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The paper examines the State of California’s new international trade and investment strategy through the lens of strategic management. This examination, embedded in a…
The paper examines the State of California’s new international trade and investment strategy through the lens of strategic management. This examination, embedded in a discussion of the history of the state's involvement, focuses on critical issues influencing strategy formulation and implementation. Findings indicate conceptual strategy design issues, political constraints, budgetary limitations, and organizational and managerial deficiencies contributing to a limited state engagement in international trade and investment with emphasis on leveraging existing resources rather than providing primary services. Unless California finds ways to deal with these issues, desired outcomes such as increased exports and investments will be lacking. Several lessons are offered to inform future state government efforts aimed at promoting international trade and investment.
The study of group dynamics was central to the field of organization development at its inception. More recently, there has been a move away from considering irrational…
The study of group dynamics was central to the field of organization development at its inception. More recently, there has been a move away from considering irrational and unconscious dynamics in organizational life and more attention focused on rational and observable behavior that can be measured and quantified. We introduce the tool, Beneath the Surface of the Burke-Litwin Model, that invites consideration of how the overt behavior of individuals, groups, and entire systems is linked to covert dynamics. This more comprehensive view of organizational life provides scholar-practitioners with a systemic perspective, a view of covert dynamics by organizational level, and support for the ongoing development of one’s capacity for using self-as-instrument when engaged in organization development and organization change efforts.
The purpose of this paper is to define “beneficence” as a management concept that is the action associated with “benevolence” the intention. This paper explains how…
The purpose of this paper is to define “beneficence” as a management concept that is the action associated with “benevolence” the intention. This paper explains how beneficence is a critical element for leaders in building trust. The authors identify how beneficence honors the ethical duties owed to followers and creates competitive advantage for organizations.
The approach of this paper is to present an extensive conceptual review of beneficence as it relates to leaders and managers and to suggest eight propositions identifying how beneficence can create competitive advantage.
The findings of this paper include eight propositions about beneficence as a source of competitive advantage.
The practical implications of this paper are for practitioners and scholars. This paper provides an opportunity for leaders to recognize the importance of translating good intentions into specific action in acting virtuously toward others. For scholars, this paper provides testable propositions for learning more about beneficence as a source of increased commitment, greater trust, and competitive advantage.
Although benevolence has been acknowledged to be a foundation of trustworthiness, benevolence is an attitude or intention. This paper explains the importance of beneficence as the action derived from benevolence as an attitude or intention to do that which benefits others.