Pub Date : 2004-08-01DOI: 10.5465/AME.2004.14776172
Jeffrey L. Kerr
Executive Overview Despite decades of encouragement from theorists and consultants, managers have generally not embraced democratic process as a system of management and decision-making in organizations. While it is tempting to explain this state of affairs in terms of managers' reluctance to share power, this article considers the possibility that democracy's limited success is due to its own limitations as a system of organizational governance. The article questions two common assumptions: (a) that political democracy provides a useful model for organizational democracy, and (b) that democratic process is applicable in all organizations. Close analysis suggests that political democracy provides little guidance for organizational democracy because its essential characteristics—accountability to the governed, right of participation, free exchange of information, and right of representation—are rarely, if ever, supported in organizations. Furthermore, the basic function of political democracy—legitimizatio...
{"title":"The limits of organizational democracy","authors":"Jeffrey L. Kerr","doi":"10.5465/AME.2004.14776172","DOIUrl":"https://doi.org/10.5465/AME.2004.14776172","url":null,"abstract":"Executive Overview Despite decades of encouragement from theorists and consultants, managers have generally not embraced democratic process as a system of management and decision-making in organizations. While it is tempting to explain this state of affairs in terms of managers' reluctance to share power, this article considers the possibility that democracy's limited success is due to its own limitations as a system of organizational governance. The article questions two common assumptions: (a) that political democracy provides a useful model for organizational democracy, and (b) that democratic process is applicable in all organizations. Close analysis suggests that political democracy provides little guidance for organizational democracy because its essential characteristics—accountability to the governed, right of participation, free exchange of information, and right of representation—are rarely, if ever, supported in organizations. Furthermore, the basic function of political democracy—legitimizatio...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"128 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116839020","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-08-01DOI: 10.5465/AME.2004.14776169
G. Jong, A. Witteloostuijn
Executive Overview The typical modern corporation is based on the old-fashioned blueprint of the shareholder-driven hierarchy. A worthwhile question is how alternative blueprints of corporate democracy might better satisfy the requirements of modern knowledge economies. In this article, we introduce a model of corporate democracy developed and implemented by the medium-sized Dutch engineering firm Breman Group in the early 1970s. The model has been in place ever since. We argue that Breman's democratic structures and procedures help to develop and sustain organizational adaptation and learning capabilities and competencies which are critical to a knowledge- and service-based economy. We provide lessons that can be learned from the Breman example and illustrate how the Breman model of democracy has been and can be implemented in other existing and newer organizations.
{"title":"Successful corporate democracy: Sustainable cooperation of capital and labor in the Dutch Breman Group","authors":"G. Jong, A. Witteloostuijn","doi":"10.5465/AME.2004.14776169","DOIUrl":"https://doi.org/10.5465/AME.2004.14776169","url":null,"abstract":"Executive Overview The typical modern corporation is based on the old-fashioned blueprint of the shareholder-driven hierarchy. A worthwhile question is how alternative blueprints of corporate democracy might better satisfy the requirements of modern knowledge economies. In this article, we introduce a model of corporate democracy developed and implemented by the medium-sized Dutch engineering firm Breman Group in the early 1970s. The model has been in place ever since. We argue that Breman's democratic structures and procedures help to develop and sustain organizational adaptation and learning capabilities and competencies which are critical to a knowledge- and service-based economy. We provide lessons that can be learned from the Breman example and illustrate how the Breman model of democracy has been and can be implemented in other existing and newer organizations.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128818593","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-08-01DOI: 10.5465/AME.2004.14776179
Leigh Thompson, Geoffrey J Leonardelli
The article presents a commentary on the book "Getting to Yes: Negotiating Agreement Without Giving In," by Roger Fisher and William Ury. The authors note that the book outlined three landmark events in the scholarly study of negotiation. They are relationships, emotions, and subjective perceptions. The authors discuss the principle outlined in the book known as the "Best Alternative to a Negotiated Agreement" (BATNA). They acknowledge that this principle has become a gold standard for negotiation researchers. They contend that negotiators with more attractive BATNA capture a greater share of the bargaining zone.
