Management Decision: Volume 36 Issue 9

Developing trust: the importance of cognitive flexibility and co‐operative contexts

Matthew H. Roy, Sanjiv S. Dugal

This research investigates relationships between group cognitive make‐up, co‐operative context, and the development of interpersonal trust. Results show that groups composed of…

The process of subsidiary strategy: a study of Ciba‐Geigy Classical Pigments

James H. Taggart, Mark S. Harding

This paper analyses the strategy of Ciba‐Geigy′s industrial division at three hierarchical levels, concentrating on subsidiary strategy in the Classical Pigments business. The…

An integrated framework for activity‐based decision making

Mike Partridge, Lew Perren

Activity‐based costing (ABC) data have the potential to inform a wide range of management decisions. Recently the term Activity‐based management (ABM) has emerged to describe any…

The importance of tacit knowledge in strategic deliberations and decisions

Robert H. Bennett

Strategic decision making is a rather unstructured process with a wide variety of conflicting and equivocal considerations and inputs. Managers, usually working in top management…

No such thing as market orientation ‐ a call for no more papers

Steven Henderson

Since Shapiro’s vexed question, “What the hell is market‐orientated?” several marketing scholars have revamped their concepts and found empirical evidence to demonstrate the…

The Internet as a new locus for value creation

Ali Yakhlef

The aim of this paper is to explore the Internet as a new locus for value creation. Three value‐adding strategies ‐ content, context and infrastructure ‐ are used to analyse three…

Lean behaviors

M.L. Emiliani

Seeks to extend the traditional understanding of productivity by more closely coupling task and behavioral elements of work within the bounds of 1890s mass production principles…