The dynamic organizational contexts of executive succession: Considerations and challenges

Given the increasing changefulness of organizational circumstances, the change and transition role of executives takes on increasing prominence. This essay describes the dynamic context related to the organizational life cycle, evolutionary and planned change, and cultural transformation. Executive roles that provide guidance for executive assessment and development, and especially for selection, are explicated.     

Management theories linking individual and organizational level analysis in entrepreneurship research

This paper carries out a bibliographical review of the evolution of the individual level research, the new individual approaches and analyzes possible methods for the extension of entrepreneurship research to the organizational level. We also discuss about the suitability of the resource based view and network approaches. We review the management theories and paradigms which are capable of incorporating and linking individual and organizational level studies to the external context where entrepreneurs compete and seek opportunities. In this sense we refer to the resource based view and the network theory as they have been deemed the most adequate to incorporate micro level theories through a convergence of concepts, rather than by a combination or confrontation of ideas. The linking concepts of the individual and firm level theories are presented as an evolution of entrepreneurship research in a specific direction, showing the common ideas shared in the convergent point.     

Strengthening the weak link in strategic executive development: Integrating individual development and global business strategy

The global business environment of the 1990s provides both challenge and opportunity to human resource development to become an integral player in helping implement business strategy. The results of two best practice studies suggest that some leading firms such as 3M and Motorola are doing just that. At these companies current strategic business issues are the drivers of flexible and opportunistic executive development activities. Naturally occurring on-the-job experiences are consciously utilized in such a way that helping executives to develop becomes an integral part of conducting business. The implications of linking executive development to business strategy for practice and for future research are discussed. © 1995 by John Wiley & Sons, Inc.     

Heterogeneity in the resistance to learning

In this paper we analyze the effect of heterogeneity in the recently introduced “resistance to learning” (Jiménez et al. in Eur Phys J B 71:273–280, 2009a). In the context of the spatial Continuous Prisoner’s Dilemma, the resistance to learning has become a key mechanism for the emergence and maintenance of cooperation in a wide range of cost regimes. We extend the model to the case in which different individuals may have different levels of resistance. From non-cooperative initial states, the existence of heterogeneity in the resistance affects the cooperative behavior of unconditional imitators. These unconditional imitators, i.e., fast learners or individuals without resistance can achieve due to their interactions with gradual learners significant levels of cooperation. Our results confirm in one of its form the impact of heterogeneity and its role as a fundamental mechanism in promoting the emergence of cooperation.     

深圳市经济发展和产业结构演替分析

作者通过对统计资料的分析 ,对深圳特区 2 0年来的经济增长和结构转化作了剖析。根据深圳产业结构演替内容变化将其产业演替划分为特区成立后的前 10年 (1979— 1990 )、1990—1995及 1995年后三个阶段 ,指出深圳产业结构演替具有变化快、调整及时有效和政策的催化推动对于产业演替起重要作用等特点。     

Evolving to organizational learning

To transform in stride with the business changes, organizations need to think of development as "organizational learning" rather than "training." Companies need to manage learning as a strategic competitive advantage for current and future business rather than as a perk for individuals. To position themselves for success in a dynamic business environment, companies need to reframe their concept of learning and development to a mindset of organizational learning.     

西方人本主义规划思想发展简述

在搜集大量资料的基础上,从古希腊时期人本主义的萌生开始,对人本主义以及人本主义对城市发展的影响进行了总结.着重对近现代三位人本主义规划大师的思想进行了概括,试图梳理西方人本主义规划思想的发展脉络,把握其发展变化的轨迹,揭示人本主义规划思想的精髓,为当代城市规划提供借鉴,以便在规划实践中贯彻实施.     

The Sustainability Balanced Scorecard – linking sustainability management to business strategy

The Balanced Scorecard of Kaplan and Norton is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely in both practice and research. By linking operational and non‐financial corporate activities with causal chains to the firm's long‐term strategy, the Balanced Scorecard supports the alignment and management of all corporate activities according to their strategic relevance. The Balanced Scorecard makes it possible to take into account non‐monetary strategic success factors that significantly impact the economic success of a business. The Balanced Scorecard is thus a promising starting‐point to also incorporate environmental and social aspects into the main management system of a firm. Sustainability management with the Balanced Scorecard helps to overcome the shortcomings of conventional approaches to environmental and social management systems by integrating the three pillars of sustainability into a single and overarching strategic management tool. After a brief discussion of the different possible forms of a Sustainability Balanced Scorecard the article takes a closer look at the process and steps of formulating a Sustainability Balanced Scorecard for a business unit. Before doing so, the basic conventional approach of the Balanced Scorecard and its suitability for sustainability management will be outlined in brief. Copyright © 2002 John Wiley & Sons, Ltd and ERP Environment.     

Incentives, learning, task difficulty, and the Peter Principle: Interpreting individual output changes in an Organisational Hierarchy

This paper examines the way in which individuals' output changes as they are promoted within an hierarchical organisation. We suggest a decomposition of the change in output which allows us to see that changes in tournament incentive may in fact disguise part of the observed fall in output. We discuss the role which may be played by learning on the part of line managers, and changes due to the change in grade which a promotion entails. We are unable to distinguish whether the effect of grade itself is due to increased task difficulty or other changes which a higher grade entails such as increased span of control but we show how to work out the contribution which can be attributed directly to the Peter Principle.     

城市规划与可持续发展--老子哲学对现代城市规划的启示

城市规划离不开哲学思维.古老的<道德经>蕴含着完善的生态智慧和人文精神.通过现代的思维方式理解老子哲学,并把它与现代城市规划工作联系起来,就会得到很多启示,这对于促进城市规划科学化、促进生态和环境保护工作、实现人类的可持续发展是十分有益的.     

Strategic planning to drive integrated continuous improvement

This case study describes how one company involved multiple levels of all functions to develop a comprehensive strategic plan that drives the continuous improvement initiative. The process involves clearly defining a mission, assessing the current situation, developing goals designed to achieve a preferred future status, and establishing the specific tactics to move toward that preferred future. The plan then drives integrated efforts throughout the organization to help manage the business of providing the highest quality products and services to meet current and anticipated customer requirements.     

A multi-criteria approach to local tax planning

A city tax model based on the analytic hierarchy process is developed. This model allows city officials to explicitly take into account the existence of multiple decision criteria in selecting new tax options. Opinions from tax experts are used to relate tax plans to decision criteria. The paper explores the feasibility of applying commonly available decision tools to facilitate and improve decision making in local government.     

The expansive executive: How the drive to mastery helps and hinders organizations

What drives executives has a great deal to do with how they lead. Executives generally are highly motivated to attain mastery—to achieve at a high level, to be exceptionally capable, to be acknowledged as masterful, and so on. An intense drive to mastery is certainly a prerequisite to effective executive leadership. But in some executives there can be virtually no limit to the extent of their ambition for themselves and their organizations. These driven individuals are capable of going to counterproductive extremes to satisfy their appetites for mastery. So, based on intensive research on character and leadership on senior managers, this article shows how the “expansive” temperament can be a boon or a bane to an organization's existence.     

Charting the difficulties to the top: A study of executive mobility patterns

It is odd with all the emphasis today on developing managerial personnel that little effort is given to discovering who is progressing and regressing and at what rates.