Executive education is no longer a perk. It's a company's most important strategic hope for survival—all over the world.
A rapidly changing environment requires new thinking by strategicleadership – intangible competences must be cultivated. Suggeststhis is best approached through partnership…
Abstract
A rapidly changing environment requires new thinking by strategic leadership – intangible competences must be cultivated. Suggests this is best approached through partnership between universities and corporations in the design of applied management research projects. Describes the creation of the International Consortium for Executive Development Research with this end in mind.
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To focus on current thinking about how best to develop organizations’ leaders.
Abstract
Purpose
To focus on current thinking about how best to develop organizations’ leaders.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
High‐powered, highly experienced executives can be enthused by learning programs if those programs are appropriately designed, particularly if they allow and encourage reflection on aspects of their own leadership in the context of the challenges they face. Further, when developing new leaders within an organization, time and opportunity should be given to exposing them to experiences from which they can learn, and the right balance sought between training and experiential learning.
Originality/value
Raising the awareness of different approaches to development and learning within an organization, understanding the differences between training and experiential approaches, and encouraging organizations to begin the development process early in their employees’ careers.
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Douglas A. Ready, Albert A. Vicere and Alan F. White
There is a growing awareness among major corporations that executive andorganizational development activities have a very important role to playin the creation of learning‐based…
Abstract
There is a growing awareness among major corporations that executive and organizational development activities have a very important role to play in the creation of learning‐based competitive capabilities. Presents a perspective on this emerging role based on the authors′ research and years of experience in the field of executive development. Outlines a new and critical role for executive development in the strategic management process, develops a first stage model for integrating executive development into an organization′s strategic planning system, and presents a case study example of a firm engaged in a systems approach to executive development.
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A fascinating article from spring’s MIT Sloan Management Review focuses on leadership development programs – and more to the point the reasons why they fail. Among the issues…
Abstract
A fascinating article from spring’s MIT Sloan Management Review focuses on leadership development programs – and more to the point the reasons why they fail. Among the issues raised, the authors claim that companies “exhibit clear patterns that cause repeated failures or breakdowns in their capacity to create internal leadership talent”. So grave are the problems that they are likened to a disease eating relentlessly away at corporate competitiveness.
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Adrian Sargeant and Robin Angus Matheson
Describes how business schools are currently facing a recruitment crisis. Increased competition and smaller numbers of students have placed many business programmes in jeopardy…
Abstract
Describes how business schools are currently facing a recruitment crisis. Increased competition and smaller numbers of students have placed many business programmes in jeopardy. Clearly business schools need to get closer to industry and structure their programmes to match the needs of employers if they are to be able to survive into the long term. Reports the findings of research carried out to ascertain the needs of employers in Exeter. A postal survey was undertaken of 400 employers employing over 50 employees on a given site to ascertain in detail the scope and nature of the management training they were currently supporting. Data were also gathered in respect of the attitudes of employers to business schools and the criteria they apply to assist in their selection. Shows that Devonian employers are spending well under half the national average on training and a greater percentage of that training is now undertaken in‐house. Management education continues to be a priority for most businesses although there are mixed perceptions in respect of the most appropriate mode of delivery. Finds that a greater participation with local enterprise is called for, together with the possible adoption of a consortia‐based management programme which would incorporate a greater degree of flexibility to allow employers to “pick and mix” the training they require.
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Jackie Douglas, David Muturi, Alexander Douglas and Jacqueline Ochieng
The purpose of this paper is to examine the role of organisational climate in readiness for change (RFC) with particular focus on Lean Six Sigma (LSS) and to develop and…
Abstract
Purpose
The purpose of this paper is to examine the role of organisational climate in readiness for change (RFC) with particular focus on Lean Six Sigma (LSS) and to develop and operationalise an instrument to measure organisational climate to determine the organisational readiness of the Kenya Institute of Management (KIM) to progress to the next stage of the LSS implementation lifecycle.
Design/methodology/approach
A case study outlining the KIM journey to LSS is described. A quantitative survey was developed based on the ten organisational climate dimensions discovered by Ekvall (1983) and redefined by Lauer (1994). This was then used to measure the climate of the case study organisation. Data were analysed to determine individual perceptions of the climate dimensions within KIM. The average score for each dimension was used to determine overall organisational performance and hence RFC.
