Oppression and resistance: the powerless and the future

Relations between rich and poor (across and within countries) appeared in some questions in Images; there were clear differences between what the powerful and the powerless hoped and expected from the future. This is compared with what actually happened and a deeper analysis is made of ‘power’ as an organizing concept. It turned out that the pessimism associated with powerlessness tended to make better predictions.     

Developing your leadership pipeline

Why do so many newly minted leaders fail so spectacularly? Part of the problem is that in many companies, succession planning is little more than creating a list of high-potential employees and the slots they might fill. It's a mechanical process that's too narrow and hidebound to uncover and correct skill gaps that can derail promising young executives. And it's completely divorced from organizational efforts to transform managers into leaders. Some companies, however, do succeed in building a steady, reliable pipeline of leadership talent by marrying succession planning with leadership development. Eli Lilly, Dow Chemical, Bank of America, and Sonoco Products have created long-term processes for managing the talent roster throughout their organizations--a process Conger and Fulmer call succession management. Drawing on the experiences of these best-practice organizations, the authors outline five rules for establishing a healthy succession management system: Focus on opportunities for development, identify linchpin positions, make the system transparent, measure progress regularly, and be flexible. In Eli Lilly's "action-learning" program, high-potential employees are given a strategic problem to solve so they can learn something of what it takes to be a general manager. The company--and most other best-practice organizations--also relies on Web-based succession management tools to demystify the succession process, and it makes employees themselves responsible for updating the information in their personnel files. Best-practice organizations also track various metrics that reveal whether the right people are moving into the right jobs at the right time, and they assess the strengths and weaknesses not only of individuals but of the entire group. These companies also expect to be tweaking their systems continually, making them easier to use and more responsive to the needs of the organization.     

DNA Mining and genealogical information systems: Not just for finding family ethnicity

The primary expected use of DNA and genealogy sites has been their ability to help users find their family, find their ethnicity and to help them connect with distant relatives. In so doing such sites help users to “learn more about themselves.” Such systems have also been proposed to have the broader goals of helping connect mankind and show people how their similarities are greater than their differences. However, the use of DNA and genealogy information recently turned away from just finding family connections, ethnicity and origins. Recently it was announced that the “Golden State Killer” had been caught using information generated from using DNA and consumer genealogical websites. This paper investigates some of the questions and unanticipated consequences raised by this alternative use of these technologies and their impact on individuals, organizations and society. As part of that analysis we analyze some of the immediate consequences on the firm from which the DNA information was gathered, the new emerging approach used by law enforcement, some privacy concerns and provide a network game formulation as a means to model user behavior. Finally, we examine some potential emerging research issues.     

Balancing corporate power: a new Federalist paper

In an effort to govern their increasingly complex organizations, chief executives in some of today's largest corporations are turning to one of the world's oldest political philosophies-federalism. Given that organizations are seen more and more as minisocieties, the prospect of applying political principles to management makes a great deal of sense. Federalism is particularly appropriate because it offers a well-recognized system for dealing with paradoxes of power and control: the need to make things big by keeping them small; to encourage autonomy but within bounds; and to combine variety and shared purpose, individuality and partnership, local and global. As London Business School professor Charles Handy explains it, federalism responds to these paradoxes by balancing power among those in the center of the organization, those in the centers of expertise, and those in the center of the action--the operating businesses. The centers of federal organizations meet regularly, but they do not need to live together. Doing so would concentrate too much power in one place, whereas federalism gets its strength and energy from spreading responsibility across many decision points. Guided by five principles, federalism avoids the risks of autocracy and the overcontrol of a central bureaucracy. It ensures a measure of democracy and creates a "dispersed center" that is more a network than a place. That's why Asea Brown Boveri CEO Percy Barnevik calls his sprawling "multi-domestic" enterprise of 1,100 separate companies and 210,000 employees a federation. It succeeds because the independent bits, be they individuals, clusters, or business units, know they are part of the greater whole.     

