|
站内搜索
|
|
管理研究杂志
2005/09/01 幻想的边疆
JOURNAL OF MANAGEMENT STUDIES (ISSN: 0022-2380)
Issue:牋牋牋牋?Vol. 42 No. 6
IDS#:牋牋牋牋牋 955KA
Alert Expires:?15 SEP 2005
Number of Articles in Issue:?10 (10 included in this e-mail)
Organization ID:?b69ab6d87c5e672f3fafb34c395becd6
========================================================================
Note:?Instructions on how to purchase the full text of an article and Help
Desk Contact information are at the end of the e-mail.
========================================================================
*Pages: 1101-1121 (Article)
*View Full Record:
http://gateway.isiknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcAuth=Alerting&SrcApp=Alerting&DestApp=CCC&DestLinkType=FullRecord&UT=000231223600001
*Order Full Text [ ]
Title:
The fallacy of misplaced leadership
Authors:
Wood, M
Source:
JOURNAL OF MANAGEMENT STUDIES, 42 (6): 1101-1121; SEP 2005
Abstract:
The leadership literature typically talks about the discrete individuality of
its subject and particularly the personal qualities and capabilities of a few
key people occupying top positions in a hierarchy. Current leadership research
now has begun to generate new knowledge about leadership practice in relations
of interpersonal exchange. Nevertheless, there is an urgent need for the
ramifications of this insight to be more sufficiently developed. The current
discussion explores how a perspective of process studies challenges the
dominance of the field by individual social actors and discrete schemes of
relations. Its aims are twofold. First, it will show how both of these latter
epistemologies are lacking and suggest that current leadership research and
development activities must rise to the ontological challenge of processes
rather than things. Second, it looks at some methodological implications of this
way of thinking as a productive incitement to future management stud!
ies.
========================================================================
*Pages: 1123-1153 (Article)
*View Full Record:
http://gateway.isiknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcAuth=Alerting&SrcApp=Alerting&DestApp=CCC&DestLinkType=FullRecord&UT=000231223600002
*Order Full Text [ ]
Title:
An action pattern model of inter-firm cooperation
Authors:
Lui, SS; Ngo, HY
Source:
JOURNAL OF MANAGEMENT STUDIES, 42 (6): 1123-1153; SEP 2005
Abstract:
An action pattern model was developed and applied to the examination of
inter-firm cooperative processes. The model considered cooperation as a
continuous cycle of actions and reactions between cooperating partners. The
building blocks of the model include cooperative equilibrium, disruptive events,
action types and action patterns. Three action pattern variables were proposed
to describe the interactions. It was hypothesized that action patterns are
contingent on partner relationships and the transaction cost characteristics of
a partnership. The hypotheses were tested on a sample of 263 partnerships in the
construction industry in Hong Kong. The quantitative study was supplemented by
four in-depth case studies. The results show that: (1) trust was an important
antecedent of action patterns; and (2) transaction cost variables moderate the
relationships between partner relationships and action patterns. These findings
suggest that future research should give more attention t!
o the interaction of partners during cooperation.
========================================================================
*Pages: 1189-1210 (Article)
*View Full Record:
http://gateway.isiknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcAuth=Alerting&SrcApp=Alerting&DestApp=CCC&DestLinkType=FullRecord&UT=000231223600004
*Order Full Text [ ]
Title:
Knowledge communities and knowledge collectivities: A typology of knowledge work
in groups
Authors:
Lindkvist, L
Source:
JOURNAL OF MANAGEMENT STUDIES, 42 (6): 1189-1210; SEP 2005
Abstract:
The notion of a 'community-of-practice' (CmP) has become a highly influential
way of conceptualizing how decentralized sub-units or groups within firms or
organizations operate. CmPs refer to 'tightly knit' groups that have been
practising together long enough to develop into a cohesive community with
relationships of mutuality and shared understandings. The CmP notion, however,
does not fit squarely with how temporary organizations or project organizations
operate. Typically these kinds of groups consist of diversely skilled
individuals, most of whom have not met before, who have to solve a problem or
carry out a pre-specified task within tightly set limits as to time and costs.
