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Article
Publication date: 1 January 2005

J.P. Minkes and A.L. Minkes

This outline paper stems from the shared interest of a criminologist and a scholar in business organisation in the problem of responsibility in the large and complex…

Abstract

This outline paper stems from the shared interest of a criminologist and a scholar in business organisation in the problem of responsibility in the large and complex modern corporation. For the criminologist, this has a particular significance in the context of corporate crime; for the student of management, it opens up questions of decision making and control. For both, it raises considerations of business ethics as well as the function of law in regulating business practice. In particular, there is the central question of how an organisation can, per se, be held criminally liable, without the present requirement in English law, of identifying a ‘controlling mind’ Within it.

Details

Social Responsibility Journal, vol. 1 no. 1/2
Type: Research Article
ISSN: 1747-1117

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Article
Publication date: 1 December 1997

M. Beveridge, Anthony E. Gear and A.L. Minkes

Presents an argument for the use of group decision support systems (GDSS) in the promotion of organizational learning. The combination of reflection, analysis, and…

Abstract

Presents an argument for the use of group decision support systems (GDSS) in the promotion of organizational learning. The combination of reflection, analysis, and openness that such systems encourage is postulated to encourage the learning process. Discusses problems associated with power, information loss, and cultural knowledge. Sets out a view of organizational learning which emphasizes that learning can occur at the organizational level through processes.

Details

The Learning Organization, vol. 4 no. 5
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 21 September 2010

Michael W. Small and Leonard Minkes

The purpose of this investigation is to look at four organisations to see whether they meet the criteria of learning communities. Two are involved with higher education…

Abstract

Purpose

The purpose of this investigation is to look at four organisations to see whether they meet the criteria of learning communities. Two are involved with higher education, one is an army unit, and the fourth is an organisation responsible for aviation safety.

Design/methodology/approach

The research was based on qualitative analyses of what made the four organisations learning communities. This comprised interviews with key personnel and responding to a 15‐item questionnaire.

Findings

In the Australian example, specialised areas of responsibility were established to facilitate change. In the Indonesian example, a colonial past, a political/cultural divide, a feudalistic approach to modern day problems and a rich tradition presented a challenge to innovation. In the army unit, highly specialised knowledge had to be acquired, adapted and applied. In the aviation safety organisation, technological issues specifying flight operations were the main focus. This organisation was akin to both a learning organisation and an innovative knowledge community, although working within a bureaucratic structure.

Research limitations/implications

One limitation was access to personnel such as CEOs. Another was translating the questionnaire into Indonesian. A third was related to confidentiality, i.e. should participants reveal the identity of their parent organisation, and their own?

Practical implications

The study identified the need to re‐define strategic objectives. Organisations must undertake this task when faced with changing circumstances.

Originality/value

The paper has value because it looks at effective, learning communities and the formal and the informal learning process.

Details

Journal of Management Development, vol. 29 no. 9
Type: Research Article
ISSN: 0262-1711

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Book part
Publication date: 16 July 2019

Mathew Donald

Abstract

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Leading and Managing Change in the Age of Disruption and Artificial Intelligence
Type: Book
ISBN: 978-1-78756-368-1

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Book part
Publication date: 25 March 2021

Robert Smith

Abstract

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Entrepreneurship in Policing and Criminal Contexts
Type: Book
ISBN: 978-1-80071-056-6

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Article
Publication date: 1 March 1970

AL Minkes

The Advanced Management Course held at the Graduate Centre for Management Studies in Birmingham and introduced in 1965 represented what was in several ways a novel step in…

Abstract

The Advanced Management Course held at the Graduate Centre for Management Studies in Birmingham and introduced in 1965 represented what was in several ways a novel step in post‐experience courses at University level. It takes place each year from approximately October to March, being of six months duration and full‐time; most of those attending live at the Centre during the period of the course (though generally free to go home at the weekend if they wish). The members are, primarily, managers sponsored by companies or other organizations, with a normal minimum age of 25, sometimes aged over 40 but typically in the late 20's or early to mid‐30's. Usually there are a few self‐sponsored participants. This course provides, therefore, for the younger and middle manager. During the six months, he follows an intensive programme in the management sciences. He deals with economics, especially the economics of the firm, and the tools of numeracy in management; mathematics, statistics and management accounting. He also studies basic ideas in sociology and social psychology which relate to the management of the human resource. However, he also devotes a good deal of time to the applications of those ideas to such functions as finance, marketing and personnel and to important areas such as operational research and industrial relations. At the end of the course the Diploma of the Graduate Centre is awarded by examination. The Graduate Centre for Management Studies is a jointly sponsored institution of the Universities of Aston and Birmingham. Full details of the Advanced Management Course and of other aspects of the Centre's work may be obtained from the Secretary, Graduate Centre for Management Studies, 36 Wake Green Road, Birmingham B13 9PD, telephone: 021–449 4137.

