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Article
Publication date: 1 January 1999

Frank Biermann and Udo E. Simonis

The “Montreal protocol on substances that deplete the ozone layer” obliges industrial countries to reimburse developing countries ‐ through new and additional resources ‐ all…

Abstract

The “Montreal protocol on substances that deplete the ozone layer” obliges industrial countries to reimburse developing countries ‐ through new and additional resources ‐ all agreed incremental costs incurred by them in their efforts to save the ozone layer. To this end, a multilateral fund was established in 1990. The fund’s decision‐making procedures grant developing countries the same voting powers as industrial countries ‐ an almost revolutionary precedent in North‐South relations. In this article, the work of the Multilateral Ozone Fund is being analysed, with special emphasis on the development and implementation of the notion of “all agreed incremental costs” between industrial and developing countries. Since comparable institutional settings have been stipulated in the more recent treaties on climate change and biological diversity, in the concluding section five “lessons” are drawn from ozone politics for other international environmental agreements, in particular the emerging climate regime.

Details

International Journal of Social Economics, vol. 26 no. 1/2/3
Type: Research Article
ISSN: 0306-8293

Keywords

Article
Publication date: 1 June 2002

Barrie O. Pettman and Richard Dobbins

This issue is a selected bibliography covering the subject of leadership.

26512

Abstract

This issue is a selected bibliography covering the subject of leadership.

Details

Equal Opportunities International, vol. 21 no. 4/5/6
Type: Research Article
ISSN: 0261-0159

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Article
Publication date: 1 April 2003

Sheila Jackson, Elaine Farndale and Andrew Kakabadse

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks…

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Abstract

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non‐executive directors, the required capabilities to achieve successful performance, and the related executive development activity implemented to support these. Methods of delivery, development needs analysis and evaluation are explored in case organisations to ascertain current practice. A detailed review of the leadership and governance literatures is included to highlight the breadth of knowledge required at director level. Key findings of the study include the importance of focusing executive development on capability enhancement, to ensure that it is supporting organisational priorities, and on its thorough customisation to the corporate context. Deficiencies in current corporate practice are also identified.

Details

Journal of Management Development, vol. 22 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 September 1996

Melih Kirlidog

Notes that, like the technology itself, almost all research in information systems originates in Western countries, particularly the USA, where conditions are very different from…

1809

Abstract

Notes that, like the technology itself, almost all research in information systems originates in Western countries, particularly the USA, where conditions are very different from developing countries. In order to examine the implications of transferring information technology to the developing countries, identifies four Turkish organizations which had pioneered executive information systems (EIS). Conducts extensive interviews with both the executive users and the support staff explaining that the scarcity of EIS applications in the country required such a qualitative case‐study approach. Observes that conditions in developing countries are greatly different from those of developed countries, and the reasons for research into such differences in conditions are manifold, the maturity level of IT and the sociocultural environment being the most important aspects. Concludes that the cultural environment has very important implications for organizational and managerial practices as well as for the implementation of information technologies which attempt to provide increasingly close support to managerial decision making.

Details

Information Technology & People, vol. 9 no. 3
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 11 November 2014

Arash Najmaei, Jo Rhodes and Peter Lok

The purpose of this paper is to explore and explain how market and technological knowledge gained by executives interact in a complementary fashion to form the knowledge structure…

Abstract

Purpose

The purpose of this paper is to explore and explain how market and technological knowledge gained by executives interact in a complementary fashion to form the knowledge structure of their business model which in turn enable them to make sense of underlying complexities surrounding management of strategic courses of action.

Design/methodology/approach

Unitizing, categorizing, and classifying (UCC) in conjunction with pattern-matching (power and proof quotes) as qualitative methods were used to analyse a series of semi-structured interviews with eight executives from five small manufacturing firms in Australia.

Findings

It was found that executives’ business modelling knowledge structure defined as the knowledge base that underpins their business models is developed from four interactions that exist between their market and technological knowledge. Particularly, executives can learn about technological aspects of their business model from market knowledge they acquire and also learn about marketing issues of their business model from technological knowledge they acquire. This interactive nature offers novel insights into versatility and fungibility of executives’ knowledge as a strategic resource that defines how business models evolve and shows how executives use knowledge as a non-rivalrous resource in different ways for developing different business models.

Research limitations/implications

This study is limited in scope to: first, the context of executive of Australian small manufacturing firms and second, limited sources of data.

Practical implications

This study offers important implications for business modelling and strategic formulation of practicing managers. It particularly contributes to a fuller understanding of how executives’ learning contributes to the cognitive formation of business models. It also helps executives gain new insights into the importance of various types of knowledge and the complementary nature of their interactions in the development of novel mental models as a key managerial competency in today’s dynamic markets.

