Academy of Management Executive最新文献_第7页

Corporate Strategy and the Search for Ethics 企业战略与伦理探索

Academy of Management Executive Pub Date : 1989-05-01 DOI: 10.5465/AME.1989.4274767

A. Carroll

引用次数: 0

Organizational Citizenship Behavior. 组织公民行为。

Academy of Management Executive Pub Date : 1989-02-01 DOI: 10.5465/AME.1989.4277166

H. P. Sims

引用次数: 3

Leadership: The Art of Empowering Others 《领导:赋予他人权力的艺术

Academy of Management Executive Pub Date : 1989-02-01 DOI: 10.5465/AME.1989.4277145

J. Conger

{"title":"Leadership: The Art of Empowering Others","authors":"J. Conger","doi":"10.5465/AME.1989.4277145","DOIUrl":"https://doi.org/10.5465/AME.1989.4277145","url":null,"abstract":"I n his handbook, The Prince, Machiavelli assures his readers some being aspiring leaders, no doubt that only by carefully amassing power and building a fearsome respect could one become a great leader. While the shadowy court life of 16th-century Italy demanded such treachery to ensure one's power, it seems hard to imagine Machiavelli's advice today as anything but a historical curiosity. Yet, interestingly, much of the management literature has focused on the strategies and tactics that managers can use to increase their own power and influence.' As such, a Machiavellian quality often pervades the literature, encouraging managers to ensure that their power base is strong and growing. At the same time a small but increasing number of management theorists have begun to explore the idea that organizational effectiveness also depends on the sharing of power that the distribution of power is more important than the hoarding of power.2 While the idea of making others feel more powerful contradicts the stereotype of the all-powerful executive, research suggests that the traditional ways of explaining a leader's influence may not be entirely correct. For example, recent leadership studies argue that the practice of empowering or instilling a sense of power is at the root of organizational effectiveness, especially during times of transition and transformation.3 In addition, studies of power and control within organizations indicate that the more productive forms of organizational power increase with superiors' sharing of power and responsibility with subordinates.4 And while there is an increasing awareness of this need for more empowering leadership, we have only recently started to see documentation about the actual practices that leaders employ to effectively build a sense of power among organizational members as well as the contexts most suited for empowerment practices.5 In this article, I will explore these practices further by drawing upon a recent study of senior executives who proved themselves highly effective leaders. They were selected by a panel of professors at the Harvard Business School and management consultants who were well acquainted with them and their companies. The study included eight chief executive officers and executive vice-presidents of Fortune 500 companies and successful entrepreneurial firms, representing industries as diverse as telecommunications, office automation, retail banking, beverages, packaged foods, and managementconsulting. In each case, these individuals were responsible for either the creation of highly successful companies or for performing what were described as remarkable turnarounds. During my study of these executives, I conducted extensive interviews, observed them on the job, read company and other documents, and talked with their colleagues and subordinates. While the study focused on the broader issue of leadership styles, intensive interviews with these executives and their subordinates revealed t","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"99 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1989-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134010382","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}

引用次数: 292

In the Age of the Smart Machine: The Future of Work and Power. 智能机器时代:工作与电力的未来。

Academy of Management Executive Pub Date : 1989-02-01 DOI: 10.5465/AME.1989.4277172

S. Floyd

引用次数: 587

Consider Both Relationships and Substance When Negotiating Strategically 战略性谈判时要考虑关系和实质

Academy of Management Executive Pub Date : 1989-02-01 DOI: 10.5465/AME.1989.4277149

G. Savage, J. Blair, R. Sorenson

引用次数: 81

Blending Corporate Families: Management and Organization Development in a Postmerger Environment 融合企业家族:合并后环境下的管理与组织发展

Academy of Management Executive Pub Date : 1988-11-01 DOI: 10.5465/AME.1988.4274773

R. Fulmer, Roderick W. Gilkey

引用次数: 57

Managers' Careers and Organizational Change 经理人的职业生涯与组织变革

Academy of Management Executive Pub Date : 1988-11-01 DOI: 10.5465/AME.1988.4274777

K. Gaertner

{"title":"Managers' Careers and Organizational Change","authors":"K. Gaertner","doi":"10.5465/AME.1988.4274777","DOIUrl":"https://doi.org/10.5465/AME.1988.4274777","url":null,"abstract":"It can be said that career patterns often reflect an organization's human resource solutions to critical business problems a reflection of business strategy and organizational culture as well as a resource for creating new strategy. Organizations grow and perpetuate themselves not only because of their products, but also because of their people. The large organization generally creates career patterns through which people move, become committed to the organization, and become capable of managing larger parts of the business. What happens when organizations go through a significant change? Are existing career patterns able to produce an appropriate new mix of executives, or do career patterns inhibit large-scale transformation? In this article we examine managerial career patterns and the way in which they can be structured to facilitate organizational adaptation and change. Specifically, we argue that managerial careers ought to have logical, linear, rational, planned characteristics as well as opportunistic, incremental characteristics. Consider the following experiences of two organizations one private and the other military. A large manufacturing firm recently began hiring middleand upper-level managers and specialists to help the company regain its competitive position in its markets. By itself this was not a particularly noteworthy event. However, this firm had never hired for any but entry-level positions in the past, had always developed and promoted its own top management from within, and had elaborate, stable career patterns and management training programs that were regarded as the industry standard. Why, then, did it begin hiring experienced managers from other firms? Historically, this company had been quite dominant in its markets. Driven by a stable manufacturing technology, its product lines were highly profitable, and product marketing was almost nonexistent. The company was reputed to be a safe, secure employer, almost never firing employees. Then a series of unforeseen changes shook this firm out of its complacency. Government regulations changed, opening the way for more competition. Foreign-based manufacturers began producing the same product at much lower cost, and competitors undertook technological developments that threatened the firm's preeminence. These changes caused top management to pursue a process of transformation in which marketing and new product development were to become the driving force. To implement these changes, middleand seniorlevel managers were hired from outside. These people were to run the complacent businesses more aggressively, with a sharp eye on costs. The effect, of course, was to displace managers who for years had been nurtured through the management development process. Marketing talent was also hired to help recapture market share. Older employees, long since plateaued, were invited to retire early, while those who did not retire were downgraded as a way to cut costs. The results? Market sha","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1988-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128108980","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}