Integration managers: special leaders for special times

Although the integration of an acquired company with the parent organization is a delicate and complicated process, traditionally no one has ever been responsible for that process--for charting how the two companies will combine their operations, for seeing to it that the integration project meets its deadlines and performance targets, and for educating the new people about the parent company and vice versa. Some enlightened companies have recognized this gap and have appointed a guide--the integration manager--to shepherd everyone through the rocky territory that two organizations must cross before they can function effectively together. The authors have interviewed a number of these leaders in depth, as well as some of the people with whom they've worked. They've determined that integration managers help the merger process in four principal ways: they speed it up, create a structure for it, forge social connections between the two organizations, and help engineer short-term successes. In this article, the authors detail five acquisitions--at TI, General Cable, Meritor Automotive, Lucent, and Johnson & Johnson--and discuss the role that integration managers played in each. They describe exactly what sort of person should do this job. The integration manager must be able to jump into complex situations quickly, relate to many levels of authority smoothly, and bridge gaps in culture and perception. The ever-changing organizations of the Internet age will need leaders with similar skills. In fact, the authors contend, the integration manager should be considered a prototype for the leader of the future.     

Critical dialogics,agonistic pluralism,and accounting information systems

We propose heteroglossic accounting as a context wherein accounting information systems may be conceptualized so as to provide a more complete and complex basis for including competing, and possibility incompatible, information needs associated with interested and diverse constituencies. Given that information needs to vary based on such dimensions as geography, values, views, and vision, one representation is unlikely to be adequate. Incorporating pluralistic perspectives facilitates more relevant comparisons required to derived criteria of judging among the viable alternatives, especially in cases where no one perspective can be shown to be inclusive. Agonistic pluralism employed in developing alternative accounting information systems provides insights into the underlying ideologies, assumptions, values, worldviews, and power relationships that inform alternative positions, indicating those being privileged. Accounting information systems conceptualization, development, and implementation based on the principles of critical dialogics recognizes the countervailing forces operating both pulling the dialog and debate toward hegemonic consensus as well as pushing it toward antagonistic separation.     

Changing the way we change

More and more companies struggle with growing competition by introducing improvements into every aspect of performance. But the treadmill keeps moving faster, the companies keep working harder, and results improve slowly or not at all. The problem here is not the improvement programs. The problem is that the whole burden of change typically rests on so few people. Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every challenge. This type and degree of fundamental change, commonly called revitalization or transformation, is what many companies seek but rarely achieve because they have never before identified the factors that produce sustained transformational change. The authors identify three interventions that will restore companies to vital agility and then keep them in good health: incorporating employees fully into the principal business challenges facing the company, leading the organization in a different way in order to sharpen and maintain incorporation and constructive stress, and instilling mental disciplines that will make people behave differently and then help them sustain their new behavior. The authors discovered these basic sources of revitalization by tracking the change efforts of Sears, Roebuck & Company, Royal Dutch Shell, and the United States Army. The organizations used these interventions to alter the way their people experienced their own power and identity, as well as the way they dealt with conflict and learning. As at Sears, Shell, and the U.S. Army, any major shift in those four elements will create a landmark shift in any organization's operating state or culture.     

Communities in a world of open systems

In the past, communities tended to be closed systems with relatively clear boundaries, stable memberships, and few linkages to other communities. We are now entering into an ‘age of open systems.' Mobility creates new communities and kinds of communities. The impacts of mobility are far less than those of information and communications technology. Cyberspace has become a new kind of social terrain, crowded with ‘virtual communities.' Television and radio create communities of people thinking and talking about the same things. Both mobility and the growth of communications networks reduce the predominance of geography as a force in shaping community. Many communities are much more fluid, and some are placeless. There are many different kinds of social groups and networks that people describe with the word ‘community.' Most people are multi-community individuals, with many memberships, and many kinds of memberships. Although the world's major religions still have some historic identification with specific regions, those geographic attachments are no longer as clear as they once were, and these religions are tending to become open systems. Some people prefer relatively closed social systems, while others flourish in freer environments. Choice is one of the most powerful forces in the lives of people being exposed to the forces of globalization. Community will continue to be a profound human need but will be redefined, perhaps many times over.     

