Steven Kerr, Vice President of Leadership Development at General Electric and David Ulrich, Professor of Business Administration at the University of Michigan's School of…
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Steven Kerr, Vice President of Leadership Development at General Electric and David Ulrich, Professor of Business Administration at the University of Michigan's School of Business, discussed their various processes for organizational renewal in a dual keynote presentation. First, Dave Ulrich describes the drivers of organizational change and his process for responding to the new demands. Steve Kerr follows with some insights from his work within GE. These presenters have co‐authored a book, The Boundaryless Organization: Breaking the Chains of Organization Structure (Jossey‐Bass) due out in September.
Judith Shamian, Linda O’Brien‐Pallas, Donna Thomson, Chris Alksnis and Michael Steven Kerr
States Canadian governments have, after a decade of health care downsizing, started to focus on issues of health human resources. Posits that nurses in particular experience…
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States Canadian governments have, after a decade of health care downsizing, started to focus on issues of health human resources. Posits that nurses in particular experience higher rates of absenteeism and injury than other types of Canadian workers. Advocates that this study’s findings offers numerous ideas to managers of the system, unions, nurses, government and other parties on how to manage the system better for all involved and the improvement of the health care system.
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James G. March, Richard M. Burton, Peter Frost, Barry Staw, Anne Huff, David M. Boje, Larry E. Pate, Michael Moch, Steven Kerr, Ray Zammuto, David Whetten and Dawn (Pondy) Mulligan
Some of Lou Pondy′s closest colleagues were invited to submitletters and articles, as a starting point for this special issue. Manyletters were received from leading scholars at…
Abstract
Some of Lou Pondy′s closest colleagues were invited to submit letters and articles, as a starting point for this special issue. Many letters were received from leading scholars at some of the most respected institutions in the world, capturing Lou′s human qualities and his unique analytic style. A selection of these letters are included here.
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Stephen W. Nason and Madan M. Pillutla
Many, if not most, academic researchers interested in international business have worked on teams made up of individuals from many different countries. Ironically, there has been…
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Many, if not most, academic researchers interested in international business have worked on teams made up of individuals from many different countries. Ironically, there has been little research attempting to explain the unique dynamic of such teams and their advantages and disadvantages. The goal of this paper is to develop a model of international academic research teams with an aim towards understanding how they can be managed more effectively. We highlight some of the important variables that affect team functioning and discuss their relationships with both antecedents and outcomes. Specific propositions are developed and their implications are discussed.
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Larry E. Pate and David M. Boje
This article introduces the contributions made by a leadingmanagement scholar (Lou Pondy) and discusses ways he responded as amentor to the questionings of his many students.
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This article introduces the contributions made by a leading management scholar (Lou Pondy) and discusses ways he responded as a mentor to the questionings of his many students.
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Howard Thomas, Lynne Thomas and Alex Wilson
This paper aims to review the evolution of management education primarily over the last 50 years and seeks to identify the challenges and lessons learned in management education…
Abstract
Purpose
This paper aims to review the evolution of management education primarily over the last 50 years and seeks to identify the challenges and lessons learned in management education and to assess the potential for change. To gain insight into these issues the authors draw on the perspectives of around 40 key individuals from academia, professional bodies, media, business and students.
Design/methodology/approach
The content of the paper is based upon a qualitative analysis of around 40 two‐to‐three hour interviews of key global players in the management education field.
Findings
The key stakeholders in management education are identified as students, business and employers respectively. But in terms of relative stakeholder influence faculty, business and students are the top three influencers. Faculty represent the supply‐side whereas business and students represent the demand side of management education. There is evidence that higher tuition fees may increase the power of students and business relative to faculty. The individuals who have had the greatest influence on management education are academics such as Mintzberg and Drucker rather than business school deans or administrators. Institutions such as INSEAD, IMD and Harvard have had the greatest influence. The main issues and challenges identified in Management Education include information technology, globalisation, the role of faculty, competition and business model performance. Few game changing innovations in curricula have occurred in management education raising the question of how change will occur in the future.
Originality/value
There are few in‐depth, open‐ended interview studies of key participants in the field of management education. It adds insights to a range of more reflective literature studies from writers such as Khurana, Mintzberg and Pfeffer.
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Ineffective expatriate performance and premature returns have been found to relate primarily to an inability to adjust to the foreign environment rather than a lack of technical…
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Ineffective expatriate performance and premature returns have been found to relate primarily to an inability to adjust to the foreign environment rather than a lack of technical competence. Research has identified three dimensions of expatriate adjustment: adjustment to work, adjustment to interactions with people in the foreign country and general adjustment to the culture and living conditions. Five major factors that have been found to influence these dimensions of adjustment and research using these factors provides a framework to help international firms understand and take a more active role in facilitating expatriate adjustment.
Findings of research on behavior of school principals in four developing countries are summarized to shed light on the question of university of certain patterns of leader…
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Findings of research on behavior of school principals in four developing countries are summarized to shed light on the question of university of certain patterns of leader behavior. Certain similarities in the way leaders behave in different cultures lead, at least in a tentative way, to the conclusion that extra‐organizational (i.e. cultural) variables seem to be of little importance in the study of leadership. Implications of the findings are discussed, especially in regard to development of theory in administration.
Tradition, opinions, rumours, advertising, all contribute to biases and perpetuate misunderstandings. Can a more complete understanding of human behaviour help managers anticipate…
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Tradition, opinions, rumours, advertising, all contribute to biases and perpetuate misunderstandings. Can a more complete understanding of human behaviour help managers anticipate problems before they arise?