Dominique Besson and Slimane Haddadj
Today’s ever‐expanding global economy demands increased flexibility in all US industries where state‐of‐the‐art manufacturing and production methods are employed. A high‐skilled…
Abstract
Today’s ever‐expanding global economy demands increased flexibility in all US industries where state‐of‐the‐art manufacturing and production methods are employed. A high‐skilled, well‐trained labor force is the key to a successful implementation of such methods that will allow the USA to compete effectively with those industrialized nations that have already made state‐of‐the‐art production and a high‐skilled labor force their top industrial and economic priorities. The US chemical industry, for example, is one industry that has found it quite difficult to follow through on these priorities. By factor analyses, regressions and cluster analyses, it is shown that many neo‐Taylorian practices persist through the development of lean production in this industry. If the US chemical industry is to compete competitively in the new global economy, it must make a more serious effort in addressing these priorities.
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The purpose of this paper is to examine the paradoxes immanent in CEO succession.
Abstract
Purpose
The purpose of this paper is to examine the paradoxes immanent in CEO succession.
Design/methodology/approach
This case study is based on stories of organizational change told by different actors in a family organization that experienced a CEO succession.
Findings
Admitting that every organization is complex by nature in the sense that it is an ongoing expression of paradox and uncertainty means that organizations must be complex in order to maintain the relationships with the environment and with employees.
Originality/value
This study examines CEO succession in small and medium‐sized firms. A crucial issue for research on organizations, it has been neglected in studies of organizational change.
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Dominique Besson and Slimane Haddadj
Most succession processes prove to be dysfunctional, resulting in high hidden costs. This article shows how a socio‐economic process can help the actors prevent those…
Abstract
Most succession processes prove to be dysfunctional, resulting in high hidden costs. This article shows how a socio‐economic process can help the actors prevent those dysfunctions, while dealing with the creation of new forms of power.
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The organizational change that is happening when firms are undergaing a CEO succession is difficult to apprehend and analyze. Further it is not related to any kind of linear…
Abstract
The organizational change that is happening when firms are undergaing a CEO succession is difficult to apprehend and analyze. Further it is not related to any kind of linear approach. Rather, in most cases, the CEO succession is complex, dynamic and is embedded in a context and a situation that needs to be analyzed from inside the organizations by listening to the actors in order to really understand what is going on.
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Slimane Haddadj and Dominique Besson
The results show that firms in the same industry do not use the same approach in order to solve the skill shortage. Defining three approaches, most firms tend to be oriented…
Abstract
The results show that firms in the same industry do not use the same approach in order to solve the skill shortage. Defining three approaches, most firms tend to be oriented toward “contingent action”, “active action” or “passive action”. These orientations are partly explained by the difficulty met by firms doing their business. As only a minority of firms use “active action” to address skill shortage, it appears that most of them cannot react by themselves. They should get some help from the State in order to address the skill shortage.
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Grace Ann Rosile and Robert F. Dennehy
This chapter covers the history of the Standing Conference for Management and Organizational Inquiry (sc’MOI). It develops insights into embodiment conference practices, how…
Abstract
This chapter covers the history of the Standing Conference for Management and Organizational Inquiry (sc’MOI). It develops insights into embodiment conference practices, how critical storytelling was part of our conference work from the beginning, and how the conference community used “ensemble leadership” rather than a hierarchical solo leader, or board-led approach. Sc’MOI existed for 25 years, and disbanded, while still solvent.