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1 – 10 of 702Vincent K. Chong and Chanel Y. Loy
This paper examines the effectiveness of the reliance on a leader’s reputation as an informal control tool to mitigate subordinates’ budgetary slack. In addition, it seeks to…
Abstract
Purpose
This paper examines the effectiveness of the reliance on a leader’s reputation as an informal control tool to mitigate subordinates’ budgetary slack. In addition, it seeks to explain whether this relationship is mediated by subordinates’ truthfulness in revealing their private information.
Methodology/approach
A laboratory experiment was conducted involving 60 undergraduate business students who participated in the experiment. A 1 × 2 between-subjects design was employed for the experimental study. Each subject assumed the role of a production manager responsible for setting a budget target. The experimental task employed involved a simple decoding task adapted from Chow (1983).
Findings
The results of this study indicate that budgetary slack is lower when a leader’s reputation is favourable than when it is unfavourable. In addition, it is found that subordinates’ truthfulness in revealing private information fully mediates the relationship between a leader’s reputation and budgetary slack.
Originality/value
This paper extends the limited literature on the reliance of informal controls in mitigating budgetary slack by examining a leader’s reputation as an informal control. The findings of this study provide important implications for the design of effective management control systems.
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(Koyaanisqatsi video excerpts, showing clouds, water, land.)
The quote above was taken from the actor Brendan Gleeson, who struck a chord with Irish people in his outburst about the lack of care shown to the old and vulnerable during the…
Abstract
The quote above was taken from the actor Brendan Gleeson, who struck a chord with Irish people in his outburst about the lack of care shown to the old and vulnerable during the years preceding the economic downturn in 2008. In the Irish case, it has always been the marginalised and poorest who have suffered at the hands of the pride and greed of the ruling elite. This chapter will establish an understanding of the ideologically driven and often tragic economic planning undertaken in the Irish state since Independence in 1922. The chapter will outline the problems associated with political elites which then became manifest in the socio-economic life of the country. These problems were political, but also cultural, and shaped the difficulties that have befallen the Irish state in almost every decade of its history.
Marc-David L. Seidel and Katherine J. Stewart
This chapter seeks to enhance organizational theory's current typology of organizational architectures to explain a flourishing modern architecture that has developed utilizing…
Abstract
This chapter seeks to enhance organizational theory's current typology of organizational architectures to explain a flourishing modern architecture that has developed utilizing the inexpensive communication paths created by technology such as the Internet and wireless networks. As communication and coordination costs have dropped, new organizing methods have grown that are difficult to understand using the traditional organizational architectures. In this chapter, we introduce a new community architecture, the “C-form,” which is categorized by (1) fluid, informal peripheral boundaries of membership; (2) significant incorporation of voluntary labor; (3) information-based product output; and (4) significantly open sharing of knowledge. Although the domain of open source software (OSS) is frequently cited as an example of such communities, we argue that the form expands well beyond the domain of software to a wide variety of information-based products. Drawing on a culture frame, we develop an initial set of principles of C-forms and finally explore the implications of the C-form for the modern organizational world.
Selvi Kannan and Selin Metin Camgöz
This chapter explores how resilience in the face of difficult and crisis-ridden circumstances influences innovation. By examining Qantas and the critical role played by the CEO…
Abstract
This chapter explores how resilience in the face of difficult and crisis-ridden circumstances influences innovation. By examining Qantas and the critical role played by the CEO and Managing Director Alan Joyce, we discuss how innovation leadership amid a crisis requires resilience with a balanced approach. With a lens of self-level innovation leadership, we showcase Alan Joyce’s resilience and how that flowed onto his team and the organisation to action required changes in a creative and novel way to revitalise. The chapter contributes to the literature by further detailing about how resilience from a business leadership perspective influences the organisation’s ability to encourage innovation in a difficult and crisis-ridden environment. We believe that the lessons learned from the Qantas case can inspire companies and industries that face similar challenges to understand what it means to demonstrate resilience as a leader.
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This chapter complements the one that appeared as “History of the AIB Fellows: 1975–2008” in Volume 14 of this series (International Business Scholarship: AIB Fellows on the First…
Abstract
This chapter complements the one that appeared as “History of the AIB Fellows: 1975–2008” in Volume 14 of this series (International Business Scholarship: AIB Fellows on the First 50 Years and Beyond, Jean J. Boddewyn, Editor). It traces what happened under the deanship of Alan Rugman (2011–2014) who took many initiatives reported here while his death in July 2014 generated trenchant, funny, and loving comments from more than half of the AIB Fellows. The lives and contributions of many other major international business scholars who passed away from 2008 to 2014 are also evoked here: Endel Kolde, Lee Nehrt, Howard Perlmutter, Stefan Robock, John Ryans, Vern Terpstra, and Daniel Van Den Bulcke.
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As a general response to Gary Alan Fines article, The Sad Demise, Mysterious Disappearance and Glorious Triumph of Symbolic Interactionism, this performance narrative account of a…
Abstract
As a general response to Gary Alan Fines article, The Sad Demise, Mysterious Disappearance and Glorious Triumph of Symbolic Interactionism, this performance narrative account of a dialogue between G. Fine (Dr. Gary Alan Fine) and Sowsh Stud (Sociology student) intends to explain the subtleties of the current state of Symbolic Interactionism through the use of hip hop/inner city gangster terminology; drawing many parallels between Symbolic Interactionism as a discipline and street gang cultures to show that Symbolic Interactionism as a “gang” and Symbolic Interactionists as “gangsters” embrace the same gangster mentality, as they continuously try to find an identity and role within the gang (S.I.).
Claire Sinnema, Alan J. Daly, Joelle Rodway, Darren Hannah, Rachel Cann and Yi-Hwa Liou