As a result they tend to become less well-developed groups, operating on a
minimal basis of shared knowledge and understandings. Such a group, I suggest,
constitutes a 'collectivity-of-practice' (C1P). Mirroring the above
distinctions, two ideal-type notions of epistemology are developed. The one in!
spired from the CmP literature is discussed in a 'knowledge community'
terminology, whereas the one associated with C1Ps is conceived of as a
'knowledge collectivity'. Finally, I outline some new options for organizational
analysis made possible by recognizing these as two different and complementary
notions.
========================================================================
*Pages: 1261-1286 (Article)
*View Full Record:
http://gateway.isiknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcAuth=Alerting&SrcApp=Alerting&DestApp=CCC&DestLinkType=FullRecord&UT=000231223600007
*Order Full Text [ ]
Title:
Reverse diffusion in US multinationals: Barriers from the American business
system
Authors:
Edwards, T; Almond, P; Clark, I; Colling, T; Ferner, A
Source:
JOURNAL OF MANAGEMENT STUDIES, 42 (6): 1261-1286; SEP 2005
Abstract:
This paper addresses the issue of 'reverse diffusion' of employment practices in
multinational companies, which is defined as the transfer of practices from
foreign subsidiaries to operations in the country of origin. It adds to the
literature by examining the influence of the parent business system in
multinationals. Specifically, it addresses how the dominant institutions and
established organizational structures and practices in the home country affect
the extent and impact of reverse diffusion of employment practices. Drawing on
fresh evidence from American-owned multinationals in the UK we argue that there
is considerable potential for reverse diffusion to occur among this group of
firms. However, we highlight a number of barriers to reverse diffusion that the
American business system presents, demonstrating that these constrain both the
prevalence and the impact of it in practice.
========================================================================
*Pages: 1287-1308 (Article)
*View Full Record:
http://gateway.isiknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcAuth=Alerting&SrcApp=Alerting&DestApp=CCC&DestLinkType=FullRecord&UT=000231223600008
*Order Full Text [ ]
Title:
Managing task interdependencies in multi-team projects: A longitudinal study
Authors:
Hoegl, M; Weinkauf, K
Source:
JOURNAL OF MANAGEMENT STUDIES, 42 (6): 1287-1308; SEP 2005
Abstract:
In this article we examine project-level and team-level managerial functions
aimed at managing inter-team task interdependencies and investigate their effect
on the performance of teams in a multi-team product development project. We
hypothesize that team interface management (a team-level function) performed in
the concept phase of a project, rather than the later development phase, is
positively related to team performance at the project's conclusion (i.e. product
quality, product cost, development budget, development time). Furthermore, we
argue that project structuring and support (a project-level function) is
important in both the concept and the development phases. We test our hypotheses
empirically based on a 36 months longitudinal study of a product development
project in the European automotive industry comprising 39 teams. The results
show that team interface management is particularly important during the concept
phase of the project. Project structuring and suppo!
rt is most important in the development phase of the project, while hindering
team performance in the concept phase. Theoretical and practical implications
are discussed.
========================================================================
*Pages: 1309-1310 (Editorial Material)
*View Full Record:
http://gateway.isiknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcAuth=Alerting&SrcApp=Alerting&DestApp=CCC&DestLinkType=FullRecord&UT=000231223600009
*Order Full Text [ ]
Title:
Review essay - Editor's introduction
Authors:
Jackson, B
Source:
JOURNAL OF MANAGEMENT STUDIES, 42 (6): 1309-1310; SEP 2005
========================================================================
*Pages: 1155-1188 (Review)
*View Full Record:
http://gateway.isiknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcAuth=Alerting&SrcApp=Alerting&DestApp=CCC&DestLinkType=FullRecord&UT=000231223600003
*Order Full Text [ ]
Title:
Are German, Japanese and Anglo-Saxon strategic decision styles still divergent
in the context of globalization?
Authors:
Carr, C
Source:
JOURNAL OF MANAGEMENT STUDIES, 42 (6): 1155-1188; SEP 2005
Abstract:
Issues of globalization and divergence in terms of national systems and cultures
are equally contentious, yet equally important, in the context of increasing
cross-continental co-operation. This article investigates comparative strategic
decision styles in Britain, the USA, Germany and Japan. An industry at an
advanced stage in terms of globalization, vehicle components manufacture, was
selected in order to explore the extent of convergence and whether this has
changed. Between 1989 and 1998, field case studies were made of 100 strategic
investment decisions (SIDs) by manufacturers in these four countries.
