Proceedings of the 16th European Conference on Management Leadership and Governance最新文献

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Towards Sustainable Evolution of Bioeconomy: The Role of Technology and Innovation Management 迈向生物经济的可持续发展:技术与创新管理的作用

Proceedings of the 16th European Conference on Management Leadership and Governance

Pub Date : 1900-01-01 DOI: 10.34190/elg.20.077

引用次数: 1

Data Protection Officers: Figureheads of Privacy or Merely Decoration? 数据保护官:保护隐私的傀儡还是装饰?

Proceedings of the 16th European Conference on Management Leadership and Governance

Pub Date : 1900-01-01 DOI: 10.34190/elg.20.021

引用次数: 4

Management of SME's Operational Sustainability in Developing Countries: A Conceptual Study 发展中国家中小企业经营可持续性管理的概念研究

Proceedings of the 16th European Conference on Management Leadership and Governance

Pub Date : 1900-01-01 DOI: 10.34190/elg.20.068

引用次数: 0

Collective Leadership in the Military: Necessity or not in Raising Unit Effectiveness? 军队集体领导:提高部队效能需要还是不需要?

Proceedings of the 16th European Conference on Management Leadership and Governance

Pub Date : 1900-01-01 DOI: 10.34190/elg.20.042

引用次数: 0

Escalation of Commitment Amongst Collective Decision Makers: Learnings for Company Boards From New Zealand’s Covid-19 Panic 集体决策者的承诺升级:从新西兰Covid-19恐慌中给公司董事会的教训

Proceedings of the 16th European Conference on Management Leadership and Governance

Pub Date : 1900-01-01 DOI: 10.34190/elg.20.063

J. Lockhart

New Zealand's 2020 response to SARS-Cov-2 has received worldwide acclaim In particular the nation's Prime Minister, Jacinda Ardern has been heralded across much of the Anglosphere for her leadership throughout the supposed crisis Yet, the persistent non-alignment between New Zealand's Covid-19 data and the government's ensuing decision making ought to have given rise to deep concern What appears to have emerged through the duration of the saga is an escalation of commitment (Staw, 1976, 1981;Brockner, 1992), which in itself is not unusual However, the table-stakes of escalation were, in this case enormous - the economy was deliberately plunged into recession And, the tools of the state used to achieve that outcome hitherto unseen in Westminster democracies1 The public behaviour of the Prime Minister and her advisors provides an opportunity to reflect on the comparatively private behaviours of corporate boards, particularly when expected outcomes are, at first, not achieved At what point, if at all, ought decision makers recant to a new course of action? And, what triggers, if any emerge to precipitate a change in direction before corporate failure occurs? The aim of the paper is to extend Staw's (1981) model of the commitment process, and to then explore corporate decision making by way of two renown failure cases using the emergent model Following a brief literature review the model is revisited and modified as a result of the New Zealand government's 'public' management of Covid-19 The advanced model is then applied to corporate decision making - the decisions attributed to each of the respective boards involved Like Staw, behaviours perceptually associated with parts of a single course of action are observed to produce victims In the case of the New Zealand government those victims are identified as being foremost business owners, employers, and investors and secondly employees (i e , the economy) In the case of the two corporates examined in this study the victims, while numerable are identifiable including the companies themselves, their boards, their shareholders, their employees, their sub-contractors, and broader groups of stakeholders including the various contracting parties The real victims being shareholders and employees: the former of whose investment and expected returns were destroyed, and the latter whose jobs were lost The contribution to knowledge emerging from this study, arguably an adumbration (Merton, 1956), is that awareness of an escalation of commitment ought to be at the forefront of decision making, especially in a collective decision making environment: one where the lead decision maker (i e , board chair) is assigned responsibility and in the case of New Zealand's Prime Minister idolised - the cost of which has been conveniently ignored © ECIAIR 2020 All right reserved

新西兰2020年应对SARS-Cov-2的行动赢得了全世界的赞誉，尤其是新西兰总理杰辛达·阿德恩(Jacinda Ardern)在这场所谓的危机中发挥的领导作用，在英语圈的大部分地区受到了赞扬。然而，新西兰的Covid-19数据与政府随后的决策之间的持续不一致，本应引起深切关注。在这段时间里，似乎出现了承诺的升级(Staw, 1976年)。1981;Brockner, 1992)，这本身并不罕见，然而，在这种情况下，升级的桌上筹码是巨大的——经济被故意陷入衰退，国家用来实现这一结果的工具在威斯敏斯特民主国家迄今为止是前所未见的。1首相和她的顾问的公开行为提供了一个反思公司董事会相对私人行为的机会，特别是当预期的结果是，首先，在什么情况下，如果有的话，决策者应该放弃新的行动方针?在企业破产之前，是什么触发因素(如果有的话)促使企业改变方向?本文的目的是扩展Staw(1981)的承诺过程模型，然后通过使用紧急模型的两个著名失败案例来探索企业决策。在简要的文献综述之后，由于新西兰政府对Covid-19的“公共”管理，该模型被重新审视和修改，然后将先进模型应用于企业决策-决策归因于每个相关的董事会，如Staw，在新西兰政府的情况下，这些受害者被确定为最重要的企业主，雇主和投资者，其次是雇员(即经济)。在本研究中检查的两家公司的情况下，受害者，虽然数量众多，包括公司本身，董事会，股东，员工，分包商，真正的受害者是股东和员工:前者的投资和预期回报被摧毁，后者的工作被失去。这项研究对知识的贡献，可以说是一个预兆(默顿，1956)，是对承诺升级的认识应该在决策的最前沿，特别是在集体决策环境中:一个主要决策者(如董事会主席)被分配责任的地方，在新西兰总理的情况下，被崇拜——其成本被方便地忽略了©ECIAIR 2020版权所有

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引用次数: 0

Global Disruptions as Part of Change and a Call for Responsible Leadership 作为变革的一部分的全球混乱和对负责任领导的呼吁

Proceedings of the 16th European Conference on Management Leadership and Governance

Pub Date : 1900-01-01 DOI: 10.34190/elg.20.061

引用次数: 0

Gender Differences in the Perception of Toxic Factors at Work 工作中有毒因素认知的性别差异

Proceedings of the 16th European Conference on Management Leadership and Governance

Pub Date : 1900-01-01 DOI: 10.34190/elg.20.500

引用次数: 0

Recruitment as a Part of HRM in Companies Related to Their Cooperation With Universities 招聘作为企业人力资源管理的一部分与大学合作

Proceedings of the 16th European Conference on Management Leadership and Governance

Pub Date : 1900-01-01 DOI: 10.34190/elg.20.048

引用次数: 0

Culturally Specific or Generalizable: The Occurrence and Effectiveness of Transformational Leadership in Iran 文化特定或概括:伊朗变革型领导的发生和有效性

Proceedings of the 16th European Conference on Management Leadership and Governance

Pub Date : 1900-01-01 DOI: 10.34190/elg.20.010

引用次数: 0

Management Education for Digital Natives in the 21st Century 21世纪数字原住民的管理教育

Proceedings of the 16th European Conference on Management Leadership and Governance

Pub Date : 1900-01-01 DOI: 10.34190/elg.20.034

E. Kuznetsova, P. J. Sos

引用次数: 1

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