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Article
Publication date: 1 March 2005

William E. Halal

To examine and discuss the central features of institutional change and to compare it with organizational change.

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2838

Abstract

Purpose

To examine and discuss the central features of institutional change and to compare it with organizational change.

Design/methodology/approach

Use interviews with managers to highlight key issues.

Findings

Results are presented of interviews with managers exploring changes that have for decades been transforming business, government, and other institutions into “organic” systems for the knowledge age. Institutional change differs from organizational change by focusing on the higher‐order unspoken social rules that govern the structure of institutions in common. The study evaluated trends driving this transformation, the obstacles blocking it, and the likely timetable of implementation.

Originality/value

Concludes that three central features mark the general direction of institutional evolution: “e‐organizations” operating in real time, “self‐organizing systems” of self‐managed teams, and “stakeholder collaboration” to unify diverse interests into a more powerful enterprise.

Details

On the Horizon, vol. 13 no. 1
Type: Research Article
ISSN: 1074-8121

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Article
Publication date: 5 September 2019

Jhon Wilder Zartha Sossa, William Halal and Raul Hernandez Zarta

The purpose of this study is to review the literature on the Delphi method, its characteristics and current applications through an analysis of recent most-cited…

Abstract

Purpose

The purpose of this study is to review the literature on the Delphi method, its characteristics and current applications through an analysis of recent most-cited scientific papers, with an emphasis on three axes, namely, the number of rounds used, stakeholder participation relevance or only academic experts’ participation and the possibility of using indicators or techniques different from those related to descriptive statistics.

Design/methodology/approach

In total, 57 papers were initially reviewed, 10 of them with a high citation rate. Then, an analysis was made of papers in Scopus for the period 2015-2018 published in the Technological Forecasting and Social Change Journal and in the Futures and Foresight Journal, which had the characteristic of displaying quartile Q1 or Q2 in Scimago in addition to being in Scopus.

Findings

Among the main results, the authors observe the tendency to use fewer rounds, a higher prevalence of stakeholder participation and not only academic experts but also the use of new types of modified Delphi such as real-time spatial Delphi, Delphi group, market Delphi, real-world Delphi and policy Delphi.

Originality/value

Among the conclusions, the possibility of using other indicators or complementary techniques to the descriptive statistics is highlighted such as number of justifications or comments between rounds, coefficients to quantify the competence or degree of expertise of the participants, measures of the perception of the expert on the usefulness of the presented feedback, graphs of the number of arguments according to the number of questions, the Wilcoxon Ranked Pairs Test, the k means, Kolmogorov–Simonov test and the Mann–Whitney U-test.

Details

foresight, vol. 21 no. 5
Type: Research Article
ISSN: 1463-6689

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Article
Publication date: 1 April 2000

William E. Halal

The general concept of stakeholder management seems to be widely accepted, but its central tenet of “balancing” interests was prominently abandoned during the 1990s, as…

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2808

Abstract

The general concept of stakeholder management seems to be widely accepted, but its central tenet of “balancing” interests was prominently abandoned during the 1990s, as corporations favored financial interests rather than the balanced treatment proposed by stakeholder theory. The prevailing logic of business provides little incentive to do otherwise. Managers and scholars generally think about stakeholders in terms of morality, ethics, and social responsibility rather than economic value and competitive advantage. This article presents an economic theory of the firm and supporting evidence that reconcile the conflict between profitability and responsibility. Rather than passive recipients of responsible treatment, modern stakeholders work with managers to improve their own benefits while also enhancing corporate profitability. Thus, the wealth‐creating role of business arises directly out of integrating stakeholders into a productive whole – a “corporate community.”

Details

Strategy & Leadership, vol. 28 no. 2
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 1 March 2005

William H. White

To describe examples of institutional change to help others appreciate the difficult but crucial nature of this process.

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1976

Abstract

Purpose

To describe examples of institutional change to help others appreciate the difficult but crucial nature of this process.

