every job change they had experienced in the relevant period, including nature of change and reasons for change. The results suggested that during the recession of 1989–92 British managers moved from a situation of predominantly proactive, career‐oriented upward moves, to one of predominantly reactive, organizationally induced sideways and downward moves, including redundancies. Implications for career theory and for the career development and orientations of managers and others are discussed. The continuing usefulness of the concept ‘career’ is questioned. This paper was first presented at the Academy of Management Annual Convention in Atlanta, Georgia, August 1993.
Analysis of Managerial Experience: Integrating Career Analysis with Labour Market Dynamics
Authors: Riley Michael 
Published: March 2005

SUMMARYThe article argues that there is a need for a greater emphasis on information relating to the quality of labour supply, particularly the nature of managerial experience. The rationale is based on the organizational and industry changes which alter patterns of experience and create new forms of human capital. At the heart of the argument is the valuation of stable labour market dynamics, that is, patterns which remain constant. This is contrasted with the ethos of change which, it is suggested, contains a dangerous element of exaggeration. An attempt is made to integrate qualitative career analysis with new forms of labour market analysis. Two models of learning by experience are introduced and examples of relevant techniques of measurement are described.
Of Mad Cows and Marmosets: From Rational Choice to Organizational Behaviour in Crisis Management
Authors: Anand Paul , Forshner Chris 
Published: March 2005

SUMMARYThe paper is motivated by discussions in decision theory about the practical relevance of a distinction between uncertainty and risk. Based on a study of the government's handling of bovine spongiform encephalopathy, the study examines the importance of this distinction to risk managers. To structure the investigation, seven models from the decision theory literature are used to provide hypotheses about the way in which decisions under uncertainty might be framed. Section 3 presents a summary of events relating to BSE as reported over a 6‐year period in TheTimesand the analysis is presented in section 4. Decision making under uncertainty appears to be important but is conducted in ways that depart from standard prescriptions. The government's position is presented as being one of a search for natural science solutions combined with international and national negotiation. Decision making under risk, explicit analysis of costs and benefits, updating of beliefs based on new information and concern for social preferences are pointedly absent from the government's approach. A number of problems with the decision‐making process are identified and the paper concludes by noting the critical importance to risk managers. even in the public sector, of understanding the dynamics of media behaviour.
Strategic Groups and the Analysis of Market Structure and Industry Dynamics1
Authors: McGee John , Thomas Howard , Pruett Mark 
Published: March 2005

SUMMARYThis paper provides an overview of strategic groups research and argues that it should be linked more closely to questions central to strategic management. Particularly fruitful directions for future research include industry evolution, competitive and industry dynamics, and linkages to resource‐based theories. Specific observations and suggestions are made about the content and method of strategic groups research. These are illustrated by reference to empirical studies of the pharmaceutical industry and the food processing industry.
Incremental Models of Policy Formulation and Non‐incremental Changes: Critical Review and Synthesis1
Authors: Rajagopalan Nandini , Rasheed Abdul M. A. 
Published: March 2005

SUMMARYThis paper critically reviews two major models of incrementalism and four explanations for non‐incremental policy making. Key differences between these models are identified and a model of policy formulation which integrates incremental and non‐incremental models is developed. Theoretical and methodological implications of this model are identified and research propositions are developed.
Strategic Innovation, Corporate Entrepreneurship and Matching Outside‐in to Inside‐out Approaches to Strategy Research1
Authors: Baden‐Fuller Charles 
Published: March 2005

SUMMARYThis paper calls upon strategy researchers to employ a more holistic view of research into the firm. In the past the division between the outside‐in, or market selection and positioning perspective, and the inside‐out, or management of internal change perspective, has acted to spur advances in knowledge. Now it is acting as an impediment to further progress. One avenue through which these perspectives can fruitfully be combined is in a deeper exploration of the role of innovation and corporate entrepreneurship. Four propositions are offered upon which a useful platform can be built and it is suggested that the implied research agenda will help the field move forward, faster.
Operations management – from Taylor to Toyota – and Beyond?
Authors: Voss C. A. 
Published: March 2005

