Investigation into negotiation has shown that there is a correlation between high expectations and the results attained: “the higher the expectations, the better the results”…
Abstract
Investigation into negotiation has shown that there is a correlation between high expectations and the results attained: “the higher the expectations, the better the results”. This study investigates other effects of expectations on results including the influence of equally high expectations by both negotiators, the influence of the fallback position at which a negotiator is willing to settle, and the relative influence of high and low expectations on outcome, all of which are critical to managers who are negotiating either purchases or sales. In this study, negotiation experiments encompassing a total of 24 negotiations were conducted. The study demonstrated that the negotiator with the highest aspiration level did not necessarily win when both sides had similar aspiration levels. Moreover, it was found that maximum aspiration has a greater influence on positive outcome than minimum aspiration (fallback position) and that high aspiration has a greater influence on positive outcome than low aspiration.
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The purpose of this paper is to identify and interpret the spiritual foundation that permeates all Drucker's contributions, and to show that his convictions served as his internal…
Abstract
Purpose
The purpose of this paper is to identify and interpret the spiritual foundation that permeates all Drucker's contributions, and to show that his convictions served as his internal compass, thus helping him to develop and articulate a coherent and unequivocally ecological view of the nature of management.
Design/methodology/approach
The paper makes use of primary data by focusing on Drucker's published works, as well as private correspondence found at the online Drucker Archives of the Drucker Institute in Claremont Graduate University. It also makes use of materials written about Drucker and his views by former students and colleagues.
Findings
The paper presents Drucker as a lifelong learner, as the excellent student who used his personal lens to observe, synthesize, and purposefully distil his experiences into what would become the practice of management. The paper examines his contributions to the field of management from a personal perspective by presenting Drucker as the spiritual philosopher, the social ecologist, the learning teacher, and the refracting bystander.
Practical implications
The paper suggests that Drucker's views achieve greater clarity, poignancy, and relevance when contextualized within his personal philosophy. This foundation humanizes his phenomenal contributions, and increases respect for a man who exemplified what he preached.
Originality/value
Presenting Drucker as a pragmatist alone devalues his overall contributions to management and society. In an era of reported spiritual decline and commodization of the individual, Drucker's spiritually‐aligned contributions remind readers that doing the “right thing” is both simple and complicated, but always a timelessly human right and responsibility.
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Recently the subject of self marketing — the application of marketing concepts to individuals — has attracted attention and space in American and UK publications. A tentative…
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Recently the subject of self marketing — the application of marketing concepts to individuals — has attracted attention and space in American and UK publications. A tentative model has been developed which lends itself to the teaching of this exercise English publications are showing up the inability of those in employment, even those involved in marketing, to market themselves effectively.
Commercialization of technology is a complex process. As Joel Mokyr remarked in Lever of Riches, “The essence of technological progress is its unpredictability.” Throughout…
Abstract
Commercialization of technology is a complex process. As Joel Mokyr remarked in Lever of Riches, “The essence of technological progress is its unpredictability.” Throughout history, surprisingly little innovation has been the result of an orderly system of research and development. Genius, knowledge, luck, fear, greed, desire, spontaneity, serendipity, irreverence, and persistence are among the motivators of technological progress. Although much has been written lately on the importance of design as the bridge between technology and people, it is not clear that management understands how to manage the dynamics of innovation to ensure the continual generation of meaningful ideas. In this era of rapid change, with customers demanding tailored goods and service, continuous innovation will be a matter of business survival. Although many of us share the misconception that innovation results from steady progress from research to development to production, in reality the process of innovation is most often nonlinear, unsteady, and unpredictable.
Discusses three attributes of leadership that are beyond technical competence. Defines “Displaying moral courage” as having the conviction and fortitude to stand up for what you…
Abstract
Discusses three attributes of leadership that are beyond technical competence. Defines “Displaying moral courage” as having the conviction and fortitude to stand up for what you believe. Clarifies the development of a value system and the formation of principles as they relate to the development of moral courage and ethical behavior. Explains “The art of influence” and the manner in which it differs from the traditional power and control concept of the boss. Depicts “Accepting responsibility” as an essential behavior that promotes and supports quality leadership. Provides guidance, techniques, and examples that can be used to enhance leadership skills. Establishes a sound philosphy to increase the probability for long‐term success and professional fulfillment. Includes quotes from contemporary as well as historical leaders.
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Abstract
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This paper aims to help scholars to know the frontiers in the strategic management field. On studying, it was noted that business strategic management originated from America in…
Abstract
Purpose
This paper aims to help scholars to know the frontiers in the strategic management field. On studying, it was noted that business strategic management originated from America in the 1960s and has experienced more than half a century. However, strategic management development lacks systematical summary in the twenty-first century. The scientometric method was appliedto find out the frontiers and progress of the research of strategic management in the twenty-first century, based on the literature from 2001 to 2012 in the Strategic Management Journal.
Design/methodology/approach
In the paper, the authors mainly used the scientometric method and applied keywords, co-occurrence method combined with multistatistical methods and mutation words analysis, author co-citation, literature co-citation and keywords co-occurrence (national).
Findings
The findings show that the strategic management research focuses on the following theories and academic thoughts: knowledge-based view, network organization research and dynamic capability are the mainstream; besides, strategy risk, the stakeholders analysis of strategy management, corporate reputation and strategic concept also attract the attention of researchers; Barney, Teece and Porter have made significant contributions to strategy management research since the twenty-first century.
Originality/value
The findings in the paper will help scholars in the field of strategic management to know the main frontiers of the theory, as well as the main contributors.
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Sherman L. Hayes and Patricia B. McGee
It is important to understand the organizational structures and decision making processes in the university and their relationship to the CWIS. This article describes, reviews and…
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It is important to understand the organizational structures and decision making processes in the university and their relationship to the CWIS. This article describes, reviews and summarizes March and Cohens’ theories on the university as a structured anarchy. It also raises a list of questions that CWISs struggle with regularly which may be best answered by this theory. A second part of the article describes the companion theory of garbage can decision making proposed by March, Cohen and Olsen. Besides proposing the decision making model, March and Cohen even offer tactics to use in a structured anarchy that can enhance chances of success. Although CWIS problems seem dominated by management of technical questions, the authors feel that the ability to understand the organizational model of an institution and to manage the decision making process may be equally important to success as technical expertise is.