Pub Date : 2002-11-01DOI: 10.5465/AME.2002.8951333
M. J. Bitner, Amy L. Ostrom, M. Meuter
Executive Summary As companies race to introduce technology that enables customers to get service on their own, managers often find that implementing and managing effective self-service technologies (SSTs) is more difficult than it looks. In this article, we present findings from qualitative interviews and survey research investigating SSTs from the customer's point of view. This research identifies factors that impact customer satisfaction and dissatisfaction with SSTs. It also explores the issue of customer adoption of SSTs and highlights factors that are necessary for a customer to try an SST for the first time. Based on this research and our work with companies, we present important lessons to guide managers in developing successful SSTs.
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Pub Date : 2002-11-01DOI: 10.5465/AME.2002.8951308
R. Hallowell, David Bowen, C. Knoop
Executive Summary Four Seasons Hotels and Resorts opened its first French property in 1999. This article presents that opening as a case study to illustrate a perspective on how a company with a strong and highly successful organizational culture might approach a new national culture when that culture is both distinct and intense, as is the case in France. Managers can benefit from the case by understanding this approach to organizational and national culture, which the authors believe represents a useful framework for global management. The article begins with a discussion of the linkage between corporate culture and competitive advantage for service organizations. It then describes the corporate support structure and the philosophy that Four Seasons developed over two decades to support its international expansion and to manage the type of challenges its French property posed. Finally, it describes how the firm went about transforming that property into one of its crown jewels.
{"title":"Four Seasons goes to Paris","authors":"R. Hallowell, David Bowen, C. Knoop","doi":"10.5465/AME.2002.8951308","DOIUrl":"https://doi.org/10.5465/AME.2002.8951308","url":null,"abstract":"Executive Summary Four Seasons Hotels and Resorts opened its first French property in 1999. This article presents that opening as a case study to illustrate a perspective on how a company with a strong and highly successful organizational culture might approach a new national culture when that culture is both distinct and intense, as is the case in France. Managers can benefit from the case by understanding this approach to organizational and national culture, which the authors believe represents a useful framework for global management. The article begins with a discussion of the linkage between corporate culture and competitive advantage for service organizations. It then describes the corporate support structure and the philosophy that Four Seasons developed over two decades to support its international expansion and to manage the type of challenges its French property posed. Finally, it describes how the firm went about transforming that property into one of its crown jewels.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132460723","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 : 2002-05-01DOI: 10.5465/AME.2002.7173588
Robert P. Steel, R. W. Griffeth, P. Hom
Executive Overview Labor markets have been tightening over the past decade, and replacement costs associated with filling vacancies have been spiraling upward for years. Development of fully integrated retention policy may be one of the most effective responses that workforce managers can make to these kinds of problems. Integrated retention policy uses problem-relevant information to shape focused retention initiatives. Retention research can help in the policy-development process. Retention research can shed light on the value of standard practices (e.g., exit interviews), offer telling insights into patterns and trends in employee behavior (e.g., the relative tendencies of high and low performers), and provide information relating to the efficacy of popular retention strategies (e.g., Expectation Lowering Training). In this article we show how the findings of retention research may be used to inform and enlighten a policy-formulation process.
{"title":"Practical retention policy for the practical manager","authors":"Robert P. Steel, R. W. Griffeth, P. Hom","doi":"10.5465/AME.2002.7173588","DOIUrl":"https://doi.org/10.5465/AME.2002.7173588","url":null,"abstract":"Executive Overview Labor markets have been tightening over the past decade, and replacement costs associated with filling vacancies have been spiraling upward for years. Development of fully integrated retention policy may be one of the most effective responses that workforce managers can make to these kinds of problems. Integrated retention policy uses problem-relevant information to shape focused retention initiatives. Retention research can help in the policy-development process. Retention research can shed light on the value of standard practices (e.g., exit interviews), offer telling insights into patterns and trends in employee behavior (e.g., the relative tendencies of high and low performers), and provide information relating to the efficacy of popular retention strategies (e.g., Expectation Lowering Training). In this article we show how the findings of retention research may be used to inform and enlighten a policy-formulation process.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132827469","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 : 2002-05-01DOI: 10.5465/AME.2002.7173472
Miguel P Caldas
Executive Overview Executive Overview Fernando Henrique Cardoso has been the president of the Federative Republic of Brazil since January 1. 1995. He was reelected in 1998 in the first elections round, with 53% of the vote. Prior to becoming a public figure, sociologist Fernando Henrique Cardoso had a successful career in academia. He was associate director of the Ecole des Hautes Etudes en Sciences Sociales, Paris, and visiting professor at the College de France and the University of Paris-Nanterre. He also taught at Cambridge, Stanford, and Berkeley. He was chairman of the International Sociology Association (ISA), 1982-1986. He is currently professor emeritus at the Sao Paulo University. He has published many articles, both in Brazil and abroad, chief among which are “Mudancas socials na America latina” (“Social Changes in Latin America”), “Dependency and Development in Latin America” (with Enzo Faletto), “Politico e Desenvolvimento em Sociedades Dependentes” (“Politics and Development in Dependent Soc...