SUMMARYThis paper sets out to review past and current research in operations management, and to explore current and future issues facing the area. It reviews the history of the area, and the patterns of research content and type. It reviews the evolution of lean production connecting the work of Taylor to its development at Toyota, and uses this to propose three key elements of operations management in the 1990s, namely, the core, interfaces and convergence. Current issues relating to research in operations management are explored and it is argued that there is a need for aggressive research agendas. Finally, possible future agendas for the area are explored.
Research in Management Control: An Overview of its Development
Authors: Otley David , Broadbent Jane , Berry Anthony 
Published: March 2005

SUMMARYThis paper builds on a series of earlier reviews of the management control literature (Giglioni and Bedeian, 1974; Hofstede, 1968; Merchant and Simons, 1986; Parker, 1986) and considers the development of the management control literature in the context of organizational theories. Early themes which have provided the roots for the development of the subject area are explored as is more recent work which has evolved both as a continuation and a reaction against them, with Scott's (1981) framework being used to organize this literature. It is argued that one of the unintended consequences of the influential work of Robert Anthony (1965) has been a restriction of the subject to an accounting‐based framework and that this focus needs to be broadened. The review points to the potential of the subject as a integrating theme for the practice and research of management and some themes for future research are suggested.
A Manifesto for Information Management Research
Authors: Galliers Robert D. 
Published: March 2005

SUMMARYThis paper calls for major rethinking in information management research as we enter the second half of the 1990s and approach the 21st century. It argues that, should we not take up the challenges identified herein, it is likely that what little remains of the discipline ‘information management’ will be subsumed into the realms of computer science/engineering at one end of the spectrum, and strategic management and organizational behaviour at the other. It argues that while it is no bad thing that aspects of the topic are dealt with in these related fields, it is important that information management should be seen as a discipline in its own right. In order to achieve this recognition – indeed, in order to earn this recognition – major restoration is required. The paper seeks to begin a debate on this topic by presenting a manifesto1 for reform in the field of information management by discussing a series of concerns regarding the focus, methods and quality of research in this field; its reference disciplines, and its international and cross‐cultural considerations. This is not meant to be a comprehensive treatment of the issues by any means, but an attempt to present aspects of the topic that are of importance. By commencing the debate, it is hoped that the issues will become clearer, and action can begin to be taken. The list will doubtless be refined as the debate ensues.
Gender and Management: A Critical Review of Research
Authors: Marshall Judi 
Published: March 2005

SUMMARYThis article selectively reviews gender and management research. A flavour of what it can be like to research in this area is offered alongside a more substantive account. The article maps the many strands of work potentially relevant to exploring gender and management. It covers aspects of the field such as its diversity, emerging development, potential marginality and increasing clarity of definition, and considers implications for researchers. The appropriate integration of gender awareness into mainstream theorizing, alongside its separate development, is advocated. Major themes and issues in gender and management research are summarized and briefly addressed. Dilemmas about seeking to promote change but needing to speak within current conventions of management and academia are noted.
The Case for Managerial Ruthlessness1
Authors: Rieple Alison , Vyakarnam Shailendra 
Published: March 2005

This paper summarizes relevant literature and reports on a study which has examined the behaviour and attributes of managers in British mid‐sized companies in which growth is a strategic objective. The study used a grounded, interpretive methodology, which allowed the development of theoretical propositions which have not been subject to previous empirical examination. This paper deals with one aspect of the findings, namely ruthlessness on the part of managers in dismissing or otherwise dealing with poorly performing members of staff. This aspect of management was an important factor in the subject organizations' ability to achieve their chosen strategy, and is a phenomenon which does not appear to have been developed in any previous models of effective managerial behaviour.Managerial ruthlessness influences strategic implementation in a number of ways – it affects control of the organization, team building and the ability to respond to changes in the environment or undo mistakes in appointments. This paper also outlines attributes and characteristics of both the individual manager and the organization which allows ruthlessness to be developed and used effectively, for example self‐confidence; the ability to ensure that criticism or dismissal is not seen as personal; the separation of work and social life; and the ability to focus on objectives rather than the person. Organizational support and training in such behaviour also appeared to be helpful contributors to the development of such behaviour.
The Environment as a Supply Chain Management Issue
Authors: Lamming Richard , Hampson Jon 
Published: March 2005

