{"title":"Employee Engagement – the Emergence of a New Construct?","authors":"Richard McBain","doi":"10.1177/174578660601700403","DOIUrl":"https://doi.org/10.1177/174578660601700403","url":null,"abstract":"Employee engagement is a useful recent concept in HRM: it is a composite construct that describes inter alia employees' commitment, job satisfaction and involvement. Increasingly, employee engagement has also come to be recognised as making a significant difference to performance at all levels within the company. But there still exists some vagueness about the meaning of the term: how exactly may employee engagement be defined? This article presents a genealogy of the new construct.","PeriodicalId":102537,"journal":{"name":"Henley Manager Update","volume":"110 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121397587","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Rationality, Foolishness and Adaptive Intelligence","authors":"Ian D. Turner","doi":"10.1177/174578660601700404","DOIUrl":"https://doi.org/10.1177/174578660601700404","url":null,"abstract":"This article explores recent changes in thinking about innovation by considering the recent work of two key thinkers: James March and Gary Hamel. James March examines innovative product development: according to March, most decision-making within organisations is premised on the notion that humans behave rationally; yet the objections to a purely rational model of behaviour are numerous and compelling. An alternative approach to the rationalist model of decision-making is one that is feedback based; yet here too adaptive mechanisms can be conservative, myopic and torn between a logic of exploration and one of exploitation. For March the solution lies in trying to contain the risks of innovation. Gary Hamel underscores the importance of innovation in management approaches against a narrow view of innovation as related to products: organisations, he believes, routinely underestimate or even ignore the competitive advantage that management process innovation can confer.","PeriodicalId":102537,"journal":{"name":"Henley Manager Update","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122144663","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Corporate Failure","authors":"Ian D. Turner","doi":"10.1177/174578660601700303","DOIUrl":"https://doi.org/10.1177/174578660601700303","url":null,"abstract":"What are the causes of corporate failure, and can they be avoided? Numerous studies reveal the alarmingly high failure rate of business initiatives, and corporate survival rates have recently declined across the major European economies. This article examines the range of explanations for failure, before considering whether failure can sometimes even be ‘good’.","PeriodicalId":102537,"journal":{"name":"Henley Manager Update","volume":"150 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123235331","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Leadership - Influences and Outcomes","authors":"Richard McBain","doi":"10.1177/174578660601700304","DOIUrl":"https://doi.org/10.1177/174578660601700304","url":null,"abstract":"How does the broader context of a leader's job demands affect performance? Recent studies have located the chief influences on leadership in the environment. Successful leaders are those who best understand and adapt to this environment, who possess ‘contextual intelligence’. But most scholars agree that the current executive environment has changed significantly from the euphoria of the early 1990s. The increasing pressures on executive performance within the broader context of global uncertainty demands a new concept to describe the strains on leaders — that of ‘executive job demands’.","PeriodicalId":102537,"journal":{"name":"Henley Manager Update","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125342122","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Broadening the Scope of Branding","authors":"S. Foreman","doi":"10.1177/174578660601700302","DOIUrl":"https://doi.org/10.1177/174578660601700302","url":null,"abstract":"Research into brand equity and the role of branding in diverse sections demonstrates its central importance — a finding confirmed in a recent poll of top managers who believe branding to be more significant now than ever before. Fascinating new approaches to describing brand value have been developed: some approach the brand as though it were a ‘share’ of the customer's mind; others consider branding in the industrial context — even industrial purchases are not immune to ‘something as fuzzy and irrational as a brand’.","PeriodicalId":102537,"journal":{"name":"Henley Manager Update","volume":"86 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127454970","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Corporate Failure","authors":"Ian D. Turner","doi":"10.1177/174578660501700204","DOIUrl":"https://doi.org/10.1177/174578660501700204","url":null,"abstract":"What are the causes of corporate failure, and can they be avoided? Numerous studies reveal the alarmingly high failure rate of business initiatives, and corporate survival rates have recently declined across the major European economies. This article examines the range of explanations for failure, before considering whether failure can sometimes even be ‘good’.","PeriodicalId":102537,"journal":{"name":"Henley Manager Update","volume":"113 45","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131914116","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Leadership – Influences and Outcomes","authors":"Richard McBain","doi":"10.1177/174578660501700203","DOIUrl":"https://doi.org/10.1177/174578660501700203","url":null,"abstract":"How does the broader context of a leader's job demands affect performance? Recent studies have located the chief influences on leadership in the environment. Successful leaders are those who best understand and adapt to this environment, who possess ‘contextual intelligence’. But most scholars agree that the current executive environment has changed significantly from the euphoria of the early 1990s. The increasing pressures on executive performance within the broader context of global uncertainty demands a new concept to describe the strains on leaders – that of ‘executive job demands’.","PeriodicalId":102537,"journal":{"name":"Henley Manager Update","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129035928","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Real Options","authors":"R. Mills","doi":"10.1177/174578660501700201","DOIUrl":"https://doi.org/10.1177/174578660501700201","url":null,"abstract":"The notion of ‘real options’ applies option pricing theory to non-financial assets. The complexity of modelling investments as options has meant that, to date, options literature has had relatively little impact on management practices. This article examines recent attempts to find an optimum methodology for evaluating real options; with the plethora of alternative evaluative models that have encumbered the debate on real options, is it any wonder that management is cautious? A convergence of approaches to arrive at a ‘manager-friendly’ valuation method may be at hand.","PeriodicalId":102537,"journal":{"name":"Henley Manager Update","volume":"191 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122026741","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Broadening the Scope of Branding","authors":"S. Foreman","doi":"10.1177/174578660501700202","DOIUrl":"https://doi.org/10.1177/174578660501700202","url":null,"abstract":"Research into brand equity and the role of branding in diverse sections demonstrates its central importance – a finding confirmed in a recent poll of top managers who believe branding to be more significant now than ever before. Fascinating new approaches to describing brand value have been developed: some approach the brand as though it were a ‘share’ of the customer's mind; others consider branding in the industrial context – even industrial purchases are not immune to ‘something as fuzzy and irrational as a brand’.","PeriodicalId":102537,"journal":{"name":"Henley Manager Update","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128907669","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Strategies for Growth and Innovation","authors":"Ian D. Turner","doi":"10.1177/174578660501700104","DOIUrl":"https://doi.org/10.1177/174578660501700104","url":null,"abstract":"How can companies continue to grow and innovate? How can they continue maximise the potential of established western markets while at the same time expanding into emerging markets such as China and India? A focus on simplicity, developing tailored strategies and taking account of the dangers of innovation provide some practical solutions.","PeriodicalId":102537,"journal":{"name":"Henley Manager Update","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130091191","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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