Marvin E. Darter, William Acar and William J. Amadio
olving the wrong problem is a common occurrence in business practice. This paper presents a straight forward procedure that can be used by a decision‐making unit to ensure a more…
Abstract
olving the wrong problem is a common occurrence in business practice. This paper presents a straight forward procedure that can be used by a decision‐making unit to ensure a more complete diagnosis during problem formulation, and suggests a solution investigation scheme. The basic idea is to avoid wasting precious time treating symptoms instead of problems, and also to gain time during the diagnostic process by starting with a conceptual framework about the nature of problems.
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William Acar, Kenneth E. Aupperle and Ronald M. Lowy
This large‐scale exploratory research explores the manner in which various organizational types view their social obligations in terms of the tradeoffs (or potential symbioses…
Abstract
This large‐scale exploratory research explores the manner in which various organizational types view their social obligations in terms of the tradeoffs (or potential symbioses) between economic and non‐economic (social) goals. Historically, this issue has been researched only in the context of business firms. Given the increased scope and visibility of nonprofit organizations, it becomes particularly relevant to explore a broad range of organizational types. To proceed with this research, this study proposes a 5‐class typology describing the organizational spectrum from the fully for‐profit to the fully nonprofit organizations. This paper also contributes to the emerging empirical research stream in the area by undertaking a systematic assessment of the way in which all organizational types value their economic versus social orientations as gauged by several measures. Across the two top executive levels, a regular progression of statistically significant differences are found between the five organizational types with respect to their social and economic orientations. A by‐product of this research is that we reveal how the economic or social orientation of organizations can be systematically investigated by undertaking large‐scale empirical studies with appropriately designed research instruments.
O. Felix Offodile and William Acar
Selecting the best robot for various applications is furthercomplicated by the impracticality of physically modelling availablerobots in order to make an educated choice. Various…
Abstract
Selecting the best robot for various applications is further complicated by the impracticality of physically modelling available robots in order to make an educated choice. Various methods have been proposed in the literature for tackling the robot selection problem. Some of these methods have been evaluated for assembly applications, the most common being what we call the “evaluative hierarchy”. Introduces a robot selection tool based on comprehensive situation mapping (CSM), an advanced derivative of influence diagramming (ID). Proposes that CSM provides the most consistent results, is easy to use, and gives the decision maker better insights into how various process variables can be chosen to ensure that the best available robot for the money is acquired.
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The notion of globalization was an emerging trend during the course of the past century, and the notion of progress has been a basic tenet of the Western paradigm throughout the…
Abstract
The notion of globalization was an emerging trend during the course of the past century, and the notion of progress has been a basic tenet of the Western paradigm throughout the entire past millennium. Given the desperate situation in which large segments of the world find themselves and the recent intensification of international terrorism, this paper investigates the roots of the notion of progress, and discusses its potential impact on globalization during the third millennium. Basically, do we have real progress as felt in the industrialized West, or simply the appearance of it as feared by third‐world nations? And, if so, what can be done to help? To this important question, this paper responds with “guarded optimism.” Its first section describes the prevalence of violence in the world of today. The second section recounts the gradual emergence of a planetary consciousness, and examines it critically to detect whether it is a sham or for real. The third section outlines the developmental problems that beset underdeveloped countries, and discusses trade as the most effective means already at work for building international networks. Finally, the paper's fourth section presents the ascending role of scholars in promoting effective networks among the nations of the world. In spite of its inauspicious beginnings, the third millennium has the potential for continued progress, and our institutions could become increasingly involved in forging effective international networks.
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Sunil Surendran and William Acar
In the 1960s, portfolio management led to conglomeration as management shifted its focus from competition to cash flows. However, dramatic changes in the business environment have…
Abstract
In the 1960s, portfolio management led to conglomeration as management shifted its focus from competition to cash flows. However, dramatic changes in the business environment have put into question the fundamental logic of conglomeration as it became necessary once again to build sustainable competitive advantage. Towards this end, deconglomeration is taking place through restructurings. The process model of restructuring identifies negative value gap and the market for corporate control as antecedent factors to restructuring. The resources required for implementing a particular strategy, and management's ability to control the course of restructuring are identified as critical factors.
Constant D. Beugré, William Acar and William Braun
The purpose of this article is to analyze the impact of the external environment on the emergence of particular forms of transformational leadership.
Abstract
Purpose
The purpose of this article is to analyze the impact of the external environment on the emergence of particular forms of transformational leadership.
