Search results

Deals with national culture and its impact on the culture of the organization. National culture can be defined as “the collective mental programming” of a society. The nature of national culture will have significant implications for the organization, its management and its human resource development within the prevailing local and environmental context. The taking of an ethnocentric or single‐nation‐oriented approach to other cultures is likely to be inappropriate. Organizations from one national background will need to make due allowance for the existence and relative influence of the different national cultures of the countries into which they enter as international or multinational operators.

Begins by analysing the nature of work relations in France. These work relations can be categorized as relatively impersonal, formal, hierarchical, partitioned, subtly politicized and flexible; and holistic. Leads into an examination of the character and role of the cadre (the manager), and of the relative professional status enjoyed by French managers. The discussion should be viewed from the viewpoint of Hampden‐Turner and Trompenaars' description of France as a “fascinating country for English‐speaking cultures to study” but which may require the outsider to be prepared “to question, even to confound, their own basic assumptions” about the culture, role and practice of management.

Compares the cultures and management styles of six countries: The Netherlands, Brazil, Germany, Japan, South Korea and Spain. The comparative analysis is based on country background, national culture, business culture, business organization, working practices and relations, and management style.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00251749110003755. When citing the article, please cite: Tony Morden, (1991), “Thinking Globally and Managing Locally”, Management Decision, Vol. 29 Iss: 2.

The UK product market for bread is analysed. Some of the main trends visible in this market are discussed. The segmentation of the bread market is examined and illustrated, and some of the major constraints on suppliers to that market are considered. Some of the product market strategies used by UK bakery companies are described. The conclusion speculates on future scenarios based on suggested threats and opportunities deriving from the Single European Market, and the potential break up of RHM plc.

The process of innovation is inherently risky and unpredictable. There is, therefore, good reason to plan strategically for the implementation of the innovative process within the enterprise. Such strategic planning may help to minimise risk, ensure that a return on investment in innovation can be made, and enhance corporate chances of long‐term survival. This is the first of two linked articles on strategies for innovation and their implementation. The purpose of this article is to examine the strategic process of planning implementing innovation within the enterprise. It does this by analysing some of the major sources of innovative opportunity open to the enterprise, and considering some of their practical implications; examining three practical innovation strategies which are to be found in both large and small enterprises; and by outlining some basic prerequisites to successful innovation strategies.

The purpose is to carry out a strategic evaluation of re‐engineering, restructuring, delayering and downsizing as an influential management paradigm. Contends that this contemporary paradigm is flawed. Defines and describes the contemporary strategic paradigm of the re‐engineering, restructuring, delayering and downsizing of companies and corporations and places this paradigm within its management context. Analyses, evaluates and restates this management paradigm, questioning its assumptions of rationality and universality. Examines organization culture as a key contingency in the application of the paradigm, and qualifies the paradigm on the basis of cross‐cultural comparison. Suggests how the paradigm is flawed, and comments on the implications of its application for long‐term corporate competitive advantage. Proposes that management should, instead, be treated as a strategic asset rather than a mere overhead cost, and suggests alternatives to the uncritical and unquestioning acceptance and implementation of the paradigm.

The article begins by explaining the strategic need to “think globally”. It analyses strategic perceptions of what and where the market is, and examines the competitive consequences of global thinking by the enterprise. The requirements of enterprise capacity for the effective national implementation of international strategies are analysed. This means “managing locally”. The article concludes by considering some of the skills and personal traits of the international manager. These may have to be developed if enterprise management is to achieve the proper local implementation of its global strategies. A variety of case examples and studies are illustrative of the international strategies.

This is the second of two linked articles on strategy for innovation and its implementation. The purpose of the first article was to examine the strategic process of planning innovation within the enterprise. The objective of this second article is to examine some of the ways by which innovation is implemented. The success of enterprise innovation strategy will be indicated by the distinctive competences built up over time, and by the competitive advantage it has gained. Success depends upon the means by which innovation is implemented. Corporate strategies are implemented by people and organisation. This article therefore considers the role played by customers, employees, intrapreneurs and entrepreneurs, cultures, leaders and organisational arrangements in achieving innovation objectives.

Contends that leadership is a fundamental organizational competence. Defines leadership and the process. Identifies contingencies relevant to and analysis of leadership and the leadership process. Describes leadership as competence, and reviews a variety of the components of this competence. In addition defines and analyses leadership as competence to include accessory functions, leadership intelligence, and management by wandering around (MBWA).