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Article
Publication date: 1 May 2000

Mick Beeby and Charles Booth

The paper is concerned with alliances and learning. It provides an overview of recent contributions to the emergent literatures on knowledge management and organizational…

5329

Abstract

The paper is concerned with alliances and learning. It provides an overview of recent contributions to the emergent literatures on knowledge management and organizational learning, identifies similarities and differences between the two, and highlights the implications of these for academics and practitioners. The paper explores the significance of networks, alliances and inter‐organizational relationships for organizations and considers the nature and importance of learning in and through such relationships. A modified version of Coghlan’s (1997) model of organizational learning as a dynamic interlevel process is then presented to reflect these developments.

Details

The Learning Organization, vol. 7 no. 2
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 1 December 1998

Mick Beeby and Peter Simpson

Reflects on an organizational development (OD) intervention which addressed strategic culture change with the senior management team of a UK‐based international manufacturing…

4124

Abstract

Reflects on an organizational development (OD) intervention which addressed strategic culture change with the senior management team of a UK‐based international manufacturing organization. In line with emergent theory and practice OD consultants, authors intervened at the three levels: strategy, culture and top team dynamics. Whilst the client seemed happy with the outcomes, the authors believed that the intervention had failed to effect transformational change and were thus motivated to re‐examine practice in the light of recent contributions to the OD and organizational learning literature. This analysis suggests that future OD practice should be grounded in processes of dialogue permeating all phases of the intervention. At the diagnostic phase, there is a need to identify more clearly the enablers and barriers to productive learning. Subsequently, during implementation, the boundaries of the intervention with particular reference to politics, authority and task should be managed more carefully and explicitly.

Details

Leadership & Organization Development Journal, vol. 19 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 October 1997

Mick Beeby and Warwick Jones

Briefly reviews the literature on the role of business schools in corporate management development and reports on the conduct, results and conclusions of a survey of private…

746

Abstract

Briefly reviews the literature on the role of business schools in corporate management development and reports on the conduct, results and conclusions of a survey of private sector management development in the south‐ west of England. Taking a predominantly quantitative approach, by means of a self‐completion postal questionnaire, examines 97 responses from managing directors of medium and large companies in this region. Finds that the results of this survey support those of other studies with regard to a growing corporate sector requirement for tailor‐made programmes. Concludes that south‐western companies are looking to business schools to provide programmes and processes which are: demonstrably able to provide value for money as measured in terms of strategic level outcomes; designed and delivered in the context of an open, well‐managed relationship; grounded in an understanding of corporate cultures; flexible and responsive to managers’ needs and work schedules; and staffed by skilled facilitators able to work on real issues in the group setting.

Details

Journal of Management Development, vol. 16 no. 7
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 February 1995

Mick Beeby and Peter Simpson

Describes the non‐prescriptive approach which the authors have usedsuccessfully as the basis for their interventions as culture‐changeconsultants and management development…

2600

Abstract

Describes the non‐prescriptive approach which the authors have used successfully as the basis for their interventions as culture‐change consultants and management development practitioners in the UK public sector. The requirement has been to help top management to develop an effective strategic‐change management process to achieve organizational transformation. Key elements of the approach are: simultaneous interventions at the levels of top‐team dynamics, cultural values and strategic planning; the collaborative management of an interactive top‐down/bottom‐up process; and the application of a unique combination of technologies in the cultural values survey (CVS) and strategic options development and analysis (SODA).

Details

Executive Development, vol. 8 no. 1
Type: Research Article
ISSN: 0953-3230

Keywords

Article
Publication date: 1 April 1999

Mick Beeby, Mike Broussine, Louise Grisoni, Jane James and Anna‐Marie Shutte

This paper explores the emotional experience of working with an organisation which was “hurt” or “upset” by a major reorganisation. It is argued that the emotional aspects of…

1622

Abstract

This paper explores the emotional experience of working with an organisation which was “hurt” or “upset” by a major reorganisation. It is argued that the emotional aspects of being a consultant are under‐discussed, and that an acknowledgement of the emotional effects of clients’ and organisational members’ projections is necessary in order to understand better the role, contribution and values of consultancy. The analysis is based on a recent intervention in a UK public agency. The context for the consultancy is discussed with reference to public sector change, including the growth of managerialism. The objectives of the consultancy, and the methodologies used, are outlined. The resultant data collected by the consultancy team are presented. The data are then analysed, and the emotional and relational aspects of the intervention are explored prior to a discussion of the implications of the team’s learning for the practice of consutancy.

Details

Leadership & Organization Development Journal, vol. 20 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 May 1983

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…

16544

Abstract

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Details

Management Decision, vol. 21 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 21 October 2021

JaeHyun Yoon and Hanku Kim

This study aims to examine the moderating effect of culture on the phrase expression type that affects product attitude. Moreover, to identify the mechanism by which these effects…

Abstract

Purpose

This study aims to examine the moderating effect of culture on the phrase expression type that affects product attitude. Moreover, to identify the mechanism by which these effects occur, the authors investigated the mediating role of processing fluency, and examined how such a mediating effect of processing fluency varies with number of alternatives.

Design/methodology/approach

Three experiments were conducted to verify the hypotheses presented in this study. Experiment 1 tested the effects of phrase expression type and culture on product attitude; a two-factor design (phrase expression type: explicit expression vs implicit expression) was applied, and culture was classified according to nationality. Experiment 2 tested the mediating effect of processing fluency on product attitude, using the same approach as Experiment 1. Experiment 3 tested the moderated mediating role of the number of alternatives, a between-group experimental design of 2 (phrase expression: explicit expression vs implicit expression) × 2 (number of alternatives: many vs few) was applied.

Findings

Experiment 1's results demonstrate that product attitude is more favorable when implicit expressions are used for Asians, whereas it is more favorable with explicit expressions for Westerners. Experiment 2 verifies that the interaction effect between phrase expression type and culture on product attitude is mediated by processing fluency. Experiment 3's results demonstrate that the number of alternatives moderates the mediating role of processing fluency for Westerners, but has no effect on the processing fluency for Asians.

Originality/value

This study provides novel insights and expands the field of study of phrase expression types by separating the ambiguous boundaries among phrase presentation types. Furthermore, this study provides practical guidelines for establishing effective advertising strategies for companies by suggesting suitable phrase expression types based on culture.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 34 no. 8
Type: Research Article
ISSN: 1355-5855

Keywords

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