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Article
Publication date: 1 September 2003

190

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Industrial and Commercial Training, vol. 35 no. 5
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 June 2002

Mike Palmer

Organisations use project management to bring key people together to achieve specific goals. Yet many struggle to achieve this effectively because the culture does not support the…

2543

Abstract

Organisations use project management to bring key people together to achieve specific goals. Yet many struggle to achieve this effectively because the culture does not support the disciplines involved. Offers some insights into the strategy used to deliver a new steps and gates product development process at Kimberly‐Clark in Europe – and to achieve a change in culture to support it. This initiative, stimulated by poor business results, sought to model good project practice throughout. In so doing, it motivated project members to act as effective change agents when the time came to roll the process out. The project was highly successful – it remains a powerful tool and has helped the business become more successful. Key points for change projects emerge as the importance of getting the politics right; gaining commitment from team members; and ensuring that new processes fit organisational practice and culture.

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Industrial and Commercial Training, vol. 34 no. 3
Type: Research Article
ISSN: 0019-7858

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Book part
Publication date: 3 October 2007

Susan Newberry and Kerry Jacobs

New Zealand is widely recognised as extreme in its New Public Financial Management reforms. Scrutiny of the reformed financial management system reveals its consistency with a…

Abstract

New Zealand is widely recognised as extreme in its New Public Financial Management reforms. Scrutiny of the reformed financial management system reveals its consistency with a controversial political agenda: trade liberalisation of even core social services such as social welfare, health and education. Further, the detailed requirements are systematically biased towards withdrawing from government services (by running them down) and/or privatising them (by artificially inflating reported costs, thus projecting an appearance of inefficiency). The legislation underpinning the New Zealand model was shepherded through parliament by a Minister of Finance who publicly opposed exposing social services to market forces. Drawing on archival records, this article provides a historical account of how this legislation came into being. The legislation handed key levers of power to extend the reforms to the Treasury. Particular attention is paid to the friction within the government of the time over extending the reforms to social policy, and the role of the Treasury. Possibly, some ministers who drove the reforms through did not appreciate their nature. Alternatively, the handover of the levers of power could be perceived as an attempt to avoid blame.

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Envisioning a New Accountability
Type: Book
ISBN: 978-0-7623-1462-1

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Article
Publication date: 1 December 2002

Kimberly‐Clark is a leading manufacturer of packaged goods, such as Andrex, Kleenex and Huggies. In 1997 it was struggling to build market share in Europe, despite a strong UK…

1345

Abstract

Kimberly‐Clark is a leading manufacturer of packaged goods, such as Andrex, Kleenex and Huggies. In 1997 it was struggling to build market share in Europe, despite a strong UK presence. By 1998 failures in Europe led the company to issue a profit warning. A report by management consultants in mid‐1998 identified three key weaknesses with project management in Europe: a lack of standards and discipline; unclear management roles and lines of authority; and the setting of unclear objectives and unrealistic deadlines.

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Training Strategies for Tomorrow, vol. 16 no. 6
Type: Research Article
ISSN: 1369-7234

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Article
Publication date: 31 March 2020

Devon Gidley

This paper develops a new method to study institutions based on institutional work theory. Institutional disruption is intentionally utilized to explore the taken-for-granted…

560

Abstract

Purpose

This paper develops a new method to study institutions based on institutional work theory. Institutional disruption is intentionally utilized to explore the taken-for-granted foundations of social institutions. The paper outlines the method and considerations.

Design/methodology/approach

Taking inspiration from ethnomethodological breaches, the paper outlines the steps in the new method called researcher initiated institutional disruption (RIID). The four steps are identifying the institution, identifying the institutional actors, selecting the disruption type and disrupting the institution to gather data (action and reaction). RIID utilizes three types of institutional disruption: undermining assumptions and beliefs, resistance and issue raising.

Findings

The new method complements traditional field methods, such as observation, by showing how a researcher can deliberately make taken-for-granted institutional features visible. The paper finds that RIID offers the opportunity to gather different data, but it is not appropriate for every study and carries potential consequences in the field.

Originality/value

This paper contributes to the literature by outlining an innovative use of theory as method. The approach has not previously been detailed and offers the potential to access previously inaccessible research questions, data and theoretical insights.