Design/methodology/approach
To develop a conceptual model, the extant literature on environment and transformational leadership was used. Specifically, the focus was on the constructs of volatility of the external environment, environmental uncertainty, and existing models of transformational leadership.
Findings
In this article, an environment‐induced model of transformational leadership was developed, which identifies three types of transformational leaders – revolutionary, evolutionary and transgressor. Revolutionary transformational leaders are likely to emerge in organizations operating in volatile environments and whose members show either a high or a low degree of receptivity. However, evolutionary‐transformational leaders are likely to emerge in less volatile environments whose members show a high degree of receptivity, and transgressor‐transformational leaders would emerge in less volatile environments whose members show a low degree of receptivity.
Research limitations/implications
This model is a conceptual one and has not been empirically validated yet. However, the model's propositions have implications for research. Organizational scholars may empirically test the extent to which firms' external environments influence the types of transformational leaders that emerge within them. They may also assess the extent to which the external environment facilitates employee acceptance of particular forms of transformational leadership.
Practical implications
Knowing the external environment of a firm may help select the appropriate type of leaders needed to move the organization ahead. For instance, when organizations face high volatile environments, they may be well advised to select revolutionary‐transformational leaders as CEOs or change agents.
Originality/value
The value of the present article lies in the fact that it binds together the literature on the firm external environment and transformational leadership. Thus, the article helps reduce the artificial boundary between macro and micro issues in the study of organizations.
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This paper aims to review the rise of the resource-based theory (RBT) in light of the perennial tension between rationalism and behaviorism. The authors appraise the RBT’s…
Abstract
Purpose
This paper aims to review the rise of the resource-based theory (RBT) in light of the perennial tension between rationalism and behaviorism. The authors appraise the RBT’s strengths and its potential fault-line, the erodibility of resources.
Design/methodology/approach
A nontraditional melding of the review and conceptual development methodological modes sheds light on the limitations and future prospects of the three main strands within the RBT, with a special emphasis on its rapidly developing dynamic capabilities (DC) strand.
Findings
The paper proposes a framework for modeling the transformation of resources into usable highly specific assets.
Research limitations/implications
The ascent of the DC strand will itself have to be revisited some day.
Practical implications
The findings imply that the decline of resources should not be left to chance, but be regulated according to one’s strategic intent.
Originality/value
Driven by a constructive perspective aimed at integrating theoretical coherence with practical relevance, a nontraditional synoptic tour situates the contribution of the RBT with respect to earlier approaches, in particular the evolving notion of fit.
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Alan T. Burns, William Acar and Pratim Datta
This research seeks to explore the transfer and sharing of knowledge in entrepreneurial product development (EPD).
Abstract
Purpose
This research seeks to explore the transfer and sharing of knowledge in entrepreneurial product development (EPD).
Design/methodology/approach
The effects of organizational complexity and of the temporal locus of learning on knowledge sharing are closely examined through a qualitative case study of four projects in a mid‐size manufacturing firm.
Findings
Distinguishing between the prior and resulting shared knowledge, this paper uses case studies to establish the importance of learning‐before‐doing over learning‐by‐doing under conditions of entrepreneurial resource constraints.
Research limitations/implications
This paper revisits and extends the Hoopes and Postrel knowledge integration framework to include the mediating effects of organizational complexity and timing of learning on EPD performance in technology‐based firms.
Practical implications
In order to better capture the impact of knowledge sharing on EPD, the paper also develops a method for measuring knowledge transfer directly in terms of three knowledge dimensions: depth, scope, and action.
Originality/value
The paper revisits and advances the conversation on knowledge sharing to highlight the importance of learning before doing in (entrepreneurial) firms facing resource constraints, where pure reliance on “on the job learning” may impede efficiencies and delay the absorption of knowledge for effective collaboration, integration and gains.
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Planning for future real estate and facility needs in a highly uncertain competitive environment can benefit from a four‐stage process of demand forecasting. Based upon research…
Abstract
Planning for future real estate and facility needs in a highly uncertain competitive environment can benefit from a four‐stage process of demand forecasting. Based upon research conducted within the Corporate Real Estate Portfolio Alliance and a review of general business forecasting techniques, each successive stage relies on more abstract data and increased dialogue about business strategy with the lines of business as uncertainty about the future increases. Each stage requires increasing flexibility in the supply of real estate as the range of probabilities around the forecast widens.