排序方式: 共有15条查询结果,搜索用时 10 毫秒
1.
Management research is increasingly using fiction as an insightful way to analyze complex organizational dynamics. Focusing on user appropriation of Knowledge Management Systems, we describe how we used the popular Astérix, a well-known French cartoon to better understand KMS appropriation. We came to use this approach in an action research project in a large French construction firm initially designed to help Chief Knowledge Officers address KMS non-use. After our first findings showed paradoxical cultural issues, and based on the idea that culture is central to sensemaking and appropriation, we used the notion of the cultural metaphor to help better understand the cultural aspects associated with KMS appropriation. These results contribute knowledge in three different areas. First, we underline the role of cultural metaphors in information systems appropriation. Second, we enrich the literature on the role of fiction in management by illustrating the role of cultural metaphors. Third, we report on how this can be used in an action research project to help better understand KMS appropriation issues, which has the potential of leading to practical managerial action. 相似文献
2.
Ewan Oiry 《International Journal of Training and Development》2009,13(2):111-123
Could enthusiasm for e‐learning be dampened because it is detrimental to the relationships between those undergoing e‐training and their direct managers or colleagues? Interviews conducted in four French banks provide material to explore this question. We see that e‐learning has increasingly been adopted because it goes beyond the role limitations imposed by traditional training formats. Initially, however, the uptake of e‐learning was hampered because it imposed a role on trainees which did not correspond to their socialization needs. The companies in question responded to this problem by proposing ‘blended learning’ (that is, alternate sessions of e‐learning and in class face‐to‐face sessions). Nevertheless, the development of e‐learning remains limited today partly because of the role conflict it creates in the workplace: should an employee engaged in e‐learning in his office workstation be considered ‘at work’ or ‘in training’? This role conflict is detrimental to the relationships between the e‐learners, their colleagues and the direct manager. Solutions offered by companies may address this particular problem, but all of these reduce the efficiency of e‐learning sessions, and thus contribute to limiting its future development. 相似文献
3.
Scottish Enterprise, the body being formed from the amalgamation of the Scottish Development Agency (SDA) and the Training Agency (TA), will become operational on 1st April 1991. Its likely impact has been considered elsewhere (for example Moore, 1989; Hayton, 1989; Danson et al, 1989). The purpose of this article is to look at progress in setting up the new organization and to consider the characteristics of those who will be directing the activities of the Scottish Enterprise “core” and of the 13 Local Enterprise Companies (LECs) that will be responsible for delivering a range of economic development and training services. 相似文献
4.
This paper explores a meta level question in process research: the implications of the move to a more market based mode of research now evident for the production of process knowledge. It first of all examines the implications for the changing organisation of process research. For example, there has been the emergence of a group of contract process researchers. These researchers may also form alliances with researchers from other disciplines within multidisciplinary teams. Second, it examines implications for the changing character of process knowledge in relation to criteria of internal and external validity. Different effects are evident at different stages at the research cycle, but it is argued that there is no inherent threat to concepts of validity. These trends are exemplified by a project on which the authors are currently engaged. The article concludes with a discussion about the possible future for process research. 相似文献
5.
This article explores the question of why the management of change has become an issue in the National Health Service (NHS). It reports the results of a study which explored reasons for variability in the observed rate and pace of strategic service change in the NHS. The metaphor of ‘receptive’ and ‘non‐receptive’ contexts for change is introduced and eight ‘signs and symptoms’ of receptivity outlined. Some examples are presented. These results give us a logic and language which may enable us to understand processes of change in the NHS. 相似文献
6.
7.
J.R. Bureau Adamantios Diamantopoulos Alan Buttery Ewan Macpherson Margaret Potts Andy Lowe 《Journal of Marketing Management》2013,29(2):193-203
MARKETING BUDGETING by Nigel Piercy (Croom Helm, 1986) 522 pages, £27.50 hb. ISBN 0–7099–2092‐X. STATISTICS FOR MARKETING by Leslie W. Rodger (McGraw‐Hill, London, 1984), 280 pages, £10.95. ISBN 0–07–084728–2. ANALYSIS FOR STRATEGIC MARKET DECISIONS by George S. Day (West Publishing Co., St. Paul, Minnesota, 1986), ISBN 0–314–85227–1. MARKETING FOR THE CONSTRUCTION INDUSTRY by Norman Fisher (Longman, Harlow, Essex, 1986), 270 pages, £19.95 HB. ISBN 0–582–503302. SOURCES OF UNOFFICIAL UK STATISTICS by David A. Mort and Leona Siddall (Gower Publishing Co., 1985), 457 pages, £45.00. ISBN 0–566–02620–1. HOTEL & FOOD SERVICE MARKETING by Francis Buttle (Holt, Rinehart and Winston, London, 1986) 406 pages, £9.95. ISBN 0–03–910682–9. POSITIONING: THE BATTLE FOR YOUR MIND by Al Ries and Jack Trout, first edition revised (McGraw‐Hill, New York, 1986), 213 pages, £17.95 hardcover. ISBN 0–07–065264–3. BUSINESS WARGAMES by Barrie G. James (Abacus Press, Tunbridge Wells, 1984), 254 pp., £14.95. ISBN 0–85626–441–5. 相似文献
8.
Abstract In the critical arena of public management and policy debates several schools currently try to make sense of governance structures and processes, although one has so far had the strongest impact in terms of academic and policy influence in particular in the United Kingdom: network governance. Network governance has been associated with Stakeholder Capitalism – as represented for instance by the European (usually German) social-democratic settlement – and as the direct opposite of the New Public Management (as the epitome instead of Shareholder Capitalism). In this essay it will be argued that the alleged novelty of the reforms being currently implemented under the aegis of the ‘modernization’ or (network) governance rhetoric (by the Blair government, for instance) must be questioned, since they are the direct inheritors of the NPM tradition. Through the development of a multiparadigmatic model of ethical and organization theories it will be shown that alternatives to network governance are not only thinkable but also (institutionally) practicable. 相似文献
9.
NICE evidence and National Service Frameworks may be increasingly legitimate, according to our research on the implementation of evidence-based medicine within British cardiac services. However, different professional conceptions of evidence still limited its diffusion, implementation of evidence-based medicine needed to be locally negotiated, and coronary heart disease ‘collaborative’ networks played a limited role in our case study. 相似文献
10.
Abstract This paper introduces a selection of papers on contemporary developments in public sector management which come from a research conference held in 2004. This paper starts by introducing the New Public Management (NPM) and governance paradigms as alternative high level approaches. Such approaches are well known in the UK and are also of international interest. It then considers whether there are further possible reform paradigms not captured by these rather State centric models. The paper then briefly introduces each of the papers selected from the Conference proceedings. These papers contribute to the literature on the NPM, on the NPM versus governance debate and also generate and apply novel theoretical perspectives. 相似文献