The purpose of this paper is to propose that conceptions of time and future that are currently in use restrict the possibilities for framing decision making. By privileging the…
Abstract
Purpose
The purpose of this paper is to propose that conceptions of time and future that are currently in use restrict the possibilities for framing decision making. By privileging the notion of present moment over that of linear time, a more comprehensive framing of what it means to consider what influences our judgements. The ontology of the present moment provides a theoretical context for knowing what we can of the future in a more comprehensive way.
Design/methodology/approach
A review of ways of knowing the future that extends beyond linear assumptions of time leads to consideration of anticipatory systems and of the relationship between purpose and causality. It leads further into conjecture that the present moment is more ontologically fundamental than what we customarily refer to as past, present and future.
Findings
On this foundation, examination of experience of now reveals a multidimensionality which can include retrocausality, the possibility of the future influencing the present and the importance of latent patterning in determining events.
Research limitations/implications
The notion of the present moment has much in common with second order cybernetics and indicates a possible way of bringing systems thinking, especially boundary critique, to futures thinking and strategic decision making.
Practical implications
Although basically a theoretical paper, the framework does suggest possibilities for redesigning futures practice through using the present moment as a meta‐framing critique technique to reveal more clearly underlying assumptions in both futures studies and systems thinking.
Originality/value
In the context of a world where serious inability to see what is coming is pervasive in management and governance, a fresh look at fundamental assumptions may reveal flawed decision thinking and indicate ways of improvement.
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Rodney McAdam, Bob Mason and Josephine McCrory
The purpose of this paper is to critically examine the definition and conception of tacit knowledge in existing peer reviewed literature and to suggest how research agendas can be…
Abstract
Purpose
The purpose of this paper is to critically examine the definition and conception of tacit knowledge in existing peer reviewed literature and to suggest how research agendas can be established to clarify understanding for praxis.
Design/methodology/approach
The methodology involved an in‐depth literature review of tacit knowledge as part of the knowledge management discourse.
Findings
There is considerable disagreement in the literature over the definition and role of tacit knowledge in management studies and organizations. These polemics are reflected in a lack of systematic research agendas being established. Conversely the more meta level concept of knowledge management has been the subject of an increasing amount of research. However, it is suggested that an improved understanding of tacit knowledge is needed to underpin and further develop the knowledge management discourse. From the literature the concept of tacit knowing is advanced as a means for establishing research agendas and improving understanding in praxis, within the tacit knowledge domain. This approach enables definitional differences to be further probed along with the role and purpose of tacit knowledge within organizations.
Practical implications
The paper suggests a number of ways in which tacit knowledge can be developed in organizations at organizational, group and individual levels.
Originality/value
The paper shows how the concept of tacit knowing can help in understanding the dichotomies within the tacit knowledge literature and in advancing understanding of the subject.
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Offers many new ideas in the field of marketing, and argues that marketing is a complex, strategic thought process, based on an exchange of customer‐related values. A new model of…
Abstract
Offers many new ideas in the field of marketing, and argues that marketing is a complex, strategic thought process, based on an exchange of customer‐related values. A new model of need and want is offered, and developed into a strategic framework which considers the functional and perceptual nature of what is loosely termed “the delivery of care”. Argues that, in marketing terms, strategic focus in the NHS can only be achieved by getting close to the mind of the customer.
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Offers some new and different insights into the field of managementdevelopment. Begins by inviting the reader to consider that bottom‐lineprofit results are influenced by the…
Abstract
Offers some new and different insights into the field of management development. Begins by inviting the reader to consider that bottom‐line profit results are influenced by the behaviour of, and attention to, both internal and external customers. An example is then used to explain how the context for management development hinges on three key organizational factors, namely culture, consultation and commitment. Links this contextual framework to two important business profiles, namely the business strategy profile and the business planning profile, in order to locate the management development context. Reinforces the view that training initiatives such as “customer care” programmes only really work when the context is not only explained to staff, but that such initiatives are finite, measurable in results terms, and carry customer‐related benefits which affect the profitability of the business. Argues that unplanned staff development initiatives can militate against real progress being made, simply because of the lack of contextual integration.
