Organizations that adopt new practices employ managers to make decisions about how to materialize these practices. I examine how these managers move between the meanings…
Organizations that adopt new practices employ managers to make decisions about how to materialize these practices. I examine how these managers move between the meanings and resources found in extra-local and local realms. I find that managers’ practices shift over time from adapting BPR practices to inhabiting BPR as an idea. Managers’ approaches are shaped by each organization’s history of efforts to introduce extra-local ideas. Rather than adapting BPR practices, managers draw on change tools, techniques, and methods that have worked in the organization and integrate BPR work into ongoing interactions, activities, and language in the local context.
The purpose of this paper is to examine perspective of “gendered labour process” to explore the aspectsof managerialism, which utilize gender as a control measure to…
The purpose of this paper is to examine perspective of “gendered labour process” to explore the aspectsof managerialism, which utilize gender as a control measure to achieve its ends. The paper seeks to integrate gender and labour process theory and contribute to studies on gendering of organizations that focus on organization logic as well as integrated studies of labour process theory and gender.
The paper utilizes thematic analysis as the method for analysing the interviews of senior managers in an information technology service organization in India, to identify managerial ideologies and practices.
A gendered labour process perspective could reveal the institutional orders that systemically discriminate or exclude women in organizations, rather than gender ideologies alone.
Rather than focussing on gender sensitization alone, as is the case with the gender diversity initiatives, it may be fruitful to revisit work design and work organization, to identify and implement changes, so that women’s marginalization and exclusion from certain workplaces could be minimized.
A view of gendered labour process could aid public policies aimed at enabling women to continue their employment without disruptions.
The paper attempted to integrate gender and labour process theory by delineating the organization logic that deploys gender as a means of managerial control.
This monograph summarises the key influences of leadership behaviour on the transformation process associated with creation of an effective and high performing team. It…
This monograph summarises the key influences of leadership behaviour on the transformation process associated with creation of an effective and high performing team. It clarifies the key factors that are relevant to a team at each stage of the transformation process and the leadership roles that each team member can play. The role of an organisation's senior management is considered both in terms of the impact it has on the transformation process within specific teams and in terms of creating the necessary organisational environment to make effective teams the norm. Some reasons why senior management behaviour is often perceived as inconsistent and unhelpful are explored. Specific recommendations are made to help senior managers to adapt their behaviour, and in so doing become more context‐sensitive to the needs of the environment as it changes. Some tools and techniques are presented that have been found in practice to help senior managers adapt their behaviour to that most appropriate at a given time, and to create the organisational infrastructure needed to make effective teams the organisational norm rather than the exception. A case study is presented illustrating the networked nature of leadership and the culture change associated with making effective teams “the way we do things around here.”
Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their…
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.
The purpose of this paper is to explore the idea of practice‐based innovation and to propose a framework that can be used to conceptualize and analyze practice‐based innovation processes in organizations.
The argument is driven by conceptual analysis and theoretical synthesis based on theory and research on innovation, organizational change, individual and organizational learning.
The proposed framework portrays practice‐based innovation as a cyclical process of adaptive and developmental learning driven by contradictions and tensions between explicit and implicit dimensions of work processes.
The paper adds to previous research through its focus on practice‐based innovation and the conceptualization of this notion in terms of learning in and through everyday work. It thus creates connections between innovation research and research on workplace learning.
Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.
Purpose – There is a paucity of research that examines how diagnostic decisions are made by psychiatrists. Moreover, previous work in the area tends to be grounded in…
Purpose – There is a paucity of research that examines how diagnostic decisions are made by psychiatrists. Moreover, previous work in the area tends to be grounded in labeling theory, which highlights the conflict-based nature of diagnosis. The goal of this research is to examine the utility and benefits of diagnosis to psychiatrists' everyday work.
Methodology – Using institutional ethnography (IE), I undertook a small-scale interview-based study that documented the diagnostic processes of three psychiatrists in Calgary, Alberta, Canada. The IE-based goals of the study were to: (1) identify what texts were employed during the diagnostic process, (2) map sequences of action and text that coordinated psychiatric decision-making, and (3) theorize the utility of diagnosis for the everyday work of psychiatrists.
Findings – The analysis demonstrates how diagnosis can be understood as a valuable work process that produces a standardized diagnostic story in order to bring an individual's experiences of distress into relation with psychiatrists' daily practices, and institutional discourses more generally.
Limitations – Although IE-based research does not depend on large sample sizes for analytic accuracy, results from the current study need to be replicated because of the limited number of interview participants and to examine whether the diagnostic process is generalizable to other settings.
Social implications – This research challenges the idea that standardization through diagnosis is a negative process and highlights the value of diagnostic decision-making in the daily work of psychiatrists.
This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge…
This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.
Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.
The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.