Search results

1 – 10 of 77
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 1 November 1997

Peter D. Steane

Argues that strategy formulation across sectors is different. Often the use of normative approaches to strategic management that have sprung from research and experience within…

1290

Abstract

Argues that strategy formulation across sectors is different. Often the use of normative approaches to strategic management that have sprung from research and experience within the private sector do not pay sufficient cognizance to the subtle differences that drive non‐profit and human‐service‐oriented public sector organizations. Analyses the interplay of variables such as environment, values and leadership to ascertain their significance in strategy formulation. Includes four case organizations from these two sectors in order to develop theoretical insights. Uses Ellen Chaffee’s models of linear, adaptive and interpretive strategy to analyse these variables across the sectors. Unlike other theories of strategy, Chaffee’s models are hierarchical and accommodate distinctive characteristics that motivate human service organizations. Identifies patterns of proactivity in strategy formulation, and concludes that transformational leadership enjoys a necessary relationship with value consensus, and together these form a sufficient condition to describe two case organizations from different sectors as interpretive in their strategy formulation.

Details

International Journal of Public Sector Management, vol. 10 no. 6
Type: Research Article
ISSN: 0951-3558

Keywords

Access Restricted. View access options
Article
Publication date: 9 April 2018

David Rosenbaum, Elizabeth More and Peter Steane

The purpose of this paper is to identify the development of planned organisational change models (POCMs) since Lewin’s three-step model and to highlight key linkages between them.

48679

Abstract

Purpose

The purpose of this paper is to identify the development of planned organisational change models (POCMs) since Lewin’s three-step model and to highlight key linkages between them.

Design/methodology/approach

A total of 13 commonly used POCMs were identified and connections with Lewin’s three-step framework and associated process attributes were made, reflecting the connections between these models and Lewin.

Findings

The findings show that first Lewin’s three-step model represents a framework for planned change; however, these steps could not be viewed in isolation of other interrelated processes, including action research, group dynamics, and force field analysis. These process steps underpin the iterative aspects of his model. Second, all 13 POCMs have clearly identified linkages to Lewin, suggesting that the ongoing development of POCMs is more of an exercise in developing ongoing procedural steps to support change within the existing framework of the three-step model.

Research limitations/implications

The authors recognise that the inclusion of additional POCMs would help strengthen linkages to Lewin. The findings from this paper refocus attention on the three-step model, suggesting its ongoing centrality in planned organisational change rather than it being dismissed as an historical approach from which more recently developed models have become more relevant.

Practical implications

This paper presents opportunities for organisational change management researchers to challenge their thinking with regard to the ongoing search for model refinement, and for practitioners in the design and structure of POCM.

Originality/value

An analysis of the ongoing relevance of Lewin and his linkage with modern POCMs assist in rationalising the broadening, and often confusing literature on change. This paper therefore not only contributes to filtering such literature, but also helps clarify the myriad of POCMs and their use.

Details

Journal of Organizational Change Management, vol. 31 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Access Restricted. View access options
Article
Publication date: 16 October 2009

James Guthrie, Peter Steane and Federica Farneti

The paper aims to study and compare the Australian Red Cross Blood Service (ARCBS) annual (AR) and intellectual capital reports (ICR) with an earlier study. The paper seeks to…

1474

Abstract

Purpose

The paper aims to study and compare the Australian Red Cross Blood Service (ARCBS) annual (AR) and intellectual capital reports (ICR) with an earlier study. The paper seeks to analyse the reporting practices of intellectual capital (IC) within this organisation.

Design/methodology/approach

The case study organisation is an Australian not‐for‐profit (NFP) organisation and the study took place over three years. A content analysis of ARCBS AR and ICR between 2002 and 2005 was conducted. Several interviews were conducted with a number of key ARBCS staff during 2006 to identify why and how they reported IC information.

Findings

The findings indicate a greater focus on internal and external capital with less focus on human capital. The frequency with which certain internal, external and human capital elements occur in ARCBS reports can be explained by macro, meso and micro factors which affect the organisation and influence the information it provides to its stakeholders. It was found that the AR addressed the concerns of multiple stakeholder groups, whereas the ICR are more targeted towards specific audiences.

Originality/value

This paper examines ICR and IC frameworks in the context of the NFP sector. Few prior studies consider this sector.

Details

Journal of Intellectual Capital, vol. 10 no. 4
Type: Research Article
ISSN: 1469-1930

Keywords

Access Restricted. View access options
Article
Publication date: 14 September 2015

Teerapun Chaimongkonrojna and Peter Steane

The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how…

3600

Abstract

Purpose

The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained.