Design/methodology/approach

A seasoned consultant describes, using frank, first‐hand account, examples of institutional change.

Findings

Shows how institutional change is often forced on organizations by shifting external forces that render old niches obsolete. Also shows the difficulty in mobilizing to confront the need for serious change, and how leadership transitions are often a central part of the change process.

Originality/value

The author points to three main lessons from this case study. Institutional change may be arduous, but it can also leave people feeling amazed at how long they tolerated the old system. The author also notes that institutional change is a natural process, proceeding with a life all its own. The author concludes with some thoughts on how to initiate this process when an organization appears ready.

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Article
Publication date: 2 October 2007

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302

Abstract

Details

Business Strategy Series, vol. 8 no. 6
Type: Research Article
ISSN: 1751-5637

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Article
Publication date: 1 January 1984

Raymond G. McInnis and Michael Turner

Many people fear the approach of 1984. Why? Because in their minds too many of George Orwell's dark prophecies in his 1948 novel, 1984, appear to be coming true.

Abstract

Many people fear the approach of 1984. Why? Because in their minds too many of George Orwell's dark prophecies in his 1948 novel, 1984, appear to be coming true.

Details

Reference Services Review, vol. 12 no. 1
Type: Research Article
ISSN: 0090-7324

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Article
Publication date: 23 March 2012

Sharifah Zannierah Syed Marzuki, Collin Michael Hall and Paul William Ballantine

The purpose of this paper is to investigate the attitudes of restaurant managers toward halal certification.

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6072

Abstract

Purpose

The purpose of this paper is to investigate the attitudes of restaurant managers toward halal certification.

Design/methodology/approach

In total, 33 interview sessions were conducted among restaurant managers in halal certified, halal claimant and non‐halal restaurants and the data were coordinated into common themes.

Findings

Restaurant managers feel that halal certification is very prevalent in the hospitality industry, as it promotes the importance of restaurant managers having knowledge of Muslims' dietary restrictions, sensitivity and religious practices; halal certification signifies that it has some attributes that make it unique and at the same time conforming to the Islamic dietary rules.

Originality/value

This study is very significant as this is the first paper to examine attitudes of restaurant managers in relation to halal certification in Malaysia. It is gathered that very few researches were performed in the hospitality industry pertaining to halal certification, although the demand for halal foods is growing.

Details

Journal of Islamic Marketing, vol. 3 no. 1
Type: Research Article
ISSN: 1759-0833

Keywords

Content available
Article
Publication date: 1 September 2002

William E. Halal

Downloads
105

Abstract

Details

On the Horizon, vol. 10 no. 3
Type: Research Article
ISSN: 1074-8121

Keywords

Content available
Article
Publication date: 1 March 2005

William E. Halal

Downloads
1359

Abstract

Details

On the Horizon, vol. 13 no. 1
Type: Research Article
ISSN: 1074-8121

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Article
Publication date: 2 October 2007

William E. Halal

This article gives managers and executives a way to think about how their organizations can benefit from the technology revolution.

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1633

Abstract

Purpose

This article gives managers and executives a way to think about how their organizations can benefit from the technology revolution.

Design/methodology/approach

Results are presented of an improved Delphi forecasting method that forecasts breakthroughs in all fields of science and technology.

Findings

Breakthroughs are expected that will transform business over the next 20 years.

Practical implications

Managers should develop a similar system to guide their strategic planning and product development.

Originality/value

An improved Delphi method has been used to pool the knowledge of 100 experts working online around the globe to forecast breakthroughs in all fields of science and technology. Results show that major advances are under way everywhere, which are likely to transform business and society over the next 20 years. Managers are shown how they can develop a similar method to guide their strategic planning and product development, thereby benefiting from the coming technology revolution.

Details

Business Strategy Series, vol. 8 no. 6
Type: Research Article
ISSN: 1751-5637

Keywords

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