社会改革过程中国家权力作用机制——以商鞅变法为例

商鞅变法是中国古代较为成功的一次社会改革,其成功原因各说纷纭,文章从国家权力角度进行了探讨,并得出了是最高统治者的支持给了商鞅运用各种形式权力的权限,对权威力的运用使秦民不得不服,对影响力的运用使秦民心服口服,对强制力的运用使秦民因恐惧而服,才是商鞅变法能够成功的真正原因.     

The competitive dynamics of network-based businesses

Telecommunications carriers, transportation companies, and banks are among the many network-based businesses--companies that move people, goods, or information from various points to various other points. Managers have long assumed that customers valued all links in these networks equally. It was thought that banking customers, for example, sought access to all of the branches throughout the network or that shipping customers wanted to be able to send packages everywhere. Intuitively, managers thought that many of their customers' needs were, in reality, narrower, but they had no way of knowing which links were most important. New computing power and robust mapping software now make it possible to understand network customers better. In applying this technology, the authors, both consultants from McKinsey & Company, have uncovered three distinct usage patterns: one in which all links are, indeed, valued equally; another in which customers concentrate their use in particular zones; and a third in which customers value only individual links. Each of these patterns requires a different strategy to direct executives in making the decisions fundamental to managing any network-based business: whether to open or close outlets, whether to connect their network to others, and how to organize business units so that they reflect the network's structure. Those who don't spot the patterns or understand their strategic implications will find themselves on the losing end of the network battle.     

Competent jerks, lovable fools, and the formation of social networks

When looking for help with a task at work, people turn to those best able to do the job. Right? Wrong. New research shows that work partners tend to be chosen not for ability but for likability. Drawing from their study encompassing 10,000 work relationships in five organizations, the authors have classified work partners into four archetypes: the competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likable; and the incompetent jerk, who.. .well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for every organization, as both of these types often represent missed opportunities. Because they are liked by a disproportionate number of people, lovable fools can bridge gaps between diverse groups that might not otherwise interact. But their networking skills are often developed at the expense of job performance, which can make these employees underappreciated and vulnerable to downsizing. To get the most out of them, managers need to protect them and put them in positions that don't waste their bridge-building talents. As for the competent jerks, too often their expertise goes untapped by people who just can't put up with them. But many can be socialized through coaching or by being made accountable for bad behavior. Others may need to display their competence in more isolated settings. Intriguingly, managers aren't limited to leveraging people that others like and changing those that others loathe. They also can create situations in which people are more apt to like one another, whatever their individual qualities.     

"A players" or "A positions"? The strategic logic of workforce management

Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions, and surplus C positions, then focusing disproportionate resources on making sure A players hold A positions. This is not as obvious as it may seem, because the three types of positions do not reflect corporate hierarchy, pay scales, or the level of difficulty in filling them. A positions are those that directly further company strategy and, less obviously, exhibit wide variation in the quality of the work done by the people who occupy them. Why variability? Because raising the average performance of individuals in these critical roles will pay huge dividends in corporate value. If a company like Nordstrom, for example, whose strategy depends on personalized service, were to improve the performance of its frontline sales associates, it could reap huge revenue benefits. B positions are those that support A positions or maintain company value. Inattention to them could represent a significant downside risk. (Think how damaging it would be to an airline, for example, if the quality of its pilots were to drop.) Yet investing in them to the same degree as A positions is ill-advised because B positions don't offer an upside potential. (Pilots are already highly trained, so channeling resources into improving their performance would probably not create much competitive advantage.) And C positions? Companies should consider outsourcing them--or eliminating them. We all know that effective business strategy requires differentiating a firm's products and services in ways that create value for customers. Accomplishing this requires a differentiated workforce strategy, as well.     

