Search results

This paper discusses the issues relating to the origin, development, and management of the Global Leadership and Organizational Behavior Effectiveness research program (GLOBE) project. GLOBE is a cross‐cultural research program involving 160 scholars in research teams in 60 nations. The discussion includes designing the research program; recruiting participating scholars; obtaining commitment to the program objectives; replacing country teams which fail to meet their objectives; establishing electronic and Web links; designing the documentation for data collection and coding; establishing rights to data sharing and authorship; and dividing responsibility for data analysis and writing. Special attention is given to lessons learned from managing the project.

Working as a consultant in the field of team development, I frequently find myself at odds with people who have different perceptions about the nature of the work. This confusion was actually expressed in print when in 1980, following the publication of my article on team problem diagnosis, another consultant wrote of his “simpler” method. This turned out to be the “LIFO” system. Again, similar misunderstanding arose in 1982, within a large client organisation in the public sector. The client had undergone major reorganisation, and it had been decided to create an internal consultancy role, a central function of which was to be team development. I was engaged to train those appointed to the role, with emphasis on the skills required by internal consultants. It came as some surprise therefore to be told during a seminar with some of the organisation's directors, that “team building” had recently been conducted in the area concerned. I had not yet trained the internal consultants. It emerged of course that their “team building” and my “team development” were entirely different processes. Impatient to “get things moving”, the organisation had initiated a programme of “team‐building” activity based on packaged exercises, mainly concerned with the analysis of management style.

This chapter reviews the origins and primary arguments of resource dependence theory and traces its influence on the subsequent literatures in multiple social science and professional disciplines, contrasting it with Emerson's power-dependence theory. Recent years have seen an upsurge in the theory's citations in the literature, which we attribute in part to Stanford's position of power in the network of academic exchange. We conclude with a review of some promising lines of recent research that extend and qualify resource dependence theory's insights, and outline potentially fruitful areas of future research.

The purpose of this paper is to share a personal perspective on the 28th Annual European Group on Organizational Studies (EGOS) Colloquium held in Helsinki, Finland in July 2012. It explores the author's reflection on his participation in the EGOS Colloquium Subtheme 29 titled “Designing Culturally Sustainable Organizations.”

The author's reflection was based on his participation from a constructionist perspective.

The author argued that participating in EGOS provided critical feedback and additional insights on his research regarding the design of culturally sustainable organizations and how this research may apply in the South Asian context.

This paper offers the personal perspective of an American doctoral student and human resources development professional with experience in South Asia on his observations as an attendee of the 28th Annual EGOS Colloquium.

Charged with a daunting task of organizational analysis, the good Stanford graduate of my era dutifully turns for inspiration to Dick Scott's Organizations: Rational, Natural and Open Systems. It is not quite the Bible, but it has a far more useful index and bibliography. And, as a beginning, I often encourage my own students to consider the basic “elements of organizations” that Scott presents in the form of a simple “diamond” typology, originally attributed to Harold Leavitt (1965) and in the most recent edition (Scott & Davis, 2007) updated to reflect the work of Nadler, Tushman, and Nadler (1997). This typology directs attention to five key components of any organizational phenomenon: (1) the participants; (2) the formal structure; (3) the informal structure; (4) the technology; and (5) the environment. Considering each of these elements may shed some light on the Stanford experience.

The purpose of this research is to undertake a bibliometric analysis of financial performance research in of higher education sector. The study examines papers over the last 2 decades and performed performance analysis, co-citation analysis, bibliographic coupling and scientific mapping.

The study examines 616 documents retrieved from the Scopus database using bibliometric analysis, performance analysis and thematic clustering. The study looked at the scientific productivity of papers, prolific authors, most influencing papers, institutions and nations, keyword cooccurrence, thematic mapping, co-citations and authorship and country collaborations. VOS viewer was employed as a tool in the research to conduct the performance analysis and thematic clustering.

This study delves into the recent advancements in financial performance research within higher education, focusing particularly on the year 2023, characterized by a peak of productivity with 46 significant articles. Notable institutions contributing substantially to this discourse include the University of Sussex (UK), and Ratio Institute Stockholm (Sweden), each referenced 227 times. The United Kingdom has emerged as a leader in financial performance research, amassing 3,850 citations from 92 publications. Key journals driving this conversation include “Entrepreneurship: Theory and Practice” and “The British Journal of Political Science.” The most cited study examines the impact of business-university partnerships on innovation and financial outcomes.”

This is the first study that provides a performance analysis and scientific mapping of the financial performance literature in the higher education sector. In addition, this study is the initial one to do a thorough analysis and organized representation of financial performance in the higher education sector, providing an unparalleled understanding of a hitherto uninvestigated area of academic research.

The paper aims to provide an overview of the RapidILL requesting system and describes its operation and the benefits derived by its users, including significant cost savings through elimination of various fees, expedited processing, maximum use of a library's own print and electronic journal holdings, and dramatic reductions in the amount of staff time required for processing interlibrary loan requests.

This paper takes the form of a general review and is written by developers with first‐hand knowledge of how the system works.

Libraries participating in RapidILL experience significant savings in both cost and staff time as a result of functionality built into the system.

Over 200 libraries currently use the RapidILL system, both in the USA and beyond its borders.

This paper provides extensive information on the functionality of the RapidILL system but also will be of interest to libraries that use other interlibrary loan systems.