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Article
Publication date: 1 October 2006

Arthur J. Murray and Kent A. Greenes

The purpose of this paper is to examine new leadership approaches for competing in a flat world. Among the many demands placed on twenty‐first century leaders is the need to

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Abstract

Purpose

The purpose of this paper is to examine new leadership approaches for competing in a flat world. Among the many demands placed on twenty‐first century leaders is the need to develop entirely new business strategies. Decision making must take into account many complex interactions and multiple scenarios. Yet strategic time horizons are becoming more compressed, requiring shorter planning cycles. Even if the right strategy is formulated, execution is often difficult. In addition, in today's dynamic market environment, both strategy and execution need to be quickly adjusted as conditions change.

Design/methodology/approach

The nine‐tiered framework presented has been successfully applied by the authors in a variety of settings. The approach integrates top‐down strategic planning with bottom‐up execution, all within the context of a knowledge‐based organization.

Findings

The paper finds that the ability of an organization to compete in a flat world is enhanced when all elements of the enterprise are in close alignment. A key role of the leader of the enterprise of the future is to create and maintain this alignment.

Originality/value

Through the application of this framework, organizations can improve in several ways that are critical to competing in a flat world. The main benefit is the improved speed and agility that comes from close organizational alignment. Tight coupling of organizational elements allows an enterprise to move closer to the goal of learning, innovating, and executing at the speed of change in the marketplace. In addition, forward‐looking organizations will benefit from: gaining the ability to identify critical knowledge gaps, opportunities, and risks; maximizing efficient and effective use of available resources; overcoming cultural barriers which inhibit execution and resist change; improving organizational performance through better measurement and tracking; and more effective leadership.

Details

VINE, vol. 36 no. 4
Type: Research Article
ISSN: 0305-5728

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Article
Publication date: 17 April 2007

Arthur J. Murray and Kent A. Greenes

The purpose of this paper is to identify recent trends in how the global knowledge workforce is changing and, in particular, organizing, on a massive scale. Knowledge workers have

2002

Abstract

Purpose

The purpose of this paper is to identify recent trends in how the global knowledge workforce is changing and, in particular, organizing, on a massive scale. Knowledge workers have become highly mobile, with a distinctly global orientation.

Design/methodology/approach

These new trends are presented within the established four‐pillar framework for enterprise transformation. Particular emphasis is placed on the dissolution of traditional organizational boundaries (organization pillar), and creating, on a large scale, living, working and learning environments for attracting, retaining, and growing talent (learning pillar). Supporting infrastructure elements are also addressed (technology pillar).

Findings

Attracting, retaining, and growing talent is no longer an issue that can be addressed solely from the viewpoint of a single organization. Knowledge workers are highly mobile, and are tending to be more loyal to their peer communities than to an employer. This requires that organizations look beyond their own boundaries, and work together to create living, working, and learning environments that offer a balanced and fulfilling lifestyle. One way to accomplish this on a large scale is the development of knowledge cities, in which the information and knowledge architecture is at least as important as, and possibly more important than, the physical architecture.

Originality/value

In a knowledge economy, the value of human capital far outweighs more traditional, tangible forms, such as plant and equipment. Creating an ideal environment for knowledge workers is a formidable challenge. Yet it is a necessary step in making the transition to the enterprise of the future. The key to success is the understanding that an attractive work environment alone is not sufficient to attract, retain and grow an increasingly global, and mobile, knowledge workforce. A total environment that integrates key elements of living, working, and learning is needed. The four pillars framework will continue to evolve as a tool for designing these environments, especially on a large scale.

Details

VINE, vol. 37 no. 1
Type: Research Article
ISSN: 0305-5728

Keywords

Article
Publication date: 26 June 2007

Arthur J. Murray and Matthew E. Sekella

The paper seeks to examine briefly the economic drivers of the past, how those drivers have changed, and how business and government leaders need to respond by transforming their

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Abstract

Purpose

The paper seeks to examine briefly the economic drivers of the past, how those drivers have changed, and how business and government leaders need to respond by transforming their organizations into knowledge‐based enterprises.

Design/methodology/approach

The approach applies the principles of classical economic theory, which were grounded primarily in the valuation of tangible goods, to an economy in which intangible goods, such as information and knowledge, are the predominant forms of capital.

Findings

The perishability of intangible goods is accelerating, and is further exacerbated by increased globalization. Valuation‐based theories of money and pricing, which have been overlooked in the past, have resurfaced, and must be understood and practised by business and government leaders alike. In response to these challenges, organizations must design and implement systems which support fast learning and rapid innovation. These new systems are called “knowledge factories”.

Practical implications

The major shifts in the economy are not readily visible on the surface. In order to compete in a flat world, business and government leaders must revisit classical economic theory and understand how to apply it to today's knowledge economy. For example, in the past, talent moved to where it was treated best. Now, the knowledge workforce lives where it chooses, and much of the work comes to them. This has significant human capital and supply chain consequences.