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Purpose – Educating active citizens engaged in civic life is a critical goal of citizenship education. This study examines how citizenship education is practiced in three public…
Abstract
Purpose – Educating active citizens engaged in civic life is a critical goal of citizenship education. This study examines how citizenship education is practiced in three public high schools in the City of Ottawa, Canada, and how teachers through their instruction prepare their students for active citizenship.Design – This investigation draws on citizenship theories and an examination of citizenship pedagogy through observations of class instruction and interviews with teachers and students.Findings – The research shows that despite shared provincial guidelines, in practice, there are dramatic differences in the design and provision of citizenship instruction across classrooms, shaped largely by teachers’ understandings of what constitutes active citizenship. I detail three distinct understandings of active citizenship that are advanced through class instruction: the duty-based, the make-a-difference, and the politically oriented active citizenship.Value – The article discusses important implications that these differing understandings and pedagogical approaches have as they delineate different expectations and paths for youth citizenship participation in public life.
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Advances the case for a new marketing paradigm: a paradigm that is driven by the needs of the market, rather than the organization. Examines the notion of targeting, from the…
Abstract
Advances the case for a new marketing paradigm: a paradigm that is driven by the needs of the market, rather than the organization. Examines the notion of targeting, from the perspective of the buyer, a concept labelled by the author as “buyer disposition” ‐ the process undertaken by buyers when sourcing a product or service. Argues that the disposition of the buyer towards a product or service, or supplier, during the sourcing process can be represented by five criteria, termed the “five Vs”: value, viability, volume, variety and virtue. Proposes that the five Vs can be used in conjunction with the marketing mix to enable a supplier or provider to achieve a more detailed understanding of the buying process, and ultimately of product/service adoption. Argues that a fundamental understanding of buyers’ needs and wants, through the eyes of the buyer, will help to generate a stronger and more strategic focus on the achievement of marketing objectives.
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Advances the case for the use of one particular business planningtechnique within a National Health Service Trust. At the present time,NHS trusts are required to write strategic…
Abstract
Advances the case for the use of one particular business planning technique within a National Health Service Trust. At the present time, NHS trusts are required to write strategic direction statements. Evidence suggests that these documents provide an accurate account of past performance and present position of the trust, but do not express the future position intended to be achieved. These documents also tend to be lengthy and lack strategic focus, which means that they are not helpful to managers who want clear organizational goals and objectives to which to work. Attempts to address the difficulties associated with determining how existing skills and resources can be used as the platform for future growth strategies by using the Ansoff Matrix and SWOT Analysis planning tools, given the external changes in the marketplace. Also attempts to shed light on some of the important links between business strategy and management development by extending planning theory into practice.
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Robert H. Bennett, Walter J. Wheatley, E. Nick Maddox and William P. Anthony
Theory and practice indicate that managers experience considerabledifficulty and exhibit limited rationality as they attempt to grasp,process, and understand the often ambiguous…
Abstract
Theory and practice indicate that managers experience considerable difficulty and exhibit limited rationality as they attempt to grasp, process, and understand the often ambiguous requirements of managerial tasks. Argues the efficacy of mental imagery and visualization as a means to overcome such human limitation. Notes the theoretical and conceptual underpinnings of mental imagery and applies them to the “episodic performance situations” inherent in the reality of management practice. Imagery techniques allow managers to create and manipulate actively a much more information‐rich and thorough projection of the once ambiguous, abstract management scenario. Discusses some example uses of mental imagery in the steps of the strategic planning model, in decision‐making applications, and in organizational communication. Provides some guidelines for developing effective mental imagery scripts and outlines important considerations for their use in organizations.