Fernando Henrique Cardoso自1月1日起担任巴西联邦共和国总统。1995. 1998年，他在第一轮选举中以53%的得票率再次当选。在成为公众人物之前，社会学家费尔南多·恩里克·卡多佐在学术界有着成功的职业生涯。他曾任巴黎高等社会科学研究学院副院长、法兰西学院和巴黎南泰尔大学客座教授。他还在剑桥、斯坦福和伯克利任教。1982-1986年任国际社会学协会主席。他目前是圣保罗大学的名誉教授。他在巴西和国外发表了许多文章，其中主要有《拉丁美洲的社会变化》、《拉丁美洲的依赖与发展》(与恩佐·法莱托合作)、《依赖社会的政治与发展》(《依赖社会的政治与发展》)。
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Pub Date : 2002-05-01DOI: 10.5465/AME.2002.7173550
Mike W. Peng, O. Shenkar
Executive Overview Although “corporate divorces” among joint venture (JV) partners are frequent, JV managers are often caught off guard by the prospect of termination and are ill prepared to cope with the tensions and uncertainties associated with the breakdown of the relationship. We argue that, economic and strategic rationales aside, the dissolution process itself is an important determinant of the outcome when a JV relationship is terminated. Drawing on the human divorce literature, we use divorce as a metaphorical image through which a four-phase dissolution process is developed. Managers are advised to watch for warning signals revealing a fraying relationship. They need to pay particular attention to the asymmetry between the divorce initiator and partner, the repercussions of going public, and the impact of the aftermath on future strategic relationships.
{"title":"Joint venture dissolution as corporate divorce","authors":"Mike W. Peng, O. Shenkar","doi":"10.5465/AME.2002.7173550","DOIUrl":"https://doi.org/10.5465/AME.2002.7173550","url":null,"abstract":"Executive Overview Although “corporate divorces” among joint venture (JV) partners are frequent, JV managers are often caught off guard by the prospect of termination and are ill prepared to cope with the tensions and uncertainties associated with the breakdown of the relationship. We argue that, economic and strategic rationales aside, the dissolution process itself is an important determinant of the outcome when a JV relationship is terminated. Drawing on the human divorce literature, we use divorce as a metaphorical image through which a four-phase dissolution process is developed. Managers are advised to watch for warning signals revealing a fraying relationship. They need to pay particular attention to the asymmetry between the divorce initiator and partner, the repercussions of going public, and the impact of the aftermath on future strategic relationships.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"110 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132405929","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 : 2002-02-01DOI: 10.5465/AME.2002.6640285
Patrick M. Kreiser
The article reviews the book "Creating Corporate Reputations: Identity, Image, and Performance," by Grahame Dowling.
这篇文章回顾了格雷厄姆·道林的《创建企业声誉:身份、形象和业绩》一书。
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Pub Date : 2002-02-01DOI: 10.5465/AME.2002.6640111
F. Brodbeck, M. Frese, Mansour Javidan
Executive Overview As part of the GLOBE project, we collected data on culture and leadership in Germany from 457 middle managers in the telecommunications, food processing, and finance industries. The most pronounced German cultural value is performance orientation. The hallmark of German cultural practices is high levels of uncertainty avoidance and assertiveness, along with low levels of humane orientation. At work, compassion is low and interpersonal relations are straightforward and stern. It seems that conflict and controversy are built into the German societal culture. As bas been shown in the GLOBE project by using data from 61 countries, characteristics attributed to a country's outstanding leaders match closely with its cultural values and practices. This holds true for Germany. Effective German leaders are characterized by high performance orientation, low compassion, low self-protection, low team orientation, high autonomy, and high participation. Conflict and controversy seem to be built into ...