This paper investigates the issues for purchasing and supply chain managers in the context of environmentally‐sound management.The discussion begins with an analysis of relevant consumer attitudes, legislation and concepts in environmentally‐sound management (life‐cycle analysis, waste management, product stewardship, etc.), linking them to supply‐chain management practices such as vendor assessment, total quality management, lean supply and collaborative supply strategies. In each case, parallels are drawn between established practice and new imperatives that require innovative solutions from managers.The paper then explores the results of fresh field research with five major UK companies, identifying the different ways in which the challenges introduced above are being faced, and adding some extra perspectives to the debate already covered. The discussion concludes with a projection of common issues and ideas for areas of supply chain management that might profit from better environmentally‐sound approaches.
Managing Through Networks: Some Issues and Implications for the NHS
Authors: Ferlie E. , Pettigrew A. 
Published: March 2005

Hierarchies, markets and networks have been described as three alternative styles of organizing, each of which may call for distinctive managerial orientations and styles. The question arises as to whether there is now a deep‐seated shift underway from organizational forms based on markets and hierarchies and towards more network‐based forms of organization.This paper assesses the significance of these broader developments with reference to changing managerial practice within a major UK organization (the NHS). It seeks to access the developing theory of network‐based organizations; to assess empirically the significance of these developments for managerial practice within public‐sector organizations such as the NHS; and to consider the organizational and managerial implications, for example, Human Resource Management (HRM) strategy. There have so far been few studies which have taken public‐sector settings for study or which have sought to connect network theory to practice, and this paper can make a useful contribution in these regards.
JOHANNINE DUALISM AND CONTEMPORARY PLURALISM
Authors: VOLF MIROSLAV 
Published: March 2005

AbstractThe main thrust of this essay is an argument that (1) John's Gospel is not “dualistic” in the technical sense of the term but that it does operate with “oppositional dualities”; (2) far from being negating of pluralism as both a social fact and a political project, John's kind of oppositional dualities may in fact be the best way to preserve social pluralism and make it flourish; (3) two notable features of John's oppositional dualities are that (i) they are soft enough to allow surprisingly blurry boundaries between “inside” and “outside” and that (ii) they mandate a willingness to sacrifice one's own life on behalf of one's deadly enemies.
CONCEPT ART, CLONES, AND CO‐CREATORS: THE THEOLOGY OF MAKING
Authors: NORTHCOTT MICHAEL S. 
Published: March 2005

AbstractIn this essay the author compares postmodern art and the cloning of mammals and argues that they both rely upon a narrative of human creativity which sets humanity in the place of God as the only source of meaning and truth in the cosmos. The Christian tradition by contrast owns limits to human making—both artistic and scientific—which are provided by the natural order of creation and by the story of humanity as fallen, and then as redeemed by the unique reordering of reality which the original creator God makes possible in Jesus Christ. Human creativity in the Christian perspective is circumscribed by human creatureliness and this implies that Christian communities will subject aesthetic and technological invention to more careful scrutiny than does a science‐informed and industrially sustained liberal social order.
“COGITOR ERGO SUM”: ON THE MEANING AND RELEVANCE OF BAADER's THEOLOGICAL CRITIQUE OF DESCARTES
Authors: GELDHOF JORIS 
Published: March 2005

AbstractThis paper examines the arguments on the basis of which Franz Baader (1765–1841), the almost forgotten contemporary of Hegel and Schelling, rejected Descartes’ philosophy so decisively, that, at the end of his life, he wrote to a friend that he passionately wanted to put an end to Cartesianism. I defend the thesis that Baader's hostility to Cartesianism was ultimately grounded in a theological idea, and that his holistic and emphatically Christian thought can only be adequately understood in the light of his critique of Descartes and Cartesianism. I also suggest reasons why Baader's work might well be considered as a source of inspiration for contemporary discussions of postmodernism.
PHILOSOPHY AND SALVATION: THE APOPHATIC IN THE THOUGHT OF ARTHUR SCHOPENHAUER
Authors: KING ANDREW 
Published: March 2005

