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Traditional management theory is grounded in the concept of bureaucracy which provides a platform for managers to control behavior. When behavior is controlled, personal freedom and the ability to innovate are curtailed, yet creativity is a key driver competitive advantage. Creativity is unleashed when individuals are provided with the opportunity to express their individual freedom, when they feel their actions make a difference. Organizations, bounded only by economic motives, fail to provide such an environment, but when an organization extends its focus to encompass society and the environment, members of the organization can be inspired to share the dream of the organization. This paper explores the traditional management concepts, and presents the reader with a philosophy that both encourages individual freedom and maintains an ordered society. The paper concludes by applying the philosophy to a model for organization design, which facilitates individual freedom and retains the controls necessary to meet performance targets.

This paper explores organizational restructuring in corporate law firms. We review recent changes in law firms’ business models and structures, specifically as they relate to the externalization of work – or the unbundling of work and its placement with outside entities, which redefines the division of labor and the nature of the employment relationship. We draw from the extensive scholarship on the legal profession to raise empirical and theoretical implications of market-driven change to the careers of lawyers as well as the shifting patterns of stratification within corporate firms and the profession at large.

The United States has been experiencing economic change in many ways, particularly in the form of manufacturing competition from Asia. East Asia is emerging as the dominant region of the world for the manufacturing of computers. Most, if not all, major companies in the personal computer (PC) industry have manufacturing facilities in Southeast Asia. These include U.S. firms such as IBM, Apple, Compaq, and Hewlett‐Packard, Taiwanese challengers such as Acer and Mitac, and Japanese firms such as NEC. Still, some PC manufacturing operations remain in the U.S. despite large differences in labor costs, cost of capital, and tax structures. Clearly, the establishment of a production facility is not a simple matter of cheap labor or being close to markets. The decision is a complex one involving many variables. This paper addresses some of these variables, and how PC companies deal with them, in considering manufacturing as an issue in corporate strategy.

The article consolidates the servitization knowledge base from an industrial equipment manufacturing firm's performance perspective. This conceptual review is offering an integration of the extant literature. The authors identified various advanced services impacting a firm's overall revenue, profitability, customer satisfaction, and loyalty. This paper provides a conceptual framework for industrial manufacturers' basic and advanced services to understand their relationship with various performance parameters. This study also provides a direction for future research with individual advanced services and their value cocreation with customers.

Crowdsourcing delivers creative ideas for the issuing firm, but participants’ engagement in the creative process also creates additional benefits to firms and participating customers. The purpose of this study is to investigate if these spill-over values endure over time. With data from two time point, i.e. at submission and after announcement of the contest winners, we examine the relationship between the degree of a participant’s creative process engagement (CPE) and value creation from a crowdsourcing contest, and how these perceptions of value change over time.

Data were collected from 154 participants in a crowdsourcing contest at two time points with an online survey: at submission, and after receiving feedback (in term of rankings, rewards, and comments) from the community. Partial Least Square path modelling was used to estimate both main and moderating effects.

CPE increases the perceived value of customers (social and epistemic value) and firms alike (knowledge-sharing intention and customer loyalty), though all but epistemic values decrease over time. Disconfirmation of expectations and need for recognition moderate these effects.

This paper is the first longitudinal study that helps understanding the effect of CPE on value creation from crowdsourcing across time. It also uses the theoretical lens of the honeymoon hangover effect to explain how perceived value changes. The resulting insights into the role of customer engagement in crowdsourcing contests and subsequent value creation will be beneficial to the growing research stream on consumer value co-creation and user innovation.

This study provides a meta-review of global virtual team (GVT)–related reviews, creating a resource that highlights dominant themes, research trends and shifts in topics over time culminating in a summary of opportunities for future research. By analyzing and grouping the evidence presented in previous research, this meta-review provides key insights toward future research and managerial implications.

This meta-review identifies 35 existing GVT-related reviews across 32 publication outlets, providing a longitudinal and cross-disciplinary view of GVT research to date.

