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1 – 10 of 674Eunice Cristyl del Pilar, Irish Alegado and Miriam Fabroa Bongo
The premature closure of microbusinesses has become a prevalent issue that demands to be seriously addressed due to the major economic contribution it provides particularly to…
Abstract
Purpose
The premature closure of microbusinesses has become a prevalent issue that demands to be seriously addressed due to the major economic contribution it provides particularly to developing countries. The purpose of this paper is to establish and further analyze a set of critical failure factors (CFFs) that aid in the systematic decision-making and strategic management of stakeholders.
Design/methodology/approach
A comprehensive literature review is conducted to gather CFFs and an interpretative structural modeling with Matriced’ Impacts Croise’s Multiplication Appliquée a UN Classement (ISM-MICMAC) analysis is applied to investigate the structural relationships among CFFs by extracting its inherent characteristics according to its driving power and dependence power. In order to illustrate the methodology, a case study is conducted in Cebu, the Philippines.
Findings
It is interesting to note that inadequate government programs information is deemed the most crucial for stakeholders to tackle as its impact on the premature closure of microbusinesses is highly significant. Drawing from this key result, directions for potential strategies for getting evidence-based research into policy and practice in the micro-business sector in the Philippines, and other developing countries, are provided.
Originality/value
Lastly, the contribution of this work is two-fold and is aimed at policymakers and managers. For one, this study is the first to establish a set of CFFs specifically aimed at the level of microbusinesses, a seriously under-researched business sector, which can aid and influence domestic policymakers. For another, a framework that will facilitate business managers in carrying out organization’s strategy development process have been provided.
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This article outlines how behavioural science and psychological theories can be put to practical use in managerial problem‐solving situations. It follows on from Larry Pate's…
Abstract
This article outlines how behavioural science and psychological theories can be put to practical use in managerial problem‐solving situations. It follows on from Larry Pate's article in Management Decision, Vol. 25 No. 6.
This paper raises the possibility that closure is a myth, both in the sense of a narrative guiding a quest and in the sense of a social fiction. The paper aims to discuss this…
Abstract
Purpose
This paper raises the possibility that closure is a myth, both in the sense of a narrative guiding a quest and in the sense of a social fiction. The paper aims to discuss this issue.
Design/methodology/approach
The paper examines parts played by public administration practice in quests with subtexts of death, love, and loss, and suggests that overlapping administrative and narrative fictions have their comforts and uses for grieving persons, for organizations, and for the social order.
Findings
The paper confesses ambivalence about the actual existence of closure in historical rather than fictional time.
Originality/value
Using the metaphor of “closing the books,” the paper situates particular public reckonings with human loss in the context of justice-seeking and other public sector companions of “closure,” but resists the narrative closure of the authoritative answer and the happy ending.
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Invaluable lessons can be culled from failure, which often provides an opportunity for critical review. The author here divulges some of his own experiences.
Abstract
Invaluable lessons can be culled from failure, which often provides an opportunity for critical review. The author here divulges some of his own experiences.
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One way of defining the character of clinicians is to examine their moment-to-moment actions during the course of clinical care. These small actions, cumulatively, describe the…
Abstract
One way of defining the character of clinicians is to examine their moment-to-moment actions during the course of clinical care. These small actions, cumulatively, describe the clinician as a practitioner and moral agent. In this chapter, using clinical examples, I explore the possibility that professional competence and virtue are based, in part, on clinicians’ ability to engage in a “mindful” practice in which they can be attentive to their own actions, curious enough to examine them and present and flexible enough to change them.
Jane McKenzie, Nick Woolf, Christine van Winkelen and Clare Morgan
The purpose of this paper is to challenge an over‐reliance on past experience as the cognitive underpinning for strategic decisions. It seeks to argue that, in complex and…
Abstract
Purpose
The purpose of this paper is to challenge an over‐reliance on past experience as the cognitive underpinning for strategic decisions. It seeks to argue that, in complex and unknowable conditions, effective leaders use three distinct and complementary thinking capacities, which go beyond those normally learned during their rise to the top.
Design/methodology/approach
A conceptual model of thinking capacities is justified through a review of the psychology literature; the face validity of the proposed model is supported through six in‐depth interviews with successful CEOs.
Findings
A model of non‐conventional thinking capacities describes how strategic decision‐makers make choices that are better adapted to the conditions of uncertainty, ambiguity and contradiction, which prevail in complex situations. These capacities are complementary to the more conventional approaches generally used in thinking about decisions.
Practical implications
The paper aims to stimulate awareness of the limitations of habitual mental responses in the face of difficult strategic decisions. It challenges leaders consciously to extend their abilities beyond conventional expectations to a higher order of thinking that is better suited to multi‐stakeholder situations in complex environments.
Originality/value
The paper responds to the challenge of McKenna and Martin‐Smith to develop new theoretical approaches to complex environments. It extends conventional approaches to decision making by synthesising from the literature some essential thinking capacities, which are well suited to the demands of situations dominated by uncertainty, ambiguity and contradiction.
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The Biden administration is making USD6bn available to help avert the premature closure of some nuclear power plants
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DOI: 10.1108/OXAN-GA268927
ISSN: 2633-304X
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Jennifer M. George and Eden B. King
We propose that group affective tone may be dysfunctional for teams faced with complex, equivocal, and dynamically changing tasks and environments. Group affective tone (and in…
Abstract
We propose that group affective tone may be dysfunctional for teams faced with complex, equivocal, and dynamically changing tasks and environments. Group affective tone (and in particular, a positive affective tone) may exacerbate pre-existing tendencies of teams to develop a single-shared reality that team members confidently believe to be valid and to be prone to group-centrism. Alternatively, heterogeneity in member mood states within teams may lead to the development of multiple-shared realities that reflect the equivocality of the teams’ tasks and circumstances and other functional outcomes (e.g., multiple perspectives and minority dissent), which ultimately may enhance team effectiveness.