Burnaby, BC, Canada V5A 1S6 (604) 291-4104 FAX: (604) 291-4920 email: bushe@sfu.ca An edited version of this paper was published in the Journal of Applied Behavioral Science, 1995, 31:1, 13-30 Gervase R. Bushe (Ph.D. Case Western Reserve) is Associate Professor, Organization Development in the Faculty of Business Administration, Simon Fraser University, Burnaby, BC, Canada, V5A 1S6. Graeme Coetzer (MBA Simon Fraser University) is a doctoral student in organization
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existed in their department. The public sector employees also showed self-serving biases when it came to their willingness to share knowledge compared with their perception of their colleagues’ willingness to share knowledge. Respondents perceived organizational barriers as being more critical compared with individual barriers. Main
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PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values Framework REVISED EDITION The Jossey-Bass Business & Management Series Cameron.ffirs 10/11/05 1:46 PM Page i Diagnosing and Changing Organizational Culture Cameron.ffirs 10/11/05 1:46 PM Page ii Kim S. Cameron Robert E. Quinn Cameron.ffirs 10/11/05 1:46 PM Page iii Diagnosing and Changing Organizational Culture Based on the Competing Values
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leadership Richard A. Barker A B S T R AC T Trait/characteristic theories and empirical approaches to the study of leadership have been supported by mounds of data, graphic models, and regression statistics. While there has been criticism of these mainstream approaches, there has been little in the way of metaphysical support developed for either side of the argument. This paper attempts to address the ‘science’ of leadership study at its most fundamental level. KEYWORDS ethics leadership
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strategy that is one of the core factors of an innovation success. We research the influence of nine external and internal factors on product and business processes innovation. For the analysis of important relations and conclusions, beside theoretical literature, we use the results of several studies. Key Words: product innovations, business processes innovation, industry maturity, customer needs, demand, technological opportunity, investment attractiveness, company size, export orientation INTRODUCTION
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Joris van Ruysseveldt, 2004 First published 2004 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries
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Case summary This case is about the Marie Bohm and The Aspect Group. Marie Bohm is the founder of The Aspect Group. Since Bohm working in the business industry, she was very concerned about the time and place of working. There is more flexibility time needed by Bohm in order for her to take care of her daughter, Lisa since her daughter was born. In developing The Aspect Group, Bohm come with out with the goal of developing a humane work environment and supporting the work-life flexibility needs
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knowledge is increasingly considered to be a key resource for companies, the models for formulating business strategies that explicitly include it as a core component are still lacking. The paper investigates such issues by considering the particular case of computer service companies, which can be seen as Knowledge Intensive Business Services (KIBS) firms connecting the sources of innovation (i.e. large multinationals, research laboratories, universities, etc.) to the individual needs of the local
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takes the very nature and character of an individual to lead others. Kirsten Graham published an article Leading with a Purpose: A Case for Soul Leadership in Development and Learning in Organizations, examining the very principles of leadership (2011). Graham (2011) emphasizes a crucial element of leadership stating that leadership is not acquired through processes and abilities, “but the expression of their true nature”. Leaders have a vision to explore opportunities, empowering others to follow
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Section A: (Take around 15 minutes to answer each question, 1 or max 1.5 pages for each question) 1. What do we mean by the terms ‘Best fit’ and ‘Best practice’ to describe SHRM (Strategic Human Resource Management). Which is better? Use any short case examples to illustrate your discussion? Answer: By Definition ‘SHRMis that approach of HRM that refers that how all the aims and the objectives of the organization can be achieved through the people of the organization itself. It is a very critical
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