Suchergebnisse

This paper reveals the author's theory of method for conducting longitudinal field research on change. The paper also discusses a range of practical problems in carrying out time-series research in organisational settings. The practical problems include dealing with time in longitudinal research; issues of site selection, choices about data collection and degrees of involvement the importance of clarifying research outputs, audience, and presentation; and finally handling problems of complexity and simplicity associated with longitudinal comparative case study research on change. The paper concludes by discussing some ethical issues of longitudinal research field research, and managing a community of researchers.

This paper discusses the neglected theme of the political context of the interventionist's work in terms of the client-consultant relationship and the consultant-consultant relationship. It is suggested that the internal consultant's ability to influence clients will be a function of his possession and tactical use of five power resources: expertise, control over information, political access and sensitivity, assessed stature and group support. Of these, the first three appear to be necessary but not sufficient conditions for consultant power. Once he has the political access and understanding, the consultant's ability to negotiate and persuade depends on his assessed stature with the appropriate figures in his political network.

This study uses a variety of methods—reactive and unobtrusive—to operationalize the filtering of information during an innovative decision process by a gatekeeper. Specific data are presented on gatekeeping within the focal organization and also between the focal organization and other organizations in its organization set. Theoretically, the paper explores the increased possibilities for filtering information under the uncertain conditions of an innovative decision. Power is discussed both in terms of the resources which form the base of an actor's power and also the tactics of resource use. The focus on decision making as a political process provides an emphasis lacking in current organizational studies.

Strategy teams have received little attention in the strategic management literature. The goal of this article is to fill this theoretical and empirical gap by studying the practices of strategy teams. Drawing upon an in-depth longitudinal case study of a FTSE-100 multi-business firm and evidence from 36 interviews, this study points to the importance of both actions and interactions of corporate centre and business unit strategy teams during the strategy process. Our study also shows that acting and knowing of these teams is dynamic, collective and distributed within the multi-business firm across two interrelated levels: within the team and across teams, each involving both recursive and adaptive activities.Our article is divided into three parts. The first outlines the theoretical and methodological issues for studying the practice of strategy teams in multi-business firms. In the second, our empirical findings are reported. Finally, the third part presents our contributions and some implications for future research.

Much writing in the field of strategic management remains an exercise in comparative statics. Cross-sectional research designs are combined with the static metaphors of contingency thinking to analyse the fit between the positioning and resource base of the firm and its performance in differing environments. However, the inadequacies of this tradition are increasingly recognised even by scholars who have created it (Porter 1991). Strategy can no longer be conceived through the static language of states or positions and must now be understood as an innovation contest where the bureaucratic and inflexible will not survive.This paper takes up the challenge to explore the dynamics of industry and firm strategy development. The empirical focus of the paper is the U.K. insurance industry in a period of upheaval between 1990 and 1996. By means of an innovative cross-correlational time series analysis, we are able to show the ebb and flow of strategic change in the industry and the patterns of initiation and imitation as certain firms lead areas of strategy and others follow. These findings are interrogated and interpreted by drawing on and developing theoretical ideas from three literatures which historically have not talked to one another. These are the literatures on innovation, institutionalism, and contextualism.The empirical results show firms pursuing multiple strategies at one point in time and also altering the strategic agenda over time. A cross-correlational analysis of nine firms in the U.K. insurance industry reveals the existence of leaders and laggards in the development of a variety of strategic initiatives. Theoretically the paper examines the mixture of external conditions and internal context and processes which contribute to the development of early and later adopters of strategies in an industry over time.

The paper compares the contribution, power and influence of non‐executive directors and part‐time chairpersons within large UK PLC's, using interview data collected for a pilot study. Two questions are addressed:What contribution, if any, is made by non‐executive directors and part‐time chairmen?How, if at all, do part‐time chairpersons exercise power and influence?The paper reveals that part‐time chairmen and non‐executive directors claim to contribute to a broad range of issues, ranging from the strategy of the firm, to the appointment, selection and dismissal of board members. Contribution is made by part‐time chairmen and non‐executive directors converting power sources into influence. A variety of influence methods are used by part‐time chairmen and non‐executive directors to contribute as board members. Part‐time chairmen influence most by assertiveness, using the authority that comes with leading the board. Non‐executive directors influence most through persuasion and coalition formation. Non‐executive directors less on their positional authority to exert influence, and more on their personal knowledge, experience and expertise, as well as their ability to form relationships with individuals both inside and outside of the boardroom.

This paper presents the early findings of a pilot study of the power and influence of part-time board members in the top 200 U.K. industrial and commercial firms by turnover and the top 50 U.K. financial institutions. The part-time board members hold multiple roles of either chairman and/or non-executive director of these organizations. The findings are presented around a tripartite model of power and influence. The results indicate that the power and influence of part-time board members is shaped by the simultaneous and interactive effects of a set of structural and contextual factors, position and skill in mobilizing a constellation of power sources, and skill and will in converting potential power into actual influence.

Im ersten Teil des Beitrag erfolgt eine zusammenfassende Darstellung von Forschungsergebnissen aus einer Projektreihe an der Universität Warwick in Großbritannien. Untersucht wurden hier die Auswirkungen der seit Beginn der 80er Jahre angespannten wirtschaftlichen Wettbewerbssituation bei Klein- und Mittelbetrieben auf neue Formen des Personalmanagements. Der zweite Teil des Beitrags untersucht das zukünftige Qualifikationsprofil von Personalfachkräften. Dabei wird gezeigt, daß an erster Stelle eine umfassende Schulung quer durch alle Bereiche des Personalwesens notwendig ist. An zweiter Stelle ist die Vermittlung von Denkkategorien der Unternehmens- und Personalführung erforderlich. Schließlich sollten Personalfachleute auch über methodische, strategische und taktische Fähigkeiten verfügen. (IAB)