Findings
The generally positive scores across each dimension of the survey indicate that the KIM climate is ready for the next stage of its LSS implementation lifecycle although there may be some isolated pockets (individuals or groups) of resistance to change. However, the range of scores on each dimension indicates that there is disagreement within the survey group about the overall organisational climate.
Research limitations/implications
The response rate to the climate survey questionnaire was only two-thirds of the total staff at KIM Headquarters and approximately one-fifth of all staff. The views of non-respondents are therefore not known and this may bias the results.
Practical implications
Since climate influences RFC it is essential that an organisation can measure it to ensure its environment is conducive to the implementation of change generally and LSS particularly. The developed questionnaire is easy to use, easy to analyse and easy to interpret making it an ideal climate measurement instrument.
Originality/value
Previous papers on LSS concentrate on organisational culture rather that climate as a success factor for LSS implementation. This paper addresses that omission.
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David Carless and Kitrina Douglas
In this chapter we share some lessons we have learnt through doing research with – rather than on – people experiencing a range of mental health problems.
Abstract
Purpose
In this chapter we share some lessons we have learnt through doing research with – rather than on – people experiencing a range of mental health problems.
Approach
Our work has taken place within social, cultural, economic, and political contexts which create several problems or challenges. Through an extended dialogue, we explore how we have critically responded to each of these challenges across three phases of our projects: accessing and witnessing experiences of mental illness; understanding experiences of mental illness; and communicating mental health research.
Conclusion
Our aim is to stimulate creative responses to the question of how to do and disseminate research that is most likely to be helpful to people experiencing mental health problems.
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Stephanie Douglas and Gordon R. Haley
This case study aims to explore the transformative role of human resources (HR) in driving organizational strategy. It focuses on how HR leaders in a multi-site physical therapy…
Abstract
Purpose
This case study aims to explore the transformative role of human resources (HR) in driving organizational strategy. It focuses on how HR leaders in a multi-site physical therapy company led a comprehensive redesign of roles, processes, and organizational structures to align with business objectives and adapt to dynamic market conditions.
Design/methodology/approach
Using a human-centered design (HCD) approach, HR leaders identified misalignments through stakeholder engagement and data analysis. Combining qualitative feedback with quantitative data, the HR team developed a systematic understanding of the organization and implemented strategic changes, including role clarification and resource optimization.
Findings
The transformation led by HR resulted in significant improvements in role clarity, employee engagement, and operational scalability. Outcomes included equitable role distributions for leadership, enhanced accountability frameworks and employee skill development. These changes positioned the organization for sustainable growth and heightened HR’s role as a strategic partner.
Research limitations/implications
Future research could explore longitudinal impacts of HR-led strategic transformations on organizational performance across diverse industries.
Practical implications
Organizations can leverage the findings to empower HR as a strategic partner, aligning people strategies with business goals to achieve competitive advantage. The study underscores the importance of HR’s involvement in organizational design and capability development for future readiness.
Originality/value
This case demonstrates HR’s evolving role from administrative support to strategic business leadership. It highlights the innovative use of HCD to align workforce and organizational design with business strategy. The study provides a replicable framework for organizations seeking to address operational inefficiencies and foster resilience.
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Renate E. Meyer, Martin Kornberger and and Markus A. Höllerer
In this chapter, the authors introduce Ludwik Fleck and his ideas of “thought style” and “thought collective” to suggest a re-thinking of the divide between “micro” and “macro”…
Abstract
In this chapter, the authors introduce Ludwik Fleck and his ideas of “thought style” and “thought collective” to suggest a re-thinking of the divide between “micro” and “macro” that has perhaps more inhibited than inspired organization studies in general, and institutional theory in particular. With Fleck, the authors argue that there is no such thing as thought style-neutral cognition or undirected perception: meaning, constituted through a specific thought style shared by a thought collective, permeates cognition, judgment, perception, and thought. The authors illustrate our argument with the longitudinal case study of Sydney 2030 (i.e., the strategy-making process of the City of Sydney, Australia). The case suggests that – regardless of its actual implementation – a strategy is successful to the extent to which it shapes the socio-cognitive infrastructure of a collective and enables those engaged in city-making to think and act collectively.