Longitudinal judgements were supplemented by earlier comparative strategy field
research carried out in 60 suppliers between 1980 and 1983, and two longitudinal
case studies, one from the UK and one from Japan, interviewed throughout both
these periods and again in 2002. Two competing hypotheses, derived from rich
research literatures, are investigated. The first (H1) sugg!
ests that national institutional and cultural factors exert profound
differences, and should therefore be afforded more significance as globalization
proceeds further. The second (H2) is apparently contradictory and emphasizes
that institutions and organizations are likely to respond to convergence
pressures, spurred by global capital markets and competition on the one hand,
and a diffusion of 'professional management' practices on the other. Japanese
firms generally, and German family firms in particular, were still found to
exhibit deep-rooted differences from the Anglo-Saxon model, which appears to
confirm H1. However study of German public companies reveals that their
strategic approaches are far less divergent from what is now an increasingly
consistent Anglo-Saxon model than they were a decade ago, which appears to
confirm the competing hypothesis H2.
========================================================================
*Pages: 1211-1231 (Review)
*View Full Record:
http://gateway.isiknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcAuth=Alerting&SrcApp=Alerting&DestApp=CCC&DestLinkType=FullRecord&UT=000231223600005
*Order Full Text [ ]
Title:
Finding form: Looking at the field of organizational aesthetics
Authors:
Taylor, SS; Hansen, H
Source:
JOURNAL OF MANAGEMENT STUDIES, 42 (6): 1211-1231; SEP 2005
Abstract:
Organizational research has long focused on the instrumental sphere with its
questions of efficiency and effectiveness and in recent decades there has been
interest in the moral sphere with its questions of ethics. Within the last
decade there has also emerged a field that draws on the aesthetic sphere of our
existence in organizations. In this review we look at the field of
organizational aesthetics in terms of content and method, suggesting four broad
categories of organizational aesthetics research: intellectual analysis of
instrumental issues, artistic form used to look at instrumental issues,
intellectual analysis of aesthetic issues, and artistic form used to look at
aesthetic issues. We then suggest how organizational scholars might pursue
artistic aesthetic organizational research.
========================================================================
*Pages: 1233-1259 (Review)
*View Full Record:
http://gateway.isiknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcAuth=Alerting&SrcApp=Alerting&DestApp=CCC&DestLinkType=FullRecord&UT=000231223600006
*Order Full Text [ ]
Title:
The role, use and activation of strong and weak network ties: A qualitative
analysis
Authors:
Jack, SL
Source:
JOURNAL OF MANAGEMENT STUDIES, 42 (6): 1233-1259; SEP 2005
Abstract:
A characteristic of studies seeking to explain the structure and operation of
networks is the use of Granovetter's strong and weak tie hypothesis. Whilst this
hypothesis has become an established paradigm, questions and disagreements arise
over its applicability at demonstrating the real use and value of each tie. This
study extends the work of Granovetter. Using a qualitative ethnographic approach
to explore in-depth the networking activities of fourteen respondents, it aims
to enhance understanding about the role of ties, how they are used and activated
for business activity. Findings demonstrate that it is strong ties that are
instrumental for business activity and used extensively to provide knowledge and
information but also to maintain, extend and enhance business and personal
reputations. Unless activities require their reactivation and manifestation,
strong ties remain latent and dormant within the network. Strong ties also
provide the mechanism to invoke 'weak' ties!
, represented by nodes operating in a wider social context.
========================================================================
*Pages: 1311-1324 (Review)
*View Full Record:
http://gateway.isiknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcAuth=Alerting&SrcApp=Alerting&DestApp=CCC&DestLinkType=FullRecord&UT=000231223600010
*Order Full Text [ ]
Title:
The enduring romance of leadership studies
Authors:
Jackson, B
Source:
JOURNAL OF MANAGEMENT STUDIES, 42 (6): 1311-1324; SEP 2005
========================================================================
*Order Full Text*
|