{"title":"Leadership made in Germany: Low on compassion, high on performance","authors":"F. Brodbeck, M. Frese, Mansour Javidan","doi":"10.5465/AME.2002.6640111","DOIUrl":"https://doi.org/10.5465/AME.2002.6640111","url":null,"abstract":"Executive Overview As part of the GLOBE project, we collected data on culture and leadership in Germany from 457 middle managers in the telecommunications, food processing, and finance industries. The most pronounced German cultural value is performance orientation. The hallmark of German cultural practices is high levels of uncertainty avoidance and assertiveness, along with low levels of humane orientation. At work, compassion is low and interpersonal relations are straightforward and stern. It seems that conflict and controversy are built into the German societal culture. As bas been shown in the GLOBE project by using data from 61 countries, characteristics attributed to a country's outstanding leaders match closely with its cultural values and practices. This holds true for Germany. Effective German leaders are characterized by high performance orientation, low compassion, low self-protection, low team orientation, high autonomy, and high participation. Conflict and controversy seem to be built into ...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130347993","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 : 2002-02-01DOI: 10.5465/AME.2002.6640108
Mansour Javidan
Executive Overview Dr. Heinrich von Pierer has been the president and chief executive officer of Siemens Corporation since 1992. Over its 150-year history, this German company has been a world leader in electrical engineering and electronics. Employing the networked know-how of its more than 480,000 employees in over 190 countries, it is working towards its goal of becoming a global network of innovation. Roughly 60,000 employees are engaged in research and development worldwide, and R&D investments in fiscal 2001 amounted to 6.8 billion euros ($6 billion). The company's $70 billion in sales and over $80 billion in assets are spread among a wide range of businesses making products ranging from light bulbs to power stations. The main business groups are Information and Communications, Automation and Control, Power Generation, Transportation, and Medical Products. Today, two key interrelated elements in Siemens' corporate strategy are e-business and an increasingly stronger presence in the U.S. market. The ...
Heinrich von Pierer博士自1992年起担任Siemens Corporation的总裁兼首席执行官。在其150年的历史中，这家德国公司一直是电气工程和电子领域的世界领导者。利用其遍布190多个国家的48万多名员工的网络技术，我们正朝着成为全球创新网络的目标努力。全球约有6万名员工从事研发工作，2001财年的研发投资达68亿欧元(60亿美元)。该公司700亿美元的销售额和超过800亿美元的资产分布在从灯泡到发电站等各种产品的广泛业务中。主要业务板块为信息通信、自动化与控制、发电、交通运输、医疗产品。今天，西门子公司战略中两个相互关联的关键因素是电子商务和在美国市场日益强大的存在。…
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Pub Date : 2002-02-01DOI: 10.5465/AME.2002.6640268
R. Bennett
The article discusses factors which affect women's advancement into upper management. Shortcomings of previous research on the subject is detailed. The women in prior studies were already in elite managerial positions, limiting the study's scope of advancement. New research conducted by Phyllis Tharenou of Monash University is looked at. Her findings don't fully account for the under-representation of women in senior leadership positions, given that women are supposed to make up half of the workforce. The author looks at the effects of personality traits and external support in the early stages of career development.
{"title":"Cracking the Glass Ceiling: Factors Affecting Women's Advancement into Upper Management","authors":"R. Bennett","doi":"10.5465/AME.2002.6640268","DOIUrl":"https://doi.org/10.5465/AME.2002.6640268","url":null,"abstract":"The article discusses factors which affect women's advancement into upper management. Shortcomings of previous research on the subject is detailed. The women in prior studies were already in elite managerial positions, limiting the study's scope of advancement. New research conducted by Phyllis Tharenou of Monash University is looked at. Her findings don't fully account for the under-representation of women in senior leadership positions, given that women are supposed to make up half of the workforce. The author looks at the effects of personality traits and external support in the early stages of career development.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"131 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121543219","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 : 2002-02-01DOI: 10.5465/AME.2002.6640191
N. Ashkanasy, C. Daus
Emotions in workplace settings and emotional intelligence are hot topics in management today. Leading business journals such as Fortune and Harvard Business Review have featured articles on emotional intelligence. But there is more to emotions in the workplace than just emotional intelligence. The aim of this article is to acquaint managers with intriguing new research that examines both emotional intelligence and the broader issue of emotion, which has been shown to play a powerful role in workplace settings. We show that this research has a strong potential for practical application in organizations within many broad human-resource functions such as selection, performance management, and training, as well as implications for more narrow domains like customer service. We conclude that the study of emotions in organizational settings has provided new and important insights into the way in which people in organizations behave, and we offer advice for managers to enable them to develop and to maintain a positive emotional climate in their organizations.
职场情绪和情商是当今管理领域的热门话题。《财富》(Fortune)和《哈佛商业评论》(Harvard business Review)等主要商业杂志都有关于情商的专题文章。但工作场所的情绪不仅仅是情商。这篇文章的目的是让管理者了解一项有趣的新研究，该研究对情商和更广泛的情绪问题进行了研究，这些研究已被证明在工作环境中发挥着强大的作用。我们的研究表明，这项研究在许多广泛的人力资源职能(如选择、绩效管理和培训)的组织中具有很强的实际应用潜力，同时对客户服务等更狭窄的领域也有影响。我们的结论是，对组织环境中情绪的研究为组织中人们的行为方式提供了新的重要见解，我们为管理者提供了建议，使他们能够在组织中发展和保持积极的情绪氛围。
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