{"title":"The big bang: The evolution of negotiation research","authors":"Leigh Thompson, Geoffrey J Leonardelli","doi":"10.5465/AME.2004.14776179","DOIUrl":"https://doi.org/10.5465/AME.2004.14776179","url":null,"abstract":"The article presents a commentary on the book \"Getting to Yes: Negotiating Agreement Without Giving In,\" by Roger Fisher and William Ury. The authors note that the book outlined three landmark events in the scholarly study of negotiation. They are relationships, emotions, and subjective perceptions. The authors discuss the principle outlined in the book known as the \"Best Alternative to a Negotiated Agreement\" (BATNA). They acknowledge that this principle has become a gold standard for negotiation researchers. They contend that negotiators with more attractive BATNA capture a greater share of the bargaining zone.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"80 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133043546","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-08-01DOI: 10.5465/AME.2004.28561784
P. Earley, E. Mosakowski
The article discusses research pertaining to the field of cross-cultural management. Psychological work regarding cross-cultural management has argued for the need to focus on how beliefs and cognitive processes differ across cultures. Research streams also address the question of top-down cultural influences on an employee such as group orientation or a strong work ethic influence on an employee's actions. An alternate approach to cross-cultural research emphasizes culture as a manifest at the individual level of analysis.
{"title":"Toward culture intelligence: Turning cultural differences into a workplace advantage.","authors":"P. Earley, E. Mosakowski","doi":"10.5465/AME.2004.28561784","DOIUrl":"https://doi.org/10.5465/AME.2004.28561784","url":null,"abstract":"The article discusses research pertaining to the field of cross-cultural management. Psychological work regarding cross-cultural management has argued for the need to focus on how beliefs and cognitive processes differ across cultures. Research streams also address the question of top-down cultural influences on an employee such as group orientation or a strong work ethic influence on an employee's actions. An alternate approach to cross-cultural research emphasizes culture as a manifest at the individual level of analysis.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"80 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132617990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-05-01DOI: 10.5465/AME.2004.13835927
David L. Deeds
The article discusses research relating to the impact of location on increasing the rate of new venture creation. Liquidity evens such as initial public offerings (IPO) and acquisitions of new ventures do appear to increase the likelihood that new ventures will form in a metropolitan region. The research clearly demonstrates the potentially important role that liquidity events, wealth creation, and state regulations play in the founding rates of new ventures in metro areas. Regional economic development may be due to the presence of supporting companies with the potential to have liquidity events to help jump-start new venture clusters.
{"title":"Increasing the Rate of New Venture Creation: Does Location Matter?","authors":"David L. Deeds","doi":"10.5465/AME.2004.13835927","DOIUrl":"https://doi.org/10.5465/AME.2004.13835927","url":null,"abstract":"The article discusses research relating to the impact of location on increasing the rate of new venture creation. Liquidity evens such as initial public offerings (IPO) and acquisitions of new ventures do appear to increase the likelihood that new ventures will form in a metropolitan region. The research clearly demonstrates the potentially important role that liquidity events, wealth creation, and state regulations play in the founding rates of new ventures in metro areas. Regional economic development may be due to the presence of supporting companies with the potential to have liquidity events to help jump-start new venture clusters.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"191 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123003980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2004-05-01DOI: 10.5465/AME.2004.13835520
N. Ashkanasy
The article presents a review of the book “The Future of Competition: Co-Creating Unique Value With Customers,” by C. K. Prahalad and Venkat Ramaswamy.