引用次数: 10

Career Issues in International Assignments 国际派遣中的职业问题

Academy of Management Executive Pub Date : 1988-08-01 DOI: 10.5465/AME.1988.4277265

Rosalie L. Tung

{"title":"Career Issues in International Assignments","authors":"Rosalie L. Tung","doi":"10.5465/AME.1988.4277265","DOIUrl":"https://doi.org/10.5465/AME.1988.4277265","url":null,"abstract":"M uch research in international human resource management has focused on the selection and training of personnel for overseas assignments, such as the criteria for selecting candidates and training programs to prepare personnel for cross-cultural encounters. An often neglected area of research in international human resource management is what happens to the subsequent career path of the individual upon return. In other words, did the international assignment have a positive impact on the person's overall career development and subsequent advancement in the organization? In this article I will explore some of the career issues associated with repatriation. The findings presented here are based on in-depth interviews with the vice-president of foreign operations or the vice-president of human resources in 17 European, 18 Japanese, and 11 Australian multinationals. In many cases, people who have served on overseas assignments in their respective companies were also interviewed. These findings were compared with those from interviews with the director of human resource management in 20 U.S. multinationals and a questionnaire survey of 80 U.S. multinationals. (The multinationals from the various countries came from a variety of industries and services, including automobiles, banking and finance, steel and chemical manufacturing, general trading, and so on.) Career Issues in Repatriation","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1988-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128140763","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}

引用次数: 169

Cultural Consequences for Organization Change in a Southeast Asian State: Brunei 东南亚国家组织变革的文化后果:文莱

Academy of Management Executive Pub Date : 1988-08-01 DOI: 10.5465/AME.1988.4277262

P. Blunt

{"title":"Cultural Consequences for Organization Change in a Southeast Asian State: Brunei","authors":"P. Blunt","doi":"10.5465/AME.1988.4277262","DOIUrl":"https://doi.org/10.5465/AME.1988.4277262","url":null,"abstract":"In spite of the eureka-like cries of so many present-day writers on management and organization, the idea that organizationally speaking things get done differently in different cultures is not a new one. Ancient civilizations, like those of Greece and Rome, had more than a passing acquaintance with such differences; indeed, they appear to have spent much of their time trying to iron them out. The Pax Romana was as much about the imposition of standard forms of organization as it was about anything else the promise of peace and prosperity delivered via a uniform system of administration. Likewise in the modern world, the peripatetic organizational researcher will frequently come across the distinctive administrative footprints of more recent colonial powers. From the sands of the Sahara to the jungles of Borneo, clearly discernible amidst the crumbling ruins of older civilizations are the vestiges of British, Dutch, French, Portuguese, and Spanish colonial administrations. But with the passing of empires and the emergence of a large number of independent nation states, more subtle terms of trade have had to be developed. It has become necessary for multinational organizations and governments to take account of the wide variety of cultures and environments they encounter in their travels abroad. One of the most currently applauded attempts in recent times to identify cultural clusters of organizationally pertinent values has been that of Geert Hofstede, the Dutch researcher. In this well-known study, inferences about the value systems of 40 nations were drawn from a questionnaire survey of employees in a single multinational organization.1 (A subsequent study by Hofstede supplied data on an additional 10 countries.2) Differences in nations' values systems were explained most parsimoniously by four dimensions power, uncertainty avoidance, individualism, and masculinity/femininity. The results of these studies give a clue as to the kinds of things to expect in \"close encounters\" with organizations in the nations surveyed. But while such studies provide an admirable skeletal framework for researchers, managers might want more \"flesh on the bones\" to make the findings intelligible. Accordingly, the purpose of this paper is twofold: First, to propose further organizational examples of values that appear to be common to a subset of Southeast Asian nations by focusing on public organizations in the small, oil-rich nation state of Brunei. And second, to examine the potential impact of culture on the introduction of organizational change by comparing cultural impediments to change found elsewhere with dominant values in the region. A possible, though highly speculative, implication of this discussion is that certain cultures in Southeast Asia may be intrinsically more resistant to change than others. At the same time both the evidence offered and the discussion will furnish some kind of qualitative test of Hofstede's findings. Much of the discussion, howev","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1988-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130109494","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}

引用次数: 62

The Selection of Communication Media as an Executive Skill 传播媒介的选择作为一种执行技能

Academy of Management Executive Pub Date : 1988-08-01 DOI: 10.5465/AME.1988.4277259

R. Lengel, R. Daft

引用次数: 512