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Article
Publication date: 1 April 1995

A.J.C. Mayers and Y.S. Brenner

Top managers of multinational enterprises are continuouslyconfronted with “make‐or‐buy” decisions. These choices haveto be made after corporate strategy has already been…

2040

Abstract

Top managers of multinational enterprises are continuously confronted with “make‐or‐buy” decisions. These choices have to be made after corporate strategy has already been determined and the measures to realize the corporate aims have been taken. Elucidates why the decision to make components and/or production equipment in‐house, instead of buying them from professional suppliers, may more often than not be subversive of multinational corporations′ (MNCs) core activities. Relies on a case study at a research and development department of Philips International (The Netherlands). Illustrates how the decision to make production equipment in‐house evokes further decisions which are in conflict with the actual corporate strategy. The decision of a producer of consumer electronics to develop production equipment in‐house, instead of buying it in the marketplace, imposes on top management the need to decide whether or not to add this equipment to its consumer product range. The problem is that an affirmative decision may well give rise to a shift in the company′s core activities. Consequently, “make‐or‐buy” decisions are a potential threat to strategic core activities and top management would be well advised to be aware of this.

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International Journal of Social Economics, vol. 22 no. 4
Type: Research Article
ISSN: 0306-8293

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Article
Publication date: 1 June 2001

David Lal, Douglas C. Pitt and Ahmed Beloucif

The past 20 years have seen the worldwide telecommunications industry transformed from predominantly dormant, country‐centred, government‐run agencies, to increasingly…

2159

Abstract

The past 20 years have seen the worldwide telecommunications industry transformed from predominantly dormant, country‐centred, government‐run agencies, to increasingly competitive, innovative and market‐led organisations. Much of the will to change has stemmed from the visionary market liberalisation and deregulation policies of the US and UK governments. Indeed, such determined change has brought with it creative and vibrant strategic positioning and repositioning of firms within the evolving global telecommunications marketplace. As a result, in pushing forward the frontiers of knowledge within this rapidly changing environment, the main focus of this study examines and analyses secondary literature and considers the key dynamic factors driving structural change within the European telecommunications market. To this end, a theoretical model of their respective impact on market structure is generated.

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European Business Review, vol. 13 no. 3
Type: Research Article
ISSN: 0955-534X

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Book part
Publication date: 1 September 2014

Wolfgang G. Scherl

This chapter introduces a new theoretical framework for developing emotion-related abilities according to the emotional intelligence (EI) construct definition of Mayer, Salovey…

Abstract

This chapter introduces a new theoretical framework for developing emotion-related abilities according to the emotional intelligence (EI) construct definition of Mayer, Salovey, and Caruso (2006). The awareness, reflection, and management (ARM) model has been devised and demonstrates a triadic cycle of emotional ARM relating to affect, cognition, and behavior. The ARM model constitutes an approach to nurture emotion-related abilities (ability EI) and responds to criticism raised by Zeidner, Matthews, and Roberts (2009). The ARM Theory was corroborated by both learning theory and schools of counselling (SOC). The potential to develop emotion-related abilities in emotional awareness, reflection and reasoning, coping and management is discussed.

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Individual Sources, Dynamics, and Expressions of Emotion
Type: Book
ISBN: 978-1-78190-889-1

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Publication date: 7 July 2015

Jim A. McCleskey

This chapter examines EI, presents a history of EI including the various models, and a discussion of the three streams approach to classifying EI literature. The author advocates…

Abstract

This chapter examines EI, presents a history of EI including the various models, and a discussion of the three streams approach to classifying EI literature. The author advocates for the efficacy of the Stream One Ability Model (SOAM) of EI citing previous authors and literature. The commonly used SOAM instruments are discussed in light of recent studies. The discussion turns to alternate tests of the SOAM of EI including Situational Judgment Tests (SJTs). Recommendations include an analysis of SOAM instruments, a new approach to measurement, and increased use of SJTs to capture the four-branch ability model of EI.

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New Ways of Studying Emotions in Organizations
Type: Book
ISBN: 978-1-78560-220-7

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Article
Publication date: 28 August 2007

Leslie Budd

Seeks to examine changes in the environment in which public policy and public management operate and the claim that bureaucracy has been replaced by post‐bureaucracy as a result…

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Abstract

Purpose

Seeks to examine changes in the environment in which public policy and public management operate and the claim that bureaucracy has been replaced by post‐bureaucracy as a result of these changes.

Design/methodology/approach

The paper proposes reanimated public governance as a concept that occupies the space between public administration and transformed public governance (including reinvented government and new public management (NPM)). Rather than accepting the existence of post‐bureaucracy, per se, the paper argues that there has been a process of extending bureaucracy that cuts across public and non‐public boundaries rather than the development of post‐bureaucracy per se.

