Search results

An empirical study of 71 hospitals in the United States revealed that strategic factors are highly correlated with a hospital′s financial risk position. Finds strong statistical evidence that ownership status, location, and level of service affect the hospital′s financial risk position, as measured by the Financial Viability Ratio Index.

The purpose of this paper is to describe the use of oral history to teach students about management history and the implementation of principles of management during the evolution of an organization.

The paper describes the oral history methodology and how the process was adapted to classroom learning.

By studying the historical development of a multispeciality physician practice, students were able to see firsthand the incredible impact of the founders on the future of the organization and understand how the early culture and strategy of the organization set the stage for its successful future. Other findings involved the evolution of the organizational structure and incentive system, staff and recruiting policies, and the impact of the environment overtime. In addition, the use of oral history in the classroom proved to be an effective way of making management history come alive for students.

Although designed to benefit students, the researchers found that the project provided an exciting learning experience that revealed numerous new research ideas and avenues to explore.

This project was an invaluable learning experience for the students since it allowed them to witness the real world through the eyes of experienced practitioners. The students had the opportunity to talk with dynamic individuals who are successful business leaders. Their impact as role models for the students was a strong subsidiary. Furthermore, an oral history such as this leaves a memorial that can be referenced for years to come by researchers, community historians, and the organization itself.

The purpose of this paper is to detail how the adoption of enterprise resource planning (ERP) systems creates major distortions in the corporate decision‐making process.

The approach is to focus on the distortion in the capital – budgeting process of corporations emanating from the rigidity of ERP software. The rigidity negatively influences decision‐making because ERP software often dictates that the firm must change its core business procedures and processes to fit the software.

Lack of flexibility limits the introduction of new products, or targeting a new customer segment by increasing costs and imposing delays in implementation.

Firms would benefit from performing detailed analysis of the impact of ERP systems on their ability to make operational decisions.

This paper focuses on the problem of decreased flexibility in making changes in the production and accounting components of the firm when purchasing and installing ERP systems that cannot accommodate minor or major changes in the corporation.

This paper presents an augmented subjective risk management process that can partially solve the problem of inconsistent results in qualitative risk management. Note that “subjective” in this context is to separate this risk management process from the purely statistical risk management processes often associated with finance.

The approach has been developed by logically approaching the problem of inconsistency and based on experience and literature review conceptually designing a solution.

The presented approach seems workable and indeed an improvement over standard qualitative approaches given reasonable skillful implementation.

The approach had not yet been tested in real life, which must be undertaken in the future.

The presented approach will expand the subjective risk management process to include information management and to some extent knowledge management and thus add some more activities to the practice of risk management.

The paper presents an approach that so far seems useful in improving the consistency of subjective risk management. Also, it may be a valuable point of departure for further research.

This is a comparative case study of how three high school history teachers in the U.S.A. use art in their practice. The following research question was investigated: How do secondary history teachers incorporate the arts—paintings, music, poems, novels, and films—in their teaching of history and why? Data were collected from three sources: interviews, observations, and classroom materials. Grounded theory was utilized to analyze the data. Findings suggest these teachers use the arts as historical evidence roughly for three purposes: First, to teach the spirit of an age; second, to teach the history of ordinary people invisible in official historical records; and third, to teach, both with and without art, the process of writing history. Two of the three teachers, however, failed to teach historical thinking skills through art.

The paper provides an invited “Viewpoint” from Professor Susan Vinnicombe, along with contributions from Professor Sharon Mavin, on women leaders’ progress on UK company boards and suggests areas for future research.

Draws on data from the annual UK The Female FTSE Board Report (2021) and The Hidden Truth Report (2022), tracking gender diversity on UK company boards. Professor Vinnicombe outlines reflections on progress, and jointly the authors highlight suggested areas for future women-in-leadership research.

The authors argue against the continued use of the business case for gender diversity and suggest a research agenda for future women-in-leadership research concerning: gender-aware Chairs of Boards and Chief Executive Officers and men allies; access and appointment to senior board roles; and bias in senior appointments. We suggest a return to examining barriers to women’s progress in middle management, the role of middle managers/leaders and the uptake and impact of established flexible ways of work at executive levels. New research is possible into how women leaders in top positions have a positive influence on gender diversity yet are discriminated against by various publics. The authors recommend further intersectional research as a priority for women-in-leadership research to enable further theorizing and feminist progress.

Professor Sue Vinnicombe has dedicated her academic career to questioning barriers to women’s progress in management/leadership and actively influencing organisational practice. Sue was influential in the field before her first co-authored papers were published in Women in Management Review (our predecessor) in 2001 and 2002. Professor Sharon Mavin is a previous co-editor of Gender in Management: an international journal. Her first papers were published in Women in Management Review in 1999 and 2001. Sharon is co-editor of the Special Issue, women-in-leadership research and feminist futures: new agendas for feminist research and impact on gender equality.

Conversations create the wealth of knowledge organizations. This conversation with Sharon Oriel focuses on the evolution of the capture and leverage or intellectual capital assets at The Dow Chemical Company. Ms Oriel is the Director of the Global Intellectual Capital Management Technology Center and Government Contract R&D at Dow. Ms Oriel discusses the journey to become an organization that has come to understand how to value, develop and manage its intangible assets, by making intangible value visable. Part of that has involved the creation of an intellectual capital network across the organization. Reframing the culture as a global organization sensitive to local situations is key to that initiative. This requires extensive collaboration which is facilitated by the integration of the Internet. Ms Oriel also comments on the increasing value globally of intellectual property and its impact as an engine of change on accounting and valuation practices.

Most mature organizations face a major decline in performance at some time during their existence. For more than three decades, it has been suggested that the management practices that could cure a troubled company could have also kept it well. Inspired by this concept, this paper is proposing a preventive approach to early implementation of turnaround strategies as an alternative for otherwise traumatic rescue efforts, further along the downward spiral.

Corporate turnaround strategies and associated risks are integrated with a risk-based approach, along with a proactive decision-making process. The link between turnaround research, resource-based view, the sources of organizational decline, and the governance of organizational-decline-related risks – is explained.

The integrated model streamlines a preventive organizational process for considering the suitability of commonly used turnaround practices – for the non-crisis business routine of a mature company. By considering and adjusting the risks associated with such practices, it addresses risk aversion at the early stages of decline and determines the optimal sequence and timing of retrenchment and recovery activities. As such, it encourages mature companies to take actions for reducing their exposure to organizational decline. Accordingly, the model is named the “Anti-Aging” framework.

Empirical testing of the suitability of turnaround strategies for non-crisis situations is proposed as a direction for future research.

The Anti-Aging framework opens an opportunity for the senior management of a mature organization to respond earlier to organizational decline and avoid the trauma associated with otherwise more challenging conditions, for the benefit of all stakeholders.

The Anti-Aging framework proposes an innovative way of bridging the gap between the benefits of early implementation of turnaround strategies, and major obstacles faced by willing, traditional management teams of mature organizations.

Power relations affect all aspects of our lives. MacGregor Burns states that “Power is ubiquitous; it permeates human relationships … Power shows many faces and takes many forms”. The purpose of this paper was to explore women principals’ experiences with power relations in the schools during times of increase in decentralization and accountability. The findings of this phenomenological study were that the six principals viewed power as an enabling, and a positive energy for change and growth in schools rather than a source of “top‐down” domination. Their descriptions of power also asserted that “power is not reducible to any one source”, and that an understanding of poststructuralist and structuralist theories of power will be essential for school leaders facing the dilemmas and challenges of the twenty‐first century.