Configuring management control systems: Theorizing the integration of strategy and sustainability

Although organizations have embraced the sustainability rhetoric in their discourse and external reporting, little is known about the processes whereby management control systems contribute to a deeper integration of sustainability within organizational strategy. This paper addresses this gap and mobilizes a configuration approach to theorize the roles and uses of management control systems (MCSs) and sustainability control systems (SCSs) in the integration of sustainability within organizational strategy. Building on Simons’ levers of control framework, we distinguish two possible uses of a MCS and a SCS—a diagnostic use and an interactive use—and we specify the modes of MCSs and SCSs integration. We rely on these two core dimensions to identify eight organizational configurations that reflect the various uses as well as their modes of integration of SCS and MCS. We characterize these ideal-type configurations, explain their impact on the triple bottom line, and describe which mechanisms allow organizations to move from one configuration to another. In so doing, we highlight various paths toward sustainability integration or marginalization within organizations. Finally, we explain how our framework can support future research on the role of MCS and SCSs in the integration of sustainability within strategy.     

How resilience works

Why do some people bounce back from life's hardships while others despair? HBR senior editor Diane Coutu looks at the nature of individual and organizational resilience, issues that have gained special urgency in light of the recent terrorist attacks, war, and recession. In the business arena, resilience has found its way onto the list of qualities sought in employees. As one of Coutu's interviewees puts it, "More than education, more than experience, more than training, a person's level of resilience will determine who succeeds and who fails." Theories abound about what produces resilience, but three fundamental characteristics seem to set resilient people and companies apart from others. One or two of these qualities make it possible to bounce back from hardship, but true resilience requires all three. The first characteristic is the capacity to accept and face down reality. In looking hard at reality, we prepare ourselves to act in ways that allow us to endure and survive hardships: We train ourselves how to survive before we ever have to do so. Second, resilient people and organizations possess an ability to find meaning in some aspects of life. And values are just as important as meaning; value systems at resilient companies change very little over the long haul and are used as scaffolding in times of trouble. The third building block of resilience is the ability to improvise. Within an arena of personal capabilities or company rules, the ability to solve problems without the usual or obvious tools is a great strength.     

Ways women lead

Women managers are succeeding not by adopting the traditional command-and-control leadership style but by drawing on what is unique to their experience as women. According to a study the author conducted for the International Women's Forum, men and women in similar managerial jobs make the same amount of money and experience roughly the same degree of work-family conflict. But when they describe their leadership styles, vast differences arise. Men are much more likely than women to view leadership as a series of transactions with subordinates, and to use their position and control of resources to motivate their followers. Women, on the other hand, are far more likely than men to describe themselves as transforming subordinates' self-interest into concern for the whole organization and as using personal traits like charisma, work record, and interpersonal skills to motivate others. Women leaders practice what the author calls "interactive leadership"--trying to make every interaction with coworkers positive for all involved by encouraging participation, sharing power and information, making people feel important, and energizing them. In general, women have been expected to be supportive and cooperative, and they have not held long series of positions with formal authority. This may explain why women leaders today tend to be more interactive than men. But interactive leadership should not be linked directly to being female, since some men use that style and some women prefer the command-and-control style. Organizations that are open to leadership styles that play to individuals' strengths will increase their chances of surviving in a fast-changing environment.     

Digitization,digitalization, and digital transformation in accounting,electronic commerce,and supply chains

This paper provides some basic definitions associated with digital transformation in organizations and applies those definitions to accounting, electronic commerce, and supply chains. I also drill down on the dimensions associated with digital transformation, including digital everywhere, integration (across applications and with customers and partners), and the need to reengineer processes. I examine several examples of processes ranging from digitization to digital transformation. I also examine the role of people in digitally transformed organizations and some technologies that are important to continued evolution of digitally transformed organizations. Further, we explore a number of scenarios of digital transformation. Finally, these investigations result in the determination of a number of emerging research issues.     

