Search results

The purpose of this paper is to examine the significant contributions of Lillian M. Gilbreth through the lens of critical biography to put her work in the context of her life events, her key roles, the turning points in her life and the societal context within which her contributions to management thought were made.

Critical biography examines the interaction of a person’s life events with the social, economic and political contexts surrounding his or her life and draws inferences as to why the person made specific decisions and contributions.

Key contributions to management thought made by Lillian M. Gilbreth are linked to her biographical events, including the multiple roles she played as daughter, student, wife, mother, author, engineer, psychologist, breadwinner, domestic scientist and teacher. Various turning points in her life are identified, including being allowed to go to college, taking her first psychology course, marrying Frank Gilbreth, publishing Fatigue Studies and Frank’s death. Key societal factors that influenced Gilbreth’s contributions were the growing interest in scientific management, the status of women and the increased interest in domestic science.

The qualitative technique of critical biography is demonstrated as a useful methodology for examining individual contributions to management history. The authors acknowledge the limitation of subjective interpretation.

The reasons behind Lillian Gilbreth’s contributions, which were considered a precursor to the human relations era, are extrapolated from this research.

The influence of social context is examined, as it pertains to the life and work of Lillian Gilbreth.

This paper provides a critical biography of Lillian M. Gilbreth and her work within the context of her life and times.

The purpose of this study is to examine the life and work of Frank Gilbreth using a critical biographical approach to draw connections between his life experiences and the major contributions he made to management history.

The research design is critical biography. First, a biography is provided that reveals critical incidents from his childhood, his early career before marriage, his life after his marriage and his key personality traits. Gilbreth’s major contributions to management thought are then considered in context of his biography.

Although Frank Gilbreth is recalled for his contributions to management history through his work in advancing efficiency through motion studies, he should likewise be credited for his foresight of management theories related to the human element in organizations. The major influences on Gilbreth’s career include Lillian Gilbreth and Frederick Taylor.

A limitation of critical biography is that researchers cannot address causality but, rather, are focused on drawing connections between life experiences and significant accomplishments.

Critical biography can illuminate theory and practice by providing greater clarity by examining concepts in depth and in context. The authors situate Frank Gilbreth’s work in the context of his lived experiences.

The purpose of this paper is to attract readers' attention to the importance of the integration of corporate governance and innovation for companies to strive further in business. The paper also attempts to illustrate how an innovation champion can exist in companies with a good corporate governance structure and fully utilize the structure, at the same time being aware of the limitations of innovation activities. Along the way, corporate social responsibilities should also be taken into consideration.

The objectives of this paper are achieved first through an explanation of how corporate governance structure works and what purpose it serves. By understanding the mechanics of corporate governance, the integration of the structure with other fields of knowledge, in order to boost corporate performance, becomes possible. The paper also makes several references to companies around the world which have integrated successfully.

Innovation is a teamwork effort. Concentrated efforts are needed from every person in the organisation, from the board of directors and all the employees. The main actor in the picture is the board of directors. Also, other critical factors such as culture, conducive environment and rewards very much need to be present in the system.

Innovation, even though deemed risky, must be supported. The board of directors or leaders of corporations must change the way they think. Leaders of corporations must make an effort to understand innovation, and subsequently spread it far and wide among managers by creating corporate policies that support innovation. With a consumer‐centric organizational principle in mind, corporations can improve their innovation success rate. A successful innovation effort requires full participation from everyone in the corporation to ensure that the end results of research and development are for the interests of society at large.

Corporate governance is a structure that needs input from other fields of knowledge. Too much faith is put in corporate governance to bring about performance; unfortunately corporate governance is just a structure. There are a lot more factors that should be taken into consideration before achievement can be seen and success stories can be heard. This integration of knowledge is suggested to companies so that they can generate more revenue.

