Search results

Too many organizational change projects fail because they fail to address the people aspect. Employees don’t buy in to the changed organization and performance suffers as a result. Here, Bill McCarthy of human capital consultants Penna, addresses six common reasons why organizational change fails and suggests an approach that focuses on people within a “before, during and after” timeframe.

The Oxford Institute for Employee Relations (OXIFER) is a small research and teaching community based at Templeton College, Oxford. It aims to link advanced research with teaching and the widespread dissemination of findings, focusing primarily on the role of management in employee and industrial relations and examining aspects of employee relations. Four research projects are currently under way. The first, Development and Dissemination of the Industrial Relations Audit, involves identifying an organisation's existing industrial relations practices and comparing and contrasting these with the desired position as perceived by senior managers or a joint body of senior managers and union representatives. Line Management of Industrial Relations uses data from the audits conducted in the first project to study the industrial relations role of line managers. The Management of Employee Relations in the Multidivisional Company focuses on the strategic choices open to senior line managers and personnel management. Management of Change and the Contribution of Industrial Relations Training aims to gain a better understanding of the process of change in a variety of organisations with particular reference to the contribution which industrial relations training in its broadest sense can make to change. Common themes running through the projects are methodology, employment relations and the management of change and the apparent current managerial concern with quality.

The purpose of this paper is to provide a brief and partial overview of some of the issues and authors that have dominated British industrial relations research since 1965. It is cast in terms of that year being the astronomical Big Bang from which all else was created. It traces a spectacular growth in academic interest and departments throughout the 1970s and 1980s, and then comments on the petering out of the tradition and its very existence (Darlington, 2009; Smith, 2011).

There are no methods other than a biased look through the literature.

These show a liberal oppression of the Marxist interpretation of class struggle through trade unions, collective bargaining, strikes, and public policy. At first through the Cold War and later, less well because many Marxists survived and thrived in industrial relations departments until after 2000, through closing courses and choking off demand. This essay exposes the hypocrisy surrounding notions of academic freedom, and throws light on the determination of those in the labour movement and their academic allies to push forward wage controls and stunted bargaining regimes, alongside restrictions on strikes, in the name of moderation and the middle ground.

An attempt to correct the history as written by the pro tem victors.

Many have heralded the new role of HR as the driver of organizational change, whether it be a restructuring, merger, acquisition or shift in corporate culture. If HR is to be successful in engaging employees through transitions and new initiatives it needs to embrace the role of change champion.

The purpose of this paper is to provide a retrospection on the importance, origins and development of the research programs in the author’s career.

The study uses an autobiographical approach.

Most of the articles, research monographs and books that constitute this research and publishing efforts can be categorized into seven distinct, but related, research programs: channels of distribution; marketing theory; marketing’s philosophy debates; macromarketing and ethics; relationship marketing; resource-advantage theory; and marketing management and strategy. The value system that has guided these research programs has been shaped by specific events that took place in the author’s formative years. This essay chronicles these events and the origins and development of the seven research programs.

Chronicling the importance, origins and development of the seven research programs will hopefully motivate and assist other scholars in developing their own research programs.

Examines the renewed interest and application of the marketing concept in the United States. Argues that recent interest is the result of a decline in corporate America and the emergence of Japanese competition, signalling America′s refocus on customer needs, internal needs, and vendor relations. Calls for continued use of the marketing concept in American industry.

The purpose of this paper is to the investigate the rock music, and in particular the genre known as heavy metal, subculture in Iran and identify its relationship to social responsibility.

The research was conducted qualitatively through in-depth interview with more than 100 rock music fans who identify themselves as belonging to the particular subculture under investigation. It also investigates the history of such music within the country to explain that it is marginalized and forbidden in a way which is not generally understood in Western countries.

The findings of the paper show that the fans of the music identify themselves as a particular subculture within the society and share not just an interest in the music but also in social concerns, politics and religion.

This paper shows that subcultures are interrelated with social responsibility and that this is dependent upon the nature of the society in which the subculture resides. This is important in understanding the dynamics of change within a country.

This is one of the very few papers which looks at the link between subcultures and social responsibility and, therefore, is important in showing that social responsibility can develop independently of any organization while not being bounded by the nature of the society which spawns it.

Firstly, the method and scope of research is outlined, secondly, distinctions are made between merging unions, thirdly, the reasons for merging and the kinds of advantages sought by the major merging unions are considered and, fourthly, the continuing research into the consequences of mergers for the unions involved and the wider union movement is noted.

The purpose of this paper is to argue for including historical perspectives in doctoral seminars in marketing theory.

The paper describes how marketing history is currently incorporated into the author's doctoral seminar in marketing theory.

The author's doctoral seminar in marketing theory incorporates history in three ways: the assignment of specific historical articles, the use of historically oriented, supplementary readings, and the use of history to examine specific controversies.

Rather than marketing history and marketing theory being competitors, they complement each other well in doctoral seminars.