Findings

In examining the claims for post‐bureaucracy, The paper is witnessing a discourse and practice of continuity rather than difference. The need for economies of scale and scope, standardisation and the existence of indivisibilities in public services suggest that public sector reforms and proposals for new governance models establish extended or flexible forms of bureaucracy rather than post‐bureaucratic organisational forms. Attempts to introduce ICT‐based services and the need for regulatory agencies to oversee the contracts with private and non‐profit service providers reinforce these findings.

Research limitations/implications

The arguments in this paper are based on marshalling the literature and debates surrounding public sector reform to advance a central thesis. It draws on real world examples but does not draw on direct empirical evidence. There is scope for internationally comparative case‐studies of various public service functions and discourses and practices in different countries.

Practical implications

Policy makers and managers should treat the clarion call of post‐bureaucracy as a way of liberating public services from a lack of creativity, innovation and accountability with healthy scepticism. In particular, the view that public sector reforms through post‐bureaucratic re‐organisation will lead to efficiencies is one to be challenged. Reforms in any service driven organisation are not zero‐cost and any implied operational cost saving should be considered against increased transaction costs.

Originality/value

There have been heroic claims made for post‐bureaucracy in many organisations enabled by developments associated with the concepts of information society and knowledge society. By locating public sector reforms under the rubric of “reanimated public governance” a deeper investigation of the implications for the discourses and practices associated with public sector reform is advanced.

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International Journal of Public Sector Management, vol. 20 no. 6
Type: Research Article
ISSN: 0951-3558

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Book part
Publication date: 1 January 2000

Anup Agrawal and Jeffrey F. Jaffe

While the bulk of the research on the financial performance of mergers and acquisitions has focused on stock returns around the merger announcement, a surprisingly, large set of…

Abstract

While the bulk of the research on the financial performance of mergers and acquisitions has focused on stock returns around the merger announcement, a surprisingly, large set of papers has also examined long-run stock returns following acquisitions. We review this literature, concluding that long-run performance is negative following mergers, though performance is non-negative (and perhaps even positive) following tender offers. However, the effects of both methodology (see Lyon, Barber & Tsai, 1999) and chance (see Fama, 1998) may modify this conclusion. Two explanations of under performance (speed of price-adjustment and EPS myopia) are not supported by the data, while two other explanations (method of payment and performance extrapolation) receive greater support.

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Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-84950-061-6

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Book part
Publication date: 19 December 2017

Karin Klenke

Free Access. Free Access

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Women in Leadership 2nd Edition
Type: Book
ISBN: 978-1-78743-064-8

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Article
Publication date: 1 March 2003

Carolyn MacCann, Gerald Matthews, Moshe Zeidner and Richard D. Roberts

This article provides a review and conceptual comparison between self‐report and performance‐based measures of emotional intelligence. Analyses of reliability, psychometric…

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Abstract

This article provides a review and conceptual comparison between self‐report and performance‐based measures of emotional intelligence. Analyses of reliability, psychometric properties, and various forms of validity lead to the conclusion that self‐report techniques measure a dispositional construct, that may have some predictive validity, but which is highly correlated with personality and independent of intelligence. Although seemingly more valid, performance‐based measures have certain limitations, especially when scored with reference to consensual norms, which leads to problems of skew and restriction of range. Scaling procedures may partially ameliorate these scoring weaknesses. Alternative approaches to scoring, such as expert judgement, also suffer problems since the nature of the requisite expertise is unclear. Use of experimental paradigms for studying individual differences in information‐processing may, however, inform expertise. Other difficulties for performance‐based measures include limited predictive and operational validity, restricting practical utility in organizational settings. Further research appears necessary before tests of E1 are suitable for making real‐life decisions about individuals.

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The International Journal of Organizational Analysis, vol. 11 no. 3
Type: Research Article
ISSN: 1055-3185

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Book part
Publication date: 20 July 2017

Neal M. Ashkanasy, Ashlea C. Troth, Sandra A. Lawrence and Peter J. Jordan

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has…

Abstract

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78714-709-6

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Article
Publication date: 1 March 2004

Ingrid Smithey Fulmer and Bruce Barry

What does it mean to be a “smart” negotiator? Few scholars have paid much attention to this question, a puzzling omission given copious research suggesting that cognitive ability…

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Abstract

What does it mean to be a “smart” negotiator? Few scholars have paid much attention to this question, a puzzling omission given copious research suggesting that cognitive ability (the type of intelligence commonly measured by psychometric tests) predicts individual performance in many related contexts. In addition to cognitive ability, other definitions of intelligence (e.g., emotional intelligence) have been proposed that theoretically could influence negotiation outcomes. Aiming to stimulate renewed attention to the role of intelligence in negotiation, we develop theoretical propositions linking multiple forms of intelligence to information acquisition, decision making, and tactical choices in bargaining contexts. We outline measurement issues relevant to empirical work on this topic, and discuss implications for negotiation teaching and practice.

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International Journal of Conflict Management, vol. 15 no. 3
Type: Research Article
ISSN: 1044-4068

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