Learn to See Organizational Blind Spots
- Successful corporate democracy: Sustainable cooperation of capital and labor in the Dutch Breman Group. de Jong, Gjalt; Van Witteloostuijn, Arjen // Academy of Management Executive;Aug2004, Vol. 18 Issue 3, p54
The typical modern corporation is based on the old-fashioned blueprint of the shareholder-driven hierarchy. A worthwhile question is how alternative blueprints of corporate democracy might better satisfy the requirements of modern knowledge economies. In this article, we introduce a model of...
- Corporate Governance in the Age of Transparency. // Human Factor;Mar2014, Vol. 4 Issue 6, p26
The article discusses the call for better corporate governance, accounting standards and transparency with Board members getting more involved with their company's activities and corporate governance initiatives. It notes that employees are also getting more involved over issues of social...
- THE EMERGENCE OF ORGANIZATIONAL CHANGE: A NONLINEAR DYNAMICAL SYSTEMS PERSPECTIVE. Knoche, Harry B. // Academy of Management Annual Meeting Proceedings;2006, pS1
The article looks at organizational change and presents a macro theory of emergent organizational change, which integrates different models of organizational change into one theory by using nonlinear dynamical systems theory. In the article various propositions are examined, including changes in...
- MGC: the management philosophy. // Asian Chemical News;7/11/2005 Supplement, p9
The article presents the management philosophy of Mitsubishi Gas Chemical Co. Inc. (MCG). Their philosophy is to contribute to the development and peace of society through the creation of a diverse range of value based on chemistry. It says that MGC is dedicated to providing comfortable...
- Leadership and Ethics: Corporate Accountability to Whom, for What and by What Means? McCall, John J. // Journal of Business Ethics;Jun2002 Part 2, Vol. 38 Issue 1/2, p133
This paper argues that ethical evaluation of leadership requires standards of assessment that are independent of the definition of "leader." It suggests that Stakeholder Theory is incapable of providing a substantive standard of assessment. It suggests an alternative model for adjudicating...
- Strategies and Instruments for Organising CSR by Small and Large Businesses in the Netherlands. Graafland, Johan; Van de Ven, Bert; Stoffele, Nelleke // Journal of Business Ethics;Sep2003 Part 3, Vol. 47 Issue 1, p45
This paper analyses the use of strategies and instruments for organising ethics by small and large business in the Netherlands. We find that large firms mostly prefer an integrity strategy to foster ethical behaviour in the organisation, whereas small enterprises prefer a dialogue strategy. Both...
- MAKE PLATFORM INNOVATION DRIVE ENTERPRISE GROWTH. Meyer, Marc H.; Mugge, Paul C. // Research Technology Management;Jan-Feb2001, Vol. 44 Issue 1, p25
Describes how successful companies have used platform management to competitive advantage. Rules in defining management platforms; Principles of platform management; Building the business case for commonality.
- PEOs help maximize management resources. Basso, Louis // Westchester County Business Journal;01/25/99, Vol. 38 Issue 4, p29
Discusses the services provided by professional employer organizations to businesses to maximize management resources. Management of payroll administration and employee benefits design and administration; Reduction of risk of penalties for failure to comply with tax and workplace regulations.
- Food, focus, your future -- triple threat of tips. Blackman, Jeff // Central Penn Business Journal;12/10/2010, Vol. 26 Issue 52, p17
In this article, the author discusses some tips on ways to improve a business establishment.