communities struggle for control over their lives and environments. A Brief History of Theories of Power This chapter makes no pretension to survey all the existing literature in the field of the theories of power. It begins with a historical survey of thought about power in the social sciences, relating only to the most prominent theories. Further on, a number of theories that contain elements suitable to the development of a theory of empowerment are presented in more detail. Modern thinking about power
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in its various forms. Since the early 1980s when human resource management arrived on the managerial agenda, there has been considerable debate concerning its nature and its value to organisations. From the seminal works emerging from the Chicago school and the matching model of HRM (Fombrun et al., 1984), the emphasis has very much concerned its strategic role in the organisation. Indeed, the now large literature rarely differentiates between human resource management (HRM) and strategic human resource
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consultancies, management knowledge, procurement INTRODUCTION The growth of the management knowledge industry over the last 50 years has resulted in increased research attention paid to the activities and impact of knowledge producers such as business schools, management gurus, publishers, and consultancies (see, e.g. Abrahamson, 1996; Clark and Salaman, 1998; Heusinkveld and Benders, 2002, 2005; Huczynski, 1993; Suddaby and Greenwood, 2001; Werr and Stjernberg, 2003). Many of these studies have shown
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EVALUATING QUALITY MANAGEMENT IN UNIVERSITY DEPARTMENTS Abstract Purpose Despite the abundance of research on quality management there is no universal consensus on how best to measure quality in higher education. This paper undertakes a critical evaluation of the different methods used to assess the quality of provision in higher education departments in the UK. Methodology Drawing on relevant literature, the authors develop a quality audit tool that incorporates all
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Section 1 Organizational Culture: set of artifacts, values and assumption that emerge from the interaction of organizational members Open social system operating a dynamic environment. CRITERIA to identify something as culture: 1. Deeply felt or held 2. Commonly intelligible 1. Accessible to a cultural group Organization = Ordered and purposeful interaction among people. Purposeful, because its members produce (supero-rdinative) goal-directed activities. Organizational communication
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holism. JEL Classification: D800, D830 1. Introduction During the last 50-60 years Organizational Learning (OL) has undoubtedly established itself as a discipline – a number of concepts have been constructed and applied theoretically, numerous schools with distinct models have emerged. However, a question may be posed – to what extent OL may be viewed a fruitful discipline in the eyes of the very organizations? Here one should jump into assessment, in other words, normative approach. One should
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Author(s) 2011 Reprints and permission: sagepub. co.uk/journalsPermissions.nav DOI: 10.1177/1350508410372151 http://org.sagepub.com Ways of constructing research questions: gap-spotting or problematization? Jörgen Sandberg Mats Alvesson UQ Business School, University of Queensland, Australia Department of Business Administration, University of Lund, Sweden Abstract This article examines ways of constructing research questions from existing literature, which are likely to promote the development
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T H E K N O W L E D G E E C O N O M Y A N D E D U C A T I O N Karen Jensen University of Oslo, Norway Leif Chr. Lahn University of Oslo, Norway and Monika Nerland (Eds.) University of Oslo, Norway This book presents an entirely new approach to professional learning based on perspectives of the knowledge society and, in particular, an interpretation of Knorr Cetina’s work on scientific ‘epistemic cultures’. Starting with a conceptual chapter and followed by a suite of
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social reality that any social-scientific theory, whatever its conceptual starting point, must sooner or later address it. At the same time it is essential to note that the ways social change has been identified have varied greatly in the history of thought. Furthermore, conceptions of change appear to have mirrored the historical ―2― realities of different epochs in large degree. In his essay
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STRATEGIC HUMAN RESOURCE MANAGEMENT – HRM 3138 LECTURE NOTES 2AGEM Strategic management deals with the managerial aspect of strategy. A number of concepts that are often confused will have to be considered, namely, strategic decisions, strategy, and strategic management. 1. Strategic Decisions These are the decisions that affect the long-term well-being of the organisation. Such decisions involve major resource commitments and are difficult to reverse, implying a long-term commitment. Decisions
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