Argues that efforts to adapt to increased volatility and uncertainty are still plagued by the traditional wisdom and domination of command‐and‐control hierarchies. In highlighting…
Abstract
Argues that efforts to adapt to increased volatility and uncertainty are still plagued by the traditional wisdom and domination of command‐and‐control hierarchies. In highlighting over two decades of intimation for appropriate organizational structural fit, identifies recurring barriers to change. In an effort to achieve organizational adaptability and improve change initiative success, proposes the creation of pockets of excellence. These self‐organizing team structures are positioned as a resource to developing internal efficiencies and business opportunities as a means to enhance productivity and provide a measure of sustainable competitive advantage. The proposed team structure is informed by the developing field of complexity theory and evaluated through focus group discussions.
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The practical applications of emerging theory, “complexity theory”, to business are sometimes less obvious than the theory itself, which drives the need, though arguably…
Abstract
The practical applications of emerging theory, “complexity theory”, to business are sometimes less obvious than the theory itself, which drives the need, though arguably subjective, for enlightening applications for the potential use of emerging theory in business. Examines whether complexity theory has merit in the design of company procedures not just to challenge the functionalist dogma of traditional organizational structures, but also to encourage a process of self‐organization, self‐motivation, and learning. Focuses on three businesses of a private company in manufacturing, construction and trading and uses one procedure, which outlines the mechanism for charging operating units for the use of working capital. Investigates whether a process of self‐organizing and self‐motivating patterns can emerge if the structure of a procedure is developed under the methodology of complexity theory. Research findings were obtained from a focus group using the computer based qualitative research approach of Ideas UnlimitedTM and further examined in subsequent focus group discussions.
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Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.
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The purpose of this article is to chronicle the publication events in the 1980s and 1990s that framed the development of the series of controversies in marketing that are known as…
Abstract
Purpose
The purpose of this article is to chronicle the publication events in the 1980s and 1990s that framed the development of the series of controversies in marketing that are known as the “philosophy debates”.
Design/methodology/approach
The article uses a participant’s retrospective approach.
Findings
The article finds that seven publication events are key to understanding marketing’s philosophy debates. The seven are the publication of the “little green book” by Grid, Inc. in 1976; the philosophy of science panel discussion held at the Winter American Marketing Association Educators’ Conference in 1982; the special issue of the Journal of Marketing on marketing theory in 1983; three articles on the “critical relativist perspective” by the Journal of Consumer Research in 1986 and 1988; the “blue book” by South-Western in 1991; a trilogy of articles on truth, positivism and objectivity in the Journal of Marketing and the Journal of Consumer Research in 1990-1993; and an article on “rethinking marketing” in the European Journal of Marketing in 1994.
Originality/value
Chronicling the key publication events enables readers to understand what the debates were about and provides readers a starting point for further investigating the issues in the debates.
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Paul J. Hanges, Julie S. Lyon and Peter W. Dorfman
Managing a large multinational team such as the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project (ongoing since the early 1990s) presents numerous…
Abstract
Managing a large multinational team such as the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project (ongoing since the early 1990s) presents numerous leadership, communication and organization challenges. This chapter discusses the challenges that occurred in the GLOBE project owing to: (a) the long-term nature of the project, (b) the evolving (growing) size of the GLOBE team, (c) the large membership size of the GLOBE team, (d) the virtual nature of the team's communications, and (e) the cultural differences of the GLOBE participants. Survey responses from 50 researchers regarding their experiences in GLOBE help document our experiences. Because these challenges will be encountered by other multinational teams, we provide recommendations for forming and maintaining successful multinational teams.
Gary Kurzbard and Gary F. Soldow
To claim that marketing is concerned with exchange is a currently accepted definition which allows wide interpretation and can be applied to almost all disciplines. A satisfactory…
Abstract
To claim that marketing is concerned with exchange is a currently accepted definition which allows wide interpretation and can be applied to almost all disciplines. A satisfactory definition should develop both inclusionary and exclusionary criteria. Marketing has an underlying purpose connected with the exchange of goods and services, and ideas can be studied only if they serve that purpose. It should be placed firmly in the economic sphere, employing strategies intentionally rendered and goal‐directed. This definition allows wide consideration of diverse subject areas, but keeps the process within specific parameters, bringing about its more satisfactory development as a scientific discipline.