Originality/value

The conceptual framework developed and findings reported in this study have not been previously studied and offer novel insights into the literature on knowledge-based management, competitiveness, and business modelling.

Details

Journal of Strategy and Management, vol. 7 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 5 September 2018

Arthur Kearney, Denis Harrington and Felicity Kelliher

This paper aims to develop a framework of executive capability for innovation in the Irish seaport context.

Abstract

Purpose

This paper aims to develop a framework of executive capability for innovation in the Irish seaport context.

Design/methodology/approach

The paper uses an approach based on a critical review of literature. The paper takes the form of a critical review of academic literature, focussed by dynamic managerial capabilities theory. Specifically, the work of Lawson and Samson (2001) is drawn on to frame executive capability for innovation.

Findings

The framework proposes that the executive capability for innovation in the Irish seaport sector emerges as a dynamic managerial capability. The framework is dynamic in nature with environmental feedback loops inhibiting and enabling executive capability development. Supply chain innovation emerges from the framework based on an interpretation of executive capability emerging from Lawson and Samson (2001).

Research limitations/implications

The paper is entirely conceptual in nature. Future empirical research taking a qualitative approach is necessary. Further, an alternative theoretical perspective to that of dynamic managerial capabilities would offer new conceptual insight.

Practical implications

The paper contributes to executive practice through providing a framework of executive capability for innovation facilitating dialogue between executive practitioners and academic theory. Policymakers are challenged to contemplate the framework as a means of transforming competitiveness in an industry identified as foundational to Irish economic development.

Originality/value

The paper contributes to an emerging area of interest in the academic literature in the area of executive capability for innovation. Specifically, the paper argues the unique contextual nature of executive capability for innovation in the context of the seaport industry.

Details

European Journal of Training and Development, vol. 42 no. 5/6
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 1 May 1996

Martin Fojt

Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good…

9119

Abstract

Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..

Details

Management Decision, vol. 34 no. 5
Type: Research Article
ISSN: 0025-1747

Book part
Publication date: 15 July 2009

Peter Cappelli

Securing the managerial and executive talent that organizations need is a hot topic in the contemporary business community, but it is also an old challenge with a long and varied…

Abstract

Securing the managerial and executive talent that organizations need is a hot topic in the contemporary business community, but it is also an old challenge with a long and varied history. Contemporary observers are typically surprised to discover first how much the practices from the 1920s look like those that are dominate in the more innovative industries a century later and second how much more sophisticated the plans and systems for managing talent in corporations were in the 1950s than now. The research community interested in human resources often sees the 1950s practices as something like a dominant paradigm; they have in fact already been in sharp decline for almost a generation. For researchers and instructors interested in the practices of “talent management” at the managerial and executive level considered broadly – including subtopics like management development, career planning, succession planning, etc. – it is important to see the roots of contemporary practices and how they have and are changing over time as doing so reinforces the basic notion from contingency theory: practices respond to changes in context. The important aspects of context that drove changes in the design and execution of managerial careers over time has to do with the structure of corporations and how they responded to their competitive environment. The fact that changing business needs led to different corporate structures, business models, and, in turn, different approaches for managing the leaders of corporations also gives us perhaps the best guidance as to where practices in these areas will be in the future. For researchers, starting with this historical perspective is also the best way to develop a macro perspective on the more micro practices and outcomes associated with these talent management questions.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84855-056-8

Book part
Publication date: 10 April 2003

George P Hollenbeck and Morgan W McCall

As we begin the 21st century, evidence abounds that executive and leadership development has failed to meet expectations. Unless we change our assumptions and think differently…

Abstract

As we begin the 21st century, evidence abounds that executive and leadership development has failed to meet expectations. Unless we change our assumptions and think differently about executives and the development process, we will continue to find too few executives to carry out corporate strategies, and the competence of those executives available will be too often open to question. The “competency model” of the executive, proposing as it does a single set of competencies that account for success, must be supplemented with a development model based on leadership challenges rather than executive traits and competencies. Executive performance must focus on “what gets done” rather than on one way of doing it or on what competencies executives have. In turn, executive development must be viewed as meeting performance challenges essential to the business strategy rather than attending development programs, with senior executives making development decisions much as they make business decisions today.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-0-76230-866-8

Article
Publication date: 1 June 1994

Eric Sandelands

This special “Anbar Abstracts” issue of the Journal of Management Development is split into six sections covering abstracts under the following headings: General; Executive

Abstract

This special “Anbar Abstracts” issue of the Journal of Management Development is split into six sections covering abstracts under the following headings: General; Executive Development; Management Education; Management Skills Training; Management Development Techniques; Career Management and Succession Planning.

Details

Journal of Management Development, vol. 13 no. 6
Type: Research Article
ISSN: 0262-1711

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