Originality/value

There are many positive outcomes, not the least of which is a more robust economy that takes full advantage of globalization, possibly to the point of approaching a system of near‐perfect competition. With the eventuality of bringing six billion minds to bear on solving complex problems, the potential exists for a greatly improved lifestyle, continued explosive growth in human knowledge, and increased prosperity, especially for those at the bottom of the economic pyramid.

Details

VINE, vol. 37 no. 2
Type: Research Article
ISSN: 0305-5728

Keywords

Article
Publication date: 1 January 2006

Arthur J. Murray and Kent A. Greenes

This paper sets out to describe the concept for the Enterprise of the Future, a project within the George Washington University Institute for Knowledge and Innovation. The purpose

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Abstract

Purpose

This paper sets out to describe the concept for the Enterprise of the Future, a project within the George Washington University Institute for Knowledge and Innovation. The purpose of the project is to lead the transformation to global virtual enterprise as the organization of choice for the twenty‐first century.

Design/methodology/approach

This paper covers the challenges people are facing; how the enterprise of the future will address those challenges; what the enterprise of the future will look like; what research needs to be undertaken; and who will be leading the research. Concludes with a call for participation to anyone interested in transforming the very notion of what is called enterprise.

Findings

The goal is to create the capability for organizations to learn, innovate and transform at a pace equal to, or greater than, the speed of change in the marketplace. Meeting the competitive challenges which lie ahead requires major changes in the way people live, learn and work, both individually and organizationally. A significant amount of effort will be devoted to work processes, technology integration, and the knowledge workforce.

Originality/value

Contains useful information on the enterprise of the future.

Details

VINE, vol. 36 no. 1
Type: Research Article
ISSN: 0305-5728

Keywords

Article
Publication date: 20 June 2008

Arthur J. Murray

The purpose of this paper is to examine the previously published conceptual framework of the enterprise of the future (EOF) in light of new trends and predicted changes in global

486

Abstract

Purpose

The purpose of this paper is to examine the previously published conceptual framework of the enterprise of the future (EOF) in light of new trends and predicted changes in global socio‐economic conditions.

Design/methodology/approach

The paper examines socio‐economic data which indicate the emergence of major trends; analyzes the emerging trends and looks for convergences that will likely result in “tipping points”, i.e. paradigmatic shifts which render current business models obsolete, and demand the development of new, more agile models.

Findings

The very near future (10‐20 years) will likely see a convergence of several emerging trends which will demand dramatically new knowledge‐intensive enterprise models. Some of the trends cited in the paper include; diminishing fossil fuel supplies in the face of increasing demand; aging public infrastructure; stresses on the health care system and emerging workforce created by an aging population; economic disequilibrium caused by unsustainable levels of government deficit spending and monetary expansion. Three specific applications of the EOF were selected for their relevance in addressing the challenges presented; developing the capacity for sustained innovation and problem‐solving; transitioning toward a knowledge‐based paradigm for medical research; promoting social knowledge entrepreneurship.

Originality/value

Applying the EOF conceptual framework will aid in an organization's ability to recognize, respond to, and even anticipate, major trends and tipping points in a complex, rapidly changing market. Expected overall benefits include; dissolution of old organizational barriers, and the improved flow of knowledge; more rapid response to changing conditions; greater clarity of vision, and improved execution of strategy; increased overall organizational performance.

Details

VINE, vol. 38 no. 2
Type: Research Article
ISSN: 0305-5728

Keywords

Article
Publication date: 1 July 2006

Arthur J. Murray and Kent A. Greenes

The purpose of this paper is to begin the process of identifying the attributes which characterize the enterprise of the future (EOF). An initial list of attributes which

756

Abstract

Purpose

The purpose of this paper is to begin the process of identifying the attributes which characterize the enterprise of the future (EOF). An initial list of attributes which organizations will need to exhibit in order to compete in a flat world is presented. A formal definition of the EOF is also included.

Design/methodology/approach

The list of attributes was generated as a collaborative effort by members of the Enterprise of the Future Roundtable, and the EOF online community of knowledge management thought leaders and researchers.

Findings

The group concluded that the attributes which define a model EOF can be grouped into the previously validated four pillars of knowledge management: leadership, organization, learning, and technology. Although the underlying premise for the four pillars remains the same, recent research into the EOF has yielded new insights regarding the internal makeup of these pillars.

Originality/value

Twentieth century enterprise models are already proving inadequate for responding to the problems and issues of the knowledge era. The list of attributes developed here will serve as a guide to seek out and identify organizations which serve as illustrations of model EOF behaviors. The goal is to use the combined list of attributes and examples as a guide for helping organizations transform themselves into high‐performance, knowledge‐based organizations.