Details

Management Decision, vol. 4 no. 3
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 7 August 2009

Thierry Burger‐Helmchen

The purpose of this paper is to address the issue of evaluating the innovative/entrepreneurial capabilities of small firms in high‐technology industries.

Abstract

Purpose

The purpose of this paper is to address the issue of evaluating the innovative/entrepreneurial capabilities of small firms in high‐technology industries.

Design/methodology/approach

The approach taken is a literature review and case study.

Findings

The contribution of the paper is twofold: in the first part, it is tried to distinguish the different forms of entrepreneurship existing. This leads to determine a form of entrepreneurship, plural entrepreneurship, that is typical in high‐tech start‐ups. In the second part, it is then tried to evaluate the innovative/entrepreneurial capabilities of a firm in such a framework. This is based on a longitudinal case study of a high‐tech start‐up where we explore how different dimensions of entrepreneurship coexist and interplay to create a firm's innovative dynamics depending on its initial resources and those added during the firm's growth.

Originality/value

The paper is an original attempt to distinguish different notions of entrepreneurship including the notion of plural‐entrepreneurship and capabilities in a small enterprise.

Details

Journal of Small Business and Enterprise Development, vol. 16 no. 3
Type: Research Article
ISSN: 1462-6004

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Article
Publication date: 1 June 1988

John Hassard

Current models of strategy formulation do not always prove robust in application; here is one whose roles are short or long‐term criteria for financial control and the…

Abstract

Current models of strategy formulation do not always prove robust in application; here is one whose roles are short or long‐term criteria for financial control and the making of decisions at either corporate centre or business unit.

Details

Management Decision, vol. 26 no. 6
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 March 2003

Tony Gear, Russ Vince, Martin Read and A. Leonard Minkes

The article presents a practical approach to generating collective learning in organisations. The approach utilises a low profile on‐line group process support technology…

Abstract

The article presents a practical approach to generating collective learning in organisations. The approach utilises a low profile on‐line group process support technology known as Teamworker, which is based on a wireless handset design. Group interactive sessions are arranged with a series of groups of eight to 16 employees from across the organisation. A case study is presented in order to demonstrate that this method can capture the interplay between individuals and groups of employees by aiding a process of dialogue that is central to organisational learning. The mode of operation of the technology, and the design of the group process, are critical elements to minimise defensive reactions of individuals, while seeking to maximise the outputs of collective communication and learning taking place in a political environment. Our conclusion at this stage is that this is a promising approach that is capable of further research and development by means of fieldwork linked with theory.

Details

Journal of Management Development, vol. 22 no. 2
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 January 2006

Nada K. Kakabadse and Cécile Rozuel

The research aims to examine how corporate social responsibility (CSR) is contextually understood, in comparison with the definitions proposed in the academic literature.

Abstract

Purpose

The research aims to examine how corporate social responsibility (CSR) is contextually understood, in comparison with the definitions proposed in the academic literature.

Design/methodology/approach

The research was based on a case study analysis of a local public hospital in France, using semi‐structured interviews with multiple stakeholders exploring the perceived responsibilities of the organisation.

Findings

The study findings provide the basis for the development of a model of CSR for the hospital. The findings highlight the importance of senior managers' involvement in stakeholder dialogue, as well as the effect of external influences, on the overall social performance of the hospital.

Research limitations/implications

Case‐study replication of health care organisations would refine and allow for generalisations of results. Also the sample of participating stakeholders should be extended to include policy‐makers. The critical area for examination is whether management need to be at the core of open and constructive dialogue with stakeholders, in order for CSR application to be extended.

Practical implications

The proposed model serves as a basis for health care managers to understand the key elements of CSR and assess the social performance of their organisation.

Originality/value

Adopting multi‐stakeholder approach to explore contextually determined views of CSR, the study contributes to CSR research and is of value to academics as well as managers in the health care sector.

Details

Society and Business Review, vol. 1 no. 1
Type: Research Article
ISSN: 1746-5680

Keywords

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