The geography of trust

Leaders who rely forever on the same internal advisers, entrusting them with issues of ever greater sensitivity and consequence, run the risk of being sold short and possibly betrayed. Alternatively, lone-wolf leaders who trust no one may make enormous, yet preventable, mistakes when trying to sort through difficult decisions. A sophisticated understanding of trust can protect leaders from both fates. During the past decade, author and consultant Saj-nicole Joni studied leadership in more than 150 European and North American companies. Her research reveals three fundamental types of trustpersonal trust, expertise trust, and structural trust. Executives may persevere in relationships that are based on personal trust, no matter how exalted their leadership roles become. But such relationships are unlikely to remain static. They also probably won't provide the kinds of deep, often specialized knowledge leaders need. In circumstances where advisers' competence matters as much as their character, expertise trust--reliance on an adviser's ability in a specific subject--enters the picture. In organizations, leaders develop expertise trust by working closely with people who consistently demonstrate their mastery of particular subjects or processes. Structural trust refers to how roles and ambitions influence advisers' perspectives and candor. It shifts constantly as people rise through organizations. High-level structural trust can provide leaders with pure insight and information--but advisers in positions of the highest structural trust generally reside outside organizations. These advisers provide leaders with insights that their organizations cannot. High-performing leaders' most enduring--and most valuable--relationships are characterized by enormous levels of all three kinds of trust.     

The World Bank's innovation market

Large, tradition-bound organizations can make space for radical, low-cost (and therefore low-risk) innovations. Just ask executives at the World Bank. The story of this best practice begins in 1998, when a young new-products group at the international funding agency proposed holding an Innovation Marketplace to capture novel ideas within the Bank for alleviating poverty. The forum, which eventually was opened to external participants, let people informally present their antipoverty ideas to potential funding sources. Funders could move among hundreds of booths and evaluate proposals for, say, a program that would provide postdisaster reconstruction insurance in developing countries or a vaccination development initiative. The marketplace truncated the Bank's standard project-review processes, which often stretched to a year or more, and gave funders permission to make commitments in the tens of thousands of dollars, rather than in the tens of millions more typical of Bank-financed projects. The marketplace concept met with some skepticism at the beginning. Some senior executives at the Bank felt no group had the right to spend the agency's money without following its well-established resource allocations process. But the marketplace team believed an open process for allocating grants would produce more breakthrough ideas in the long run than a centralized one. In this article, the authors describe how the new-products team brainstormed to create a market for ideas, how it got senior management's support, and how it has expanded on the original concept for these innovation marketplaces. The program's success, they contend, offers hope both for the world's poor and for business leaders looking to find new ideas under the hard crust of corporate dogma, conformance, and bureaucracy.     

基于市场经济的诚信机制的构建路径探析

诚信的本质是一种诚实守信的道德观。市场经济的自发性和趋利性将导致非诚信行为产生,而市场运行的平等性又会促进诚信机制的完善。我国当前经济领域存在较严重的诚信缺失状况,其成因非常复杂,主要有体制不完善、政府职能缺位、信用管理制度和法律不健全、失信惩罚力度小等。必须通过建立有效的博弈规则,提高市场组织化程度,加强公民道德修养,强化法制建设等路径构建起有效的社会主义市场经济诚信机制。     

The costs of organization structure: Dispelling the myths of independent divisions and organization-wide decision making

For theoretical and methodological convenience, accountants often assume that the divisions of an organization are largely independent of one another and that divisional managers therefore can make decisions consistent with global optimality. Along with these assumptions, accountants have taken the structure of an organization as fixed and not changeable. This paper suggests a framework and method for assessing the costs resulting from non-independent divisions, as a component of organization productivity. Also offered is a methodology for changing the structure of organizations so that these hidden “conversion costs” first will be exposed and then can be managed for productivity improvements. Structural change thus becomes an alternative to designing elaborate information/control systems as a way of managing interdependency problems. Furthermore, as organizations are redesigned to make divisions more independent, accountants can concentrateon more intermediate matters, such as procedures for optimally determining joint-cost allocation and transfer prices, with minimal interference from the divisional structure of the organization.