Category: Articles

A practitioner’s guide to nudging

Ly, Kim, Nina Mazar, Min Zhao, and Dilip Soman (2013) A practitioner’s guide to nudging. Rotman School of Management. While a significant change in economic outcome or incentives is not a nudge, a nudge may serve to highlight an economic

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Harness the Power of Frontline Supervisors to Turn HR Policies into Performance Gains

Voir How Supervisors Influence Performance: A Multilevel Study of Coaching and Group Management in Technology-Mediated Services One approach to creating a learning environment is to broaden the core responsibilities of frontline supervisors—beyond traditional duties of monitoring and administration to a set

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Alternative Approaches for Studying Shared and Distributed Leadership

Fitzsimons, D., K. T. James, et D. Denyer (2011). “Alternative approaches for studying shared and distributed leadership.” International Journal of Management Reviews 13: 313-328. Further, differing expectations and specialized expertise of knowledge workers in the post-industrial era may also contribute

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How Supervisors Influence Performance: A Multilevel Study of Coaching and Group Management in Technology-Mediated Services

Liu, Xiangmin and Rosemary Batt (2010). How Supervisors Influence Performance: A Multilevel Study of Coaching and Group Management in Technology-Mediated Services, Articles & Chapters. Paper 347. In response to evolving customer demands, many companies are adopting competitive strategies that emphasize innovation in products, processes, and

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Servant leadership: Development of a multidimensional measure and multi-level assessment

Liden, Robert C., Wayne, Sandy J., Zhao, Hao and Henderson, David (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership quarterly, Vol. 19, pp. 161-177. Introduction With confidence shaken in business leadership, interest has been increasing in

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Development of the servant leadership assessment instrument

Dennis, Robert S. and Mihai Bocarnea (2005). Development of the servant leadership assessment instrument. Leadership & Organization Development Journal, 26, 7/8, pp. 600-615. Transformational leadership shows leaders focused on the organization, and is insufficient to explain behavior that is altruistic in

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Complexity theory: the changing role of leadership

Keene, Angelique (2000),”Complexity theory: the changing role of leadership”, Industrial and Commercial Training, Vol. 32 Iss: 1 pp. 15 – 18 Businesses and the leaders of these businesses, are increasingly being bombarded with change at all levels. The pace of change relentlessly increases as

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The Chief Knowledge Officer’s role: Challenges and competencies

Guns, Bob (1998),”The Chief Knowledge Officer’s Role: Challenges and Competencies”, Journal of Knowledge Management, Vol. 1 Iss. 4, pp. 315 – 319 CKOs must convert knowledge into profit by leveraging the corporation’s intellectual assets. 2 dimensions: creating the corporation as a learning organization

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The Big Question for Performance Management: Why Do Managers Use Performance Information?

Moynihan, Donald P., Pandey, Sanjay K. (2010). The Big Question for PerformanceManagement: Why Do Managers Use Performance Information?, The Journal of Public Administration Research and Theory, March 2010, 18p. We propose a slightly different question, which we believe is another big

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Rediscovering performance management: systems, learning and integration

Brudan, A.(2010). Rediscovering performance management: systems, learning and integration, Measuring Business Excellence, Vol. 14, no. 1, pp. 109-123. Sources of tension in the field: The fragmented body of knowledge of performance management as a discipline Tension between the command and control

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