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Journal of Organizational Change Management, vol. 34 no. 4
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 June 1989

Retail Engineering is the new term coined by Morgan Stanley for their autumn retail conference, recently held in London to describe developments in EPoS‐led systems in retailing…

249

Abstract

Retail Engineering is the new term coined by Morgan Stanley for their autumn retail conference, recently held in London to describe developments in EPoS‐led systems in retailing. The conference included presentations by speakers from Boots, W.H. Smith, and Asda, highlighting their own experiences in this area. This is an RDM report.

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Retail and Distribution Management, vol. 17 no. 6
Type: Research Article
ISSN: 0307-2363

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Article
Publication date: 30 September 2024

Ed Cottam and Pushkar.P. Jha

Decision-makers often struggle to combine advice with their own intuition. This study examines how advice-giver traits and decision-makers’ intuition influence advice uptake. We…

57

Abstract

Purpose

Decision-makers often struggle to combine advice with their own intuition. This study examines how advice-giver traits and decision-makers’ intuition influence advice uptake. We present a novel typology based on decision-makers’ trust in advice-givers and their perceived expertise.

Design/methodology/approach

This qualitative study uses a sample of publicly available interview data with 51 elite performers. Using inductive and content analysis, we explore the mediation between decision-makers’ intuitive competence (ability to effectively deploy intuition in interface with advice) and their autonomy (self-endorsement from past performance).

Findings

We identify four sources of advice: mentor advice, specialist advice, confidant advice and commentator advice. Drawing on instances of different sources of advice along varying degrees of trust and expertise, we propose a framework for interaction between intuitional competence and advice characteristics.

Originality/value

We offer a novel way of contextualising nuanced forms of advice and provide a structured typology of sources, characterised by trust and expertise. This typology and our findings help reconcile contradictions in decision-making research. Finally, we offer practical guidance for the uptake of advice.

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Management Decision, vol. 63 no. 3
Type: Research Article
ISSN: 0025-1747

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Book part
Publication date: 25 March 2010

Donald Palmer

This chapter attempts to explain why the community of scholars at Stanford University generated an unparalleled amount of highly influential theory and research on organizations…

Abstract

This chapter attempts to explain why the community of scholars at Stanford University generated an unparalleled amount of highly influential theory and research on organizations in the last three decades of the 20th century.1

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Stanford's Organization Theory Renaissance, 1970–2000
Type: Book
ISBN: 978-1-84950-930-5

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Article
Publication date: 1 September 1999

Joy Palmer and Ian Richards

Knowledge networks, knets, will be the predominant form for successful companies in the twenty‐first century. The enabler for knets is network behaviour. This is a focus on social…

1761

Abstract

Knowledge networks, knets, will be the predominant form for successful companies in the twenty‐first century. The enabler for knets is network behaviour. This is a focus on social wiring that is necessary to unleash the collective intelligence from connected, multiple nodes. This paper provides a first view of network behaviour. The results are based on the responses to a web‐based network quiz from more than 130 people in various organisations across the world. It shows that people believe in network behaviour but appear to be encumbered by current organisational forms. The risk for those who cannot develop network behaviour is isolation, caused by the even deeper social fragmentation created by unilateral technological progress.

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Journal of Knowledge Management, vol. 3 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

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Book part
Publication date: 20 December 2013

Christine Shearer, Jennifer Bea Rogers-Brown, Karl Bryant, Rachel Cranfill and Barbara Herr Harthorn

Research has found a subgroup of conservative white males have lower perceptions of risk across a variety of environmental and health hazards. Less research has looked at the…

Abstract

Research has found a subgroup of conservative white males have lower perceptions of risk across a variety of environmental and health hazards. Less research has looked at the views of these “low risk” individuals in group interactions. Through qualitative analysis of a technology deliberation, we note that white men expressing low risk views regarding technologies for energy and the environment also often express high social risks around potential loss of control. We argue these risk perceptions reflect identification with corporate concerns, usually framed in opposition to government and mirroring arguments made by conservative organizations. We situate these views within the broader cultural struggle over who has the power to name and address risks.

Details

William R. Freudenburg, A Life in Social Research
Type: Book
ISBN: 978-1-78190-734-4

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