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1 – 6 of 6Terence C. Krell and Joan Winn
Comprises an Internet dialogue between two academics, which explores the dynamics of men and women forming professional relationships. Raises issues which can be used for helping…
Abstract
Comprises an Internet dialogue between two academics, which explores the dynamics of men and women forming professional relationships. Raises issues which can be used for helping organizations to facilitate the appropriate development of inter‐gender working relationships.
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Terence C. Krell and Robert S. Spich
Change efforts today must take into account the increasing number of lame duck employees created by the turbulent business environment and the resultant early retirements…
Abstract
Change efforts today must take into account the increasing number of lame duck employees created by the turbulent business environment and the resultant early retirements, expected plant closings and widespread lay‐ offs. Develops a model of the lame duck situation in organizations, which includes interaction effects with others in the organization, the environment and the organizational environment. Hypothesizes a three‐dimensional attitude construct which explains some of the relevant dynamics, and suggests implications for change efforts and opportunities for future research.
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Serves as an introduction to the special issue on organizational longevity published in the Journal of Organizational Change Management. The issues of researching and writing…
Abstract
Serves as an introduction to the special issue on organizational longevity published in the Journal of Organizational Change Management. The issues of researching and writing about organizational longevity are described and the content of the special issue is related to a theoretical perspective that focuses on the nature of technological, environmental and cultural change.
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Terence Krell and Jeffrey Gale
This work aims to develop a process model for the migration of the traditional firm to an appropriate e‐business strategy and architecture.
Abstract
Purpose
This work aims to develop a process model for the migration of the traditional firm to an appropriate e‐business strategy and architecture.
Design/methodology/approach
The work is based on a range of published works and professional experience, combining narrative with analysis.
Findings
This complex model addresses the multiplicity of factors that must be included in effective e‐business migration. The model addresses technology, business processes, strategy and the consequent organizational change.
Originality/value
Focuses on a model that can serve as a basis for dispelling a number of myths reflected in current e‐business migration and implementation efforts.
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Grace Ann Rosile and Robert F. Dennehy
This chapter covers the history of the Standing Conference for Management and Organizational Inquiry (sc’MOI). It develops insights into embodiment conference practices, how…
Abstract
This chapter covers the history of the Standing Conference for Management and Organizational Inquiry (sc’MOI). It develops insights into embodiment conference practices, how critical storytelling was part of our conference work from the beginning, and how the conference community used “ensemble leadership” rather than a hierarchical solo leader, or board-led approach. Sc’MOI existed for 25 years, and disbanded, while still solvent.
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Jeffrey Gale and Dolphy Abraham
To introduce the special issue on organizational transformation and e‐business implementation.
Abstract
Purpose
To introduce the special issue on organizational transformation and e‐business implementation.
Design/methodology/approach
Provides a brief review of the papers within the issue.
Findings
The organization transformation brought on by the internet and the adoption of e‐business approaches are fertile ground for continuing work. Virtually, all aspects of the structure and process within the organization are affected.
Originality/value
Provides a summary of the perspectives considered within the issue.
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