本文介绍了C. K. Prahalad和Venkat Ramaswamy合著的《竞争的未来:与客户共同创造独特价值》一书的书评。
{"title":"The Future of Competition: Co-Creating Unique Value with Customers","authors":"N. Ashkanasy","doi":"10.5465/AME.2004.13835520","DOIUrl":"https://doi.org/10.5465/AME.2004.13835520","url":null,"abstract":"The article presents a review of the book “The Future of Competition: Co-Creating Unique Value With Customers,” by C. K. Prahalad and Venkat Ramaswamy.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"58 3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130743796","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-11-01DOI: 10.5465/AME.2003.11851841
M. Lengnick-Hall, C. Lengnick-Hall
Executive Overview For human resource management (HRM) to achieve its potential as a crucial source of competitive advantage in the knowledge economy, the role of human resource professionals in nurturing relationships will need to be redefined and expanded.1 Conventional human resource (HR) activities concentrate on individual-to-individual relationships within a firm and on overcoming barriers to effective interactions across workgroups. While effective results in these arenas are necessary, they are no longer sufficient. This article explains how HR professionals can become the driving force for building the kinds of relationships that turn social capital into competitive advantage. Relationships are the foundation of organizational capabilities that are an important source of sustained competitive advantage because they capitalize on individual differences and are relatively immobile since they are embedded within a firm's culture.
{"title":"HR's role in building relationship networks","authors":"M. Lengnick-Hall, C. Lengnick-Hall","doi":"10.5465/AME.2003.11851841","DOIUrl":"https://doi.org/10.5465/AME.2003.11851841","url":null,"abstract":"Executive Overview For human resource management (HRM) to achieve its potential as a crucial source of competitive advantage in the knowledge economy, the role of human resource professionals in nurturing relationships will need to be redefined and expanded.1 Conventional human resource (HR) activities concentrate on individual-to-individual relationships within a firm and on overcoming barriers to effective interactions across workgroups. While effective results in these arenas are necessary, they are no longer sufficient. This article explains how HR professionals can become the driving force for building the kinds of relationships that turn social capital into competitive advantage. Relationships are the foundation of organizational capabilities that are an important source of sustained competitive advantage because they capitalize on individual differences and are relatively immobile since they are embedded within a firm's culture.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"115 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127178430","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-11-01DOI: 10.5465/AME.2003.11851896
Mansour Javidan, Ali Dastmalchian
Over the past twenty-five years, Iran, a country of over 60 million people, has endured a bewildering rate of societal and economic change. Little is currently known about the country besides its extremist and confrontational policies both inside and outside the country. In this article, we report on a study of 300 Iranian middle managers from the banking, telecommunications, and food-processing industries as part of the GLOBE Project. Our findings show that despite much visible economic and societal change, the country's deeper cultural traits seem rather intact. The first important finding is that Iran, while a Middle Eastern country, is not part of the Arab culture. Instead, it is part of the South Asian cultural cluster consisting of such countries as India, Thailand, and Malaysia. The country's culture is distinguished by its seemingly paradoxical mix of strong family ties and connections and a high degree of individualism. Societal or institutional collectivism is not a strong suit of Iranians. The ...
{"title":"Culture and leadership in Iran: The land of individual achievers, strong family ties, and powerful elite","authors":"Mansour Javidan, Ali Dastmalchian","doi":"10.5465/AME.2003.11851896","DOIUrl":"https://doi.org/10.5465/AME.2003.11851896","url":null,"abstract":"Over the past twenty-five years, Iran, a country of over 60 million people, has endured a bewildering rate of societal and economic change. Little is currently known about the country besides its extremist and confrontational policies both inside and outside the country. In this article, we report on a study of 300 Iranian middle managers from the banking, telecommunications, and food-processing industries as part of the GLOBE Project. Our findings show that despite much visible economic and societal change, the country's deeper cultural traits seem rather intact. The first important finding is that Iran, while a Middle Eastern country, is not part of the Arab culture. Instead, it is part of the South Asian cultural cluster consisting of such countries as India, Thailand, and Malaysia. The country's culture is distinguished by its seemingly paradoxical mix of strong family ties and connections and a high degree of individualism. Societal or institutional collectivism is not a strong suit of Iranians. The ...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"121 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134541213","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-11-01DOI: 10.5465/AME.2003.11851901
Monsour Javidan
Executive Overview His Excellency Mr. Tahmaseb Mazaheri, Minister of Economy, Islamic Republic of Iran, was born in 1953. He has a master of science degree in civil engineering from Tehran University. He started his Ph.D. program at the business school at the University of Paisley in Scotland and is currently working on the completion of his degree at Tehran University. Over the past twenty years, he has worked as the deputy director, Planning and Budgeting Organization; head, Mostazafan Foundation; deputy director, National Steel Corporation; president, Swimming and Water Polo Federation of Iran; member, National Olympics Committee; deputy minister, Ministry of Petroleum; and advisor to the president and member of the board, Tehran University.