AbstractThe mystical apotheosis of Schopenhauer's thought is intimately connected to his immanent definition of philosophy. An analysis of the philosophical progression to salvation via aesthetic contemplation, compassion, and asceticism, illuminates Schopenhauer's advocacy of Eckhartian‐style mysticism. Schopenhauer's mysticism, like Eckhart’s, relies on the structures of negation facilitated by a particular metaphysics. Both therein transcend the tradition of theological discourse which holds it possible to construct propositions that express the essence of the divine. That has led to both being associated with atheism. However, in tracing the mechanism by which Schopenhauer's philosophy reaches its mystical apotheosis, it becomes apparent that it would be mistaken to charge him (and Eckhart) with atheism on the basis of an alleged inability to distinguish between an “atheistic non‐existence of God” and a “hyper‐thingness of God”. Rather than attack Schopenhauer in this manner, and hence also Eckhart, it is more appropriate to target their underlying metaphysical preconceptions, which in the case of Schopenhauer, is to take issue with his Critical conception of philosophy.
The President as Institution Builder: The Reagan Case
Authors: PIKA JOSEPH A. , THOMAS NORMAN C. 
Published: March 2005

Every president bestows upon his successors a “legacy” that will have an impact on both policy issues and institutional operations. Although attention is commonly focused on the president's role as a policymaker, he serves as an institution builder, as well, leaving a legacy that is manifested in long‐term developments, in technical details of managing the job, and in patterns of interaction with other actors in the political environment. Reagan's institutional legacy has been the subject of intense debate and is addressed here in relation to five vantage points as they were employed during his eight years in office: personnel, structure, standard operating procedures, modes of exercising influence, and norms. These dimensions are examined in relation to the presidency, the bureaucracy, Congress, and the judiciary.Reagan's departures in the selection and management of executive and judicial branch personnel were the most distinctive features of his legacy. Important changes were also made in the regulatory review and budgetary processes. Politicization and centralization, two long‐term developments in the presidential office, gained renewed vigor, and Reagan elaborated a judicial strategy for achieving policy goals while refining the administrative strategy pioneered earlier by Nixon. Serious damage may well have been done to the norms of public service and justice under the rule of law. The framework introduced here promises to help scholars deal more systematically with the institutional impacts of both past and future presidents.
Corporatism and Planning in London in the 1980s
Authors: SIMMIE JAMES , FRENCH SUSAN 
Published: March 2005

This study confirms the existence of corporatist forms of interest intermediation at the micro level of four local planning authorities in London.In all four boroughs distinctions could be drawn between local business associations and metic, non‐local firms. The former displayed most of the institutional characteristics outlined by Schmitter in his original definition of corporatism. In contrast the non‐local or metic firms did not exhibit all these institutional characteristics at the level of local government. The conditions under which they bargained with local planning authorities (LPAs) were often influenced by statutory and other requirements handed down from central government. These requirements were themselves often the result of corporatist interest intermediation at the level of the central state.Both local business associations (LBAs) and metic production organizations (MPOs) were required by (LPAs) to implement planning policies. This process has increased in importance during the Thatcher era. Economic decline has made the local planning authorities even more dependent on private organizations for implementation than before.Local LBAs and MPOs were granted privileged access to the planning system. Only the LBAs were granted representational monopolies for their very local areas in this process. MPOs developed representational oligopolies but because they were so few in number they could be in conflict with one another over the rights to develop a particular site.In return for these representational privileges both the LBAs and MPOs were expected to moderate their demands for major departures from the approved local plans.The methods used to intermediate interests to the local planning systems were primarily informal. Although a small number of formal meetings were held each year between external organizations and the LPAs they represented a minority of the contacts between them and representatives of both LBAs and MPOs.Informal bargaining took place in two ways. First, there were issue specific negotiations over particular developments. The second type of contact was long‐term, non‐issue specific and primarily concerned with network building. Both types of bargaining were relatively secret and involved only the top echelons of the organizations concerned.