Repetitive and restrictive behaviors are one of the core components of diagnosing a child with an autism spectrum disorder. These behaviors may take the form of repetitive motor movements or vocalizations, often referred to as stereotypical behaviors. These behaviors can impede the child’s educational and social opportunities, and have thus become a target for intervention. A variety of interventions have been used to reduce stereotypical behaviors with varied success. One of the most oft-used interventions is deep pressure therapy (e.g., weighted vests), a practice that enjoys substantial anecdotal but little empirical support. Conversely, interventions based on functional behavior assessment (FBA) have been shown to reduce these behaviors, but may not be used frequently within schools. Therefore, this chapter will provide a brief overview of stereotypical behaviors and compare these two intervention approaches, with a clear preference for FBA-based interventions due to their stronger empirical support.

This study investigates the impact that perpetrator coercion type, victim resistance type and respondent gender have on attributions of blame in a hypothetical child sexual abuse case. A total of 366 respondents read a hypothetical scenario describing the sexual assault of a 14‐year‐old girl by a 39‐year‐old man, before completing 21 attribution items relating to victim blame, perpetrator blame, the blaming of the victim's (non‐offending) parents, and assault severity. Overall, men judged the assault more serious when the perpetrator used physical force as opposed to verbal threat or misrepresented play as a coercive act. Men also deemed the victim's non‐offending parents more culpable when the victim offered no resistance, rather than physical or verbal resistance. Women judged the assault equally severe regardless of coercion type, although they did rate the victim's family more culpable when the victim offered verbal rather than physical resistance. Implications and ideas for future work are discussed.

The purpose of this paper is to highlight some methodological problems concerning the neglect of participants' voices by workplace ethnographers and neglect of the highly interactional and co‐constructive nature of research interviewing. The study aims to use discourse analysis, to show the phenomena of workplace learning and expertise to be constituted in participants' talk.

From excerpts of natural talk and research interviews by fish culturists speaking about their learning in a salmon hatchery, discourse analysis is used to analyze how workplace learning and expertise are rhetorically performed.

The paper finds that fish culturists drew on two discursive repertoires/resources – school‐ and workplace‐based learning – to account for their learning and expertise. The main participant affirmed the primacy of interest and practical workplace experience in his job just as he presupposed a weak correlation between school‐based (theoretical) and workplace (practical) knowing. However, both kinds of learning were deemed important though articulating this view depended on the social contexts of its production.

Discourse analysis does not establish immutable truths about workplace learning and expertise but rather it is used to understand how these are made accountable through talk in real‐time, that is, how the phenomenon is “done” by participants.

There is increased sensitivity when using ethnographic and interview methods. No method can avoid being theory‐laden in its conduct and reporting but discourse analysis perhaps does it better than its alternatives.

While some contributors to this journal have also approached workplace learning from a discursive perspective, this paper attempts to understand the phenomenon solely from participants' categories and interpretations.

In this paper, the authors will examine Welch's legacy and aftermaths, both for GE and more broadly within management practice and academic thought. As a complex character, indeed a person of many contradictions, the authors try to avoid polemics in this, instead focusing on his accomplishments and the unanswered questions about his impact.

This paper is a historical case using secondary and published materials to assess the case of Jack Welch's leadership of General Electric over the period 1981–2001.

Welch's proponents suggest he emphasized controlling corporate destiny, being open to new ideas, pursuing quality and low cost, having confidence, a vision founded on reality, a global focus and possessing energy and enthusiasm. However, his short-termist perspective undermined the long-term success of the company and his “win at any cost” mantra predisposed some employees to cutting ethical or environmental corners. As the market capitalization gains evaporated that had been used to justify the “end justifies the means” rationale, little is left of his legacy.

The paper discusses the implications of the GE case for issues associated with corporate governance, financialization and human resource management.

This is a timely reconsideration of the Jack Welch legacy two years after his death. In avoiding polemics and seeking a considered assessment of his positive and negative outcomes, the paper is an important addition to the research on Welch and American management thought.