伊朗伊斯兰共和国经济部长塔赫马塞卜·马扎赫里先生阁下出生于1953年。他拥有德黑兰大学土木工程硕士学位。他在苏格兰佩斯利大学(University of Paisley)商学院开始攻读博士学位，目前正在德黑兰大学(Tehran University)攻读学位。在过去的二十年里，他曾担任计划和预算组织副主任;Mostazafan基金会负责人;国家钢铁公司副总经理;伊朗游泳和水球联合会主席;国家奥委会委员;石油部副部长;也是德黑兰大学的校长顾问和董事会成员。
{"title":"HE Tahmaseb Mazaheri, Minister of Economy, on the Iranian economy","authors":"Monsour Javidan","doi":"10.5465/AME.2003.11851901","DOIUrl":"https://doi.org/10.5465/AME.2003.11851901","url":null,"abstract":"Executive Overview His Excellency Mr. Tahmaseb Mazaheri, Minister of Economy, Islamic Republic of Iran, was born in 1953. He has a master of science degree in civil engineering from Tehran University. He started his Ph.D. program at the business school at the University of Paisley in Scotland and is currently working on the completion of his degree at Tehran University. Over the past twenty years, he has worked as the deputy director, Planning and Budgeting Organization; head, Mostazafan Foundation; deputy director, National Steel Corporation; president, Swimming and Water Polo Federation of Iran; member, National Olympics Committee; deputy minister, Ministry of Petroleum; and advisor to the president and member of the board, Tehran University.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123870396","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2003-11-01DOI: 10.5465/AME.2003.11851888
S. Watkins
Introduction to the address by Academy President Jone L. Pearce It is my pleasure to introduce Sherron Watkins, the Academy of Management's 2003 Distinguished Executive Speaker. By now, her story as the former vice president of Enron Corporation who tried to bring what she called “an elaborate accounting hoax” to the attention of Enron's chief executive officer is well known. In August 2001, responding to his invitation to employees to put any concerns in a comment box, she did so. When he did not address her explosive charges at a subsequent company-wide meeting, she sought a face-to-face meeting with him. A month later the CEO announced to employees that “our financial liquidity has never been stronger,” while exercising his own $1.5 billion in stock options, just ahead of the company's announcement of a $618 million quarterly loss. When United States Congressional investigators uncovered her letter buried in boxes of documents, they brought Ms. Watkins before the United States Senate in February 2002 t...
{"title":"Former Enron vice president Sherron Watkins on the Enron collapse","authors":"S. Watkins","doi":"10.5465/AME.2003.11851888","DOIUrl":"https://doi.org/10.5465/AME.2003.11851888","url":null,"abstract":"Introduction to the address by Academy President Jone L. Pearce It is my pleasure to introduce Sherron Watkins, the Academy of Management's 2003 Distinguished Executive Speaker. By now, her story as the former vice president of Enron Corporation who tried to bring what she called “an elaborate accounting hoax” to the attention of Enron's chief executive officer is well known. In August 2001, responding to his invitation to employees to put any concerns in a comment box, she did so. When he did not address her explosive charges at a subsequent company-wide meeting, she sought a face-to-face meeting with him. A month later the CEO announced to employees that “our financial liquidity has never been stronger,” while exercising his own $1.5 billion in stock options, just ahead of the company's announcement of a $618 million quarterly loss. When United States Congressional investigators uncovered her letter buried in boxes of documents, they brought Ms. Watkins before the United States Senate in February 2002 t...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130590211","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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