Article
Publication date: 1 April 2006

Arthur J. Murray and Kent A. Greenes

The purpose of this paper is to summarize the results of the first enterprise of the future industry roundtable. The purpose of the roundtable was to identify the major areas of

Abstract

Purpose

The purpose of this paper is to summarize the results of the first enterprise of the future industry roundtable. The purpose of the roundtable was to identify the major areas of research needed to help organizations transform themselves in order to achieve sustainable performance in a flat world.

Design/methodology/approach

The agenda consisted of individual presentations by thought leaders, followed by a roundtable discussion.

Findings

The group concluded that in order to help organizations transform themselves, a focused research effort was required in the following four areas; transformation through the co‐creation of new business ecosystems and strategies; new, non‐hierarchical organizational designs; creating ideal environments for attracting, retaining, and growing talent; integrating a myriad of technology components into a unified infrastructure.

Originality/value

Enterprise transformation is an expensive and risky undertaking. These findings provide an initial set of the most critical research areas needed for successful transformation. Decision makers can use these results as a guide for planning their future research agenda.

Details

VINE, vol. 36 no. 2
Type: Research Article
ISSN: 0305-5728

Keywords

Article
Publication date: 22 February 2021

Nuri Gökhan Torlak, Cemil Kuzey, Muhammet Sait Dinç and Ali Haydar Güngörmüş

The paper aims to analyze the relationships between ethical leadership (EL), job satisfaction (JS), affective commitment (AC) and turnover intention (TI) that might make…

Abstract

Purpose

The paper aims to analyze the relationships between ethical leadership (EL), job satisfaction (JS), affective commitment (AC) and turnover intention (TI) that might make accountants quit withdrawal and become productive and useful in private organizations operating in Istanbul.

Design/methodology/approach

Data were collected through an online survey using a simple random sampling methodology, obtained from 153 accountants working in companies in Istanbul. The methodology included descriptive statistics, factor analysis, structural equation modeling and mediation analysis.

Findings

Concerning direct relationships between EL, JS, AC and TI, EL has significant positive associations with JS and AC, whereas EL has a significant negative association with TI. JS has a significant positive association with AC, whereas JS has a significant negative association with TI. Also, AC has a weak significant negative association with TI. Given indirect relationships among EL, JS, AC and TI, JS and AC mediate the relationship between EL and TI. Finally, a similarity is found when comparing Generation X and Generation Y in terms of overall JS, AC and TI.

Research limitations/implications

The study is limited solely to companies functioning in Istanbul and incorporates a low number of respondents. Therefore, the results cannot be considered to be accurate for the whole country. The study might guide both private and public organizations in which owners/managers develop strategic plans.

Originality/value

The study fills the gap in research on organizational behavior where little has existed until now that probes the EL–JS–AC–TI links in Turkey. A few studies measure the TIs of accountants. Furthermore, EL and AC are rarely evaluated in the field of accounting in Turkey.

Details

Journal of Modelling in Management, vol. 16 no. 2
Type: Research Article
ISSN: 1746-5664

Keywords

Article
Publication date: 1 July 1997

Chi‐nien Chung

In this paper, I demonstrate an alternative explanation to the development of the American electricity industry. I propose a social embeddedness approach (Granovetter, 1985, 1992…

Abstract

In this paper, I demonstrate an alternative explanation to the development of the American electricity industry. I propose a social embeddedness approach (Granovetter, 1985, 1992) to interpret why the American electricity industry appears the way it does today, and start by addressing the following questions: Why is the generating dynamo located in well‐connected central stations rather than in isolated stations? Why does not every manufacturing firm, hospital, school, or even household operate its own generating equipment? Why do we use incandescent lamps rather than arc lamps or gas lamps for lighting? At the end of the nineteenth century, the first era of the electricity industry, all these technical as well as organizational forms were indeed possible alternatives. The centralized systems we see today comprise integrated, urban, central station firms which produce and sell electricity to users within a monopolized territory. Yet there were visions of a more decentralized electricity industry. For instance, a geographically decentralized system might have dispersed small systems based around an isolated or neighborhood generating dynamo; or a functionally decentralized system which included firms solely generating and transmitting the power, and selling the power to locally‐owned distribution firms (McGuire, Granovetter, and Schwartz, forthcoming). Similarly, the incandescent lamp was not the only illuminating device available at that time. The arc lamp was more suitable for large‐space lighting than incandescent lamps; and the second‐generation gas lamp ‐ Welsbach mantle lamp ‐ was much cheaper than the incandescent electric light and nearly as good in quality (Passer, 1953:196–197).

Details

International Journal of Sociology and Social Policy, vol. 17 no. 7/8
Type: Research Article
ISSN: 0144-333X

Article
Publication date: 1 September 2000

Jonathan C. Morris

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and…

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Abstract

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Details

Management Research News, vol. 23 no. 9/10/11
Type: Research Article
ISSN: 0140-9174

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