Design/methodology/approach

In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers.

Findings

The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support.

Research limitations/implications

The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments.

Originality/value

The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Details

Journal of Management Development, vol. 34 no. 9
Type: Research Article
ISSN: 0262-1711

Keywords

Access Restricted. View access options
Article
Publication date: 5 September 2018

Yvon Dufour, Peter Steane and Anne Marie Corriveau

The purpose of this paper is to build on the configurational approach to strategic thinking – with the “écocycle” framework – to advance the understanding of the organizational…

864

Abstract

Purpose

The purpose of this paper is to build on the configurational approach to strategic thinking – with the “écocycle” framework – to advance the understanding of the organizational life cycle. This integrative approach brings new insights into the dynamism of organizational life cycle.

Design/methodology/approach

This framework builds on analysis of the literature on organizational life cycle and extensive consulting and teaching experience with business executives.

Findings

The framework highlights the complex and dynamic nature of thinking and decision making in organizations. It suggests a spectrum of multiple ways of thinking over time, as strategy changes to accommodate each organization’s challenging environment.

Originality/value

The “ecocycle” framework progresses the understanding of organizational life cycle, by incorporating the diverse factors and features into a more unified, holistic and synthetic approach. The framework challenges the linear sequential view of organizational life cycle, and suggests the process of strategy development is not comprised of independent forms or alternative choices, but rather different business practices of organizations aligned with different stages of the strategic thinking cycle.

Details

Asia-Pacific Journal of Business Administration, vol. 10 no. 2/3
Type: Research Article
ISSN: 1757-4323

Keywords

Access Restricted. View access options
Article
Publication date: 1 December 2003

Anne Fletcher, James Guthrie, Peter Steane, Göran Roos and Stephen Pike

Few authors have examined the intellectual capital of non‐profit organizations or discussed their strategic management in terms of intangibles. The Australian Red Cross Blood…

9874

Abstract

Few authors have examined the intellectual capital of non‐profit organizations or discussed their strategic management in terms of intangibles. The Australian Red Cross Blood Service (ARCBS), a third sector organization, is the subject of this study. The purpose of the study is to better understand the value dimensions of the ARCBS from an external stakeholder perspective. Outcomes include the creation of a value hierarchy, inclusive of the views of 11 stakeholder groups. The results show overall agreement amongst stakeholders about the four most highly valued key performance areas (KPAs) of ARCBS (safe product, product sufficiency, donor and volunteer management and public confidence). However, there were many differences between different stakeholder groups in their perceptions of the relative importance of the nine KPAs and their constituent attributes. As a result of the study ARCBS has a basis to manage strategy, organizational performance and communication with stakeholders.

Details

Journal of Intellectual Capital, vol. 4 no. 4
Type: Research Article
ISSN: 1469-1930

Keywords

Access Restricted. View access options
Book part
Publication date: 23 January 2001

L. R. Jones, James Guthrie and Peter Steane

Abstract

Details

Learning from International Public Management Reform: Part A
Type: Book
ISBN: 978-0-7623-0759-3

Access Restricted. View access options
Article
Publication date: 1 September 2001

Peter Steane

This paper argues that divergence rather than convergence is manifested in non‐profit governance in non‐profit boards in Australia. This reinforces broader literature on…

2384

Abstract

This paper argues that divergence rather than convergence is manifested in non‐profit governance in non‐profit boards in Australia. This reinforces broader literature on governance undertaken in other countries, and suggests expectations of convergence are premature. The inclusion of more women as directors, together with a greater proportion of directors from minority groups in society, supports a view of directorship dissimilar from the corporate sector. Such divergence offers a contribution to the theory and practice of governance because it suggests that policies of convergence need to be built upon a realistic assessment of the ideologies and values that characterise the non‐profit sector.

Details

Corporate Governance: The international journal of business in society, vol. 1 no. 3
Type: Research Article
ISSN: 1472-0701

Keywords

Access Restricted. View access options
Book part
Publication date: 5 March 2001

K. Au, I. Vertinsky and D. Wang

Abstract

Details

Learning from International Public Management Reform: Part B
Type: Book
ISBN: 978-1-84950-093-7

Access Restricted. View access options
Article
Publication date: 1 March 1974

Frances Neel Cheney

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are…

300

Abstract

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

Details

Reference Services Review, vol. 2 no. 3
Type: Research Article
ISSN: 0090-7324

1 – 10 of 77
Per page
102050