As the title indicates, what follows is a random collection of thoughts about internal consulting. Don't look for a logical ordering of ideas because there is none. For the sake…
Abstract
As the title indicates, what follows is a random collection of thoughts about internal consulting. Don't look for a logical ordering of ideas because there is none. For the sake of some structure, you will find comments on six general areas: • Authority comes from competence, not position • Management wants you to decide what you should do • Management confidence in you starts with small successes • Management must demonstrate change • Management deserves an out • What management does is more important than what they say. The emphasis is on practical ideas—ideas that have worked for me. I've tried to give the thoughts a broad internal consultant orientation, but you will probably be able to detect that my consulting has been in employee relations.
This article offers alternative ways of looking at your work. It embraces the troubling reality that you are not in charge and helps you to see how you might be effective from…
Abstract
This article offers alternative ways of looking at your work. It embraces the troubling reality that you are not in charge and helps you to see how you might be effective from where you sit. The article helps you look at what you have and what you want at work. It helps you identify the people that are important to you and bring yourself more fully to the work before you. The author believes that the “secret” of your success is in using work to pursue life goals, in finding life meaning through the work you do. Briefly said, leading at work is best done by conscientiously leading your life.
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One of the very first information entrepreneur businesses was Information Unlimited, founded by Sue Rugge and Georgia Finnigan back in 1971. Charging $10/hour for their research…
Abstract
One of the very first information entrepreneur businesses was Information Unlimited, founded by Sue Rugge and Georgia Finnigan back in 1971. Charging $10/hour for their research, Sue and Georgia essentially created a new industry, offering on-demand research provided by skilled librarians and researchers, to anyone who was willing to pay. Sue went on to found two more independent research companies, Information on Demand and The Rugge Group. Sue was also co-founder of The Information Professionals Institute, a company that focused on seminars for the information industry (including an all-day workshop on how to become an information entrepreneur).
The paper is an exercise in “metaphoric defamiliarisation”. The metaphor of the search for a conceptual framework as “quest” is unpacked and an alternative, based on Lewis…
Abstract
Purpose
The paper is an exercise in “metaphoric defamiliarisation”. The metaphor of the search for a conceptual framework as “quest” is unpacked and an alternative, based on Lewis Carroll's The Hunting of the Snark, is proposed in its place.
Design/methodology/approach
Many points of correspondence between Carroll's unlikely expedition and the work of standard setting bodies are noted and developed. The possibility that a conceptual framework might turn out to be a “Boojum” is examined.
Findings
Noting that timing precludes the possibility that The Hunting of the Snark is an allegory of accounting standard setting, a possible social explanation drawing on Cornford's Microcosmographia Academica is proposed.
Originality/value
Examines the use of the quest metaphor and what it tells us about standard setters' approaches. An alternative metaphor is proposed as being more appropriate and, by contrasting the two, the content of the first is thrown into sharper relief.
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Begins by considering whether the economic theory of the supply, nature and demand for biographies developed by James M. Buchanan and Robert Tollison might apply to this…
Abstract
Begins by considering whether the economic theory of the supply, nature and demand for biographies developed by James M. Buchanan and Robert Tollison might apply to this autobiography. Outlines Tisdell’s experiences in his pre‐school years (1939‐1945), at school (1946‐1956) and as a university student (1957‐1963). Covers the period of his first appointment as a temporary lecturer at the Australian National University (1964) and of his postdoctoral travelling scholarship (1965) which took him to Princeton and Stanford and the period of his employment from 1966 onwards. His family and its history are given particular attention.
Denise D. Schoenbachler and Geoffrey L. Gordon
Observes that traditional retail, catalog, and online‐only businesses face a critical decision – to accept a new, yet unrefined business model that includes multiple channels or…
Abstract
Observes that traditional retail, catalog, and online‐only businesses face a critical decision – to accept a new, yet unrefined business model that includes multiple channels or to retain their single channel model and risk becoming obsolete and left behind by new, multi‐channel competitors. The decision process and implementation of a multi‐channel strategy could be simplified if businesses understood what drives consumers to a single channel, multiple channels, and which channels are preferred. Outlines the key issues facing multi‐channel marketers, and encourages multi‐channel businesses to take a customer‐centric view rather than a channel focused view to work through the challenges unique to the multi‐channel marketer. A model of multi‐channel buyer behavior is proposed to help the multi‐channel marketer develop a customer‐centric view. Presents a series of propositions which serve to encourage and direct future research in this area.