Results of the analysis reveal over time that there has been a largely adopted reconceptualization of the GVT paradigm toward a continuum of virtuality. There has been a shift in the view of the cross-cultural and global components of GVTs toward a recognition that a greater variance of dimensionality exists. Additionally, popular themes across the literature emerge, notably, virtuality, concepts of culture, trust, leadership and communication technology.

As a multidisciplinary GVT-focused meta-review, this study complements previous efforts by taking a tour across this wide topic and is dedicated to those who are researching, teaching, working and managing GVT-related strategies. The reviews selected represent work published across multiple literature streams, providing a comprehensive and forward thinking perspective.

The purpose of this chapter is to critically evaluate contemporary Japanese human resource management (HRM) practices in order to identify if Japanese small enterprises are employing the same or different practices that have been used in the past.

An interpretative qualitative approach is applied through the use of semi-structured interviews. Three small business owners with 30–50 years’ experience in the construction industry have been interviewed in Japanese with their subsequent responses translated, transcribed and coded.

It has been discovered that traditional HRM practices remain popular although their influence has slightly dissipated. This finding indicates an influence by western HR practices, at least to an extent. Findings include the presence of lifetime employment, seniority systems, Kaizen (quality management), the growing international workforce, unionisation, ‘nomunication’, recruitment practices, group decision-making and the lack of gender equality.

Research was only carried out with three small business owners which may reduce the transferability and generalisability of the findings. Only the construction industry was analysed. Moreover, the interviews took place on Skype rather than in a face-to-face environment which may have reduced the ability to effectively understand facial signals.

Although a native Japanese speaker carried out the translations, there may have been issues regarding selecting the most appropriate words to be used.

This study provides an original viewpoint on contemporary HR practices in Japan. It is argued that this chapter will provide a fresh understanding on HRM practices used by Japanese small business and will be useful for scholars, employees and employers alike.

Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly prevalent in organizations today. There has been a burgeoning of research on this relatively new organizational unit, spanning various academic disciplines. In this chapter, we review and discuss the major developments in this area of research. Based on our review, we identify areas in need of future research, suggest research directions that have the potential to enhance theory development, and provide practical guidelines on managing and working in GVTs.

This paper reviews the current evidence base for human givens therapy in the context of mental health. A systematic literature search was conducted from which it is concluded that the evidence base for human givens therapy is currently limited: most evidence proffered is expert opinion supported with brief case studies or anecdotal evidence, with the exception of two descriptive studies both concerning trauma and the rewind technique. This paper calls for further research to be undertaken to examine the effectiveness of human givens therapy and for mainstream mental health, counselling and psychotherapy journals to provide space for healthy debate.

Online medical teams (MTs), involving collaboration between remote healthcare workers, can provide comprehensive and rapid healthcare to patients. The growth in MTs is continuing, with popularity growing among doctors and patients, but some MTs disband, which could break the continuity of healthcare services provided. We aim to address this pressing issue by exploring the effects of team diversity and leadership types on team status (i.e. team disbandment (TD)). This paper systematically investigates the influences of team diversity, including separation, variety and disparity diversity and the effects of leadership types, including strong, equal and weak types.

A data set consisting 1,071 online MTs was collected from the Good Doctor website, a leading Chinese online health community (OHC), on January 10, 2018. The data captured included 206 teams which disbanded after 3 months collaboration. Logistic regression and maximum likelihood estimation (MLE) were used to examine their effects.

The results show that variety diversity, related to departments, positively affects TD, but disparity diversity, referring to clinician titles, negatively affects TD. Separation diversity, in terms of team member attitudes, exerts a negligible influence on disbandment. Although strong and equal leadership types negatively influence TD, they are seen to strengthen the positive effect of variety diversity, suggesting stable structure combinations of strong or equal-type leadership and low department diversity, as well as the match of weak-type leadership and high department diversity.

This paper extends the current understanding of virtual teams and OHCs by examining the role of leadership types and team diversity, and their influencing role on team status. The pairwise combinations are obtained to effectively reduce the disbandment probability of medical teams operating in OHCs, which could help platform managers, team founders and those connected with MTs deal with the team-disbandment crisis, providing both theoretical and practical implications to healthcare providers and researchers alike.