The middle managers role within today’s organisation has changed considerably. Companies have downsized, employees have become empowered, and the middle manager feels that their position within the organisation is becoming less important and less strategic. For CEOs and organisations concerned with sustainable market advantage implementation is a key variable, where the process matters as much as the product.
The study of M&A should be examined from a practitioner viewpoint and any analysis broadened and made more pluralistic to include all stakeholders and aspects of the deal, bringing in paradoxes, tensions and interactions ignored in over-focused academic studies. The wider horizon sought by this article will help to explain apparent contradictions like the popularity of M&A when the failure rate is high and rising.
The authors provide evidence of the interlocking networks of members of Supervisory Boards of Directors (Aufsichtsrat) in Germany, ie., directors who are members of more than one Board. Since the Boards play an active role in corporate mergers and takeovers, and particularly in promoting anti-takeover mechanisms, the extent of such interlocks is important.
Recent strategic management research suggests that organizations operating in volatile environments can become more strategically prepared to deal with unexpected change by cultivating practical wisdom among their leaders and decision-makers (Statler & Roos, 2007, Statler, Roos & Victor, 2006, Statler & Roos, 2006). In this paper, we argue that arts-based, ‘aesthetic’ process techniques can be used to help enterprise risk managers become more strategically prepared to deal with unexpected changes of all kinds.
Although the requirements for a successful strategy are well known, accomplished managers often make shifts that don’t add up in terms of the strategic logic. Hubris (presumptuous pride) fed by their previous success leads them into overestimating their abilities and underestimating the challenges involved.
In the past few decades organizations all over the world have been searching for the elements that constitute continuous organizational success. Fuelled by bestsellers such as ‘In Search of Excellence’ and ‘Good to Great’, managers have been trying out many different improvement concepts, often with mixed results.
In spite of the fact that the subject has been studied and written about for more than half a century, the “secrets” of successful organizational change remain elusive. We believe that a potential key to understanding and managing change more effectively can be found in studying actual change efforts, even though this is difficult to do.
In this article I describe four key leadership frames or discourses, one of which is the Messiah discourse and I pose the question, will America vote for a Messiah leader? Offering insights into Barack Obama and Hillary Clintons’ leadership styles, the article discusses the impact they have on the subconscious hopes and fears of voters.
Existing studies on Chinese outward FDI in western academic literature have not sufficiently explored the relationships between the FDI motives, investment strategy and the implications of these for human resource management. In particular, Chinese MNCs’ investment motive and strategy have a direct effect on the mode of entry (e.g. through acquisitions) and location (host
country).
In this paper we explain the difficulties of how to value financially strategic assets, and based
on our proposed definition of what valuable means we suggest how valuable assets could be identified within a firm. We also explain how competitive disadvantages may offset the value of
these assets.
