Tag: Communication

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

Liu, Xiangmin and Batt, Rosemary (2010). How Supervisors Influence Performance: A Multilevel Study of Coaching and Group Management in Technology-Mediated Services. Articles & Chapters, Paper 347. Along with the increased emphasis on workplace learning, evidence also is accumulating that organizations are

Tagged with: , , , , , , ,

A little Creativity goes a long Way : An examination of teams’ engagement in creative process

Gilson, L. & C. Shalley. 2004. “A little Creativity goes a long Way : An examination of teams’ engagement in creative process”. Journal of Management 30(4) 453-470 Creative Processes Recently, this outcome based definition has been scrutinized by theorists who

Tagged with: , , , , , , , , ,

Shared influence at W. L. Gore & Associates

Manz, C. C., Shipper, F., & Stewart, G. L. (2009). Shared influence at W. L. Gore & Associates. Organizational Dynamics , 38 (3), 239-244. Facteurs influencant le leadership partagé Culture organisationnelle Promotion de liens interpersonnels forts Communications plus riches, favorisant

Tagged with: , , , , , , , ,

Leadership capacity in teams

Day, D. V., Gronn, P., & Salas, E. (2004). Leadership capacity in teams. The Leadership Quarterly , 857-880. Facteurs facilitant le leadership partagé Communications pour mieux saisir la réalité des autres membres de l’équipe Formation : le cross-training visant à

Tagged with: , , , ,

What makes a team effective or ineffective

Parker, G. M. (2006). What Makes a Team Effective or Ineffective. Dans Senge, Schein, Beckhard, Mirvis, Burke, Argyris, et al., Organization Development (pp. 656-680). San Francisco: Jossey-Bass Reader. Effective Team Team players are an essential part of each of the

Tagged with: , , , , , , , , , , , , , , , , , ,

The who, what and why of knowledge mapping

Wexler, M.  2001.  «The who, what and why of knowledge mapping».  Journal of Knowledge Management, Vol. 5, No 3, p. 249-263. The Knowledge Map (K-Map) is a guide, not a repository – Davenport and Prusak, 1998 The competitive advantage rests

Tagged with: , , , , , , , ,

Defining knowledge management activities: towards consensus

Lisa G.A. Beesley, Chris Cooper, 2008, Defining knowledge management (KM) activities: towards consensus, Journal of Knowledge Management, Vol.12, Issue: 3, pp. 48-62 Knowledge is a fundamental antecedent to innovation. Polanyi suggested the tacit (implicit)/explicit dichotomy: Tacit: knowledge that is intensely

Tagged with: , , , , , , , , , , , , , , ,

Guerre et Paix (extraits)

Napoléon Approuvait ou rejetait d’un hochement de tête les idées qui lui venaient Sans communiquer à ses lieutenants la marche secrète de ses pensées ne leur en faisait connaître que la conclusion sous forme d’ordre Cet ordre de bataille, conçu

Tagged with: , , , ,

Hitler : homme d’état, guerre et paix dans la balance.

Que pourrais-je souhaiter d’autre que la traquilité et la paix Hitler, 1935 La réponse à la question “comment résoudre le problème de Dantzig et du corridor ?” reste la même dans le grand public. Intégration au Reich? Oui. Par la

Tagged with: , , , , ,

Employee reactions to performance standards: A review and research propositions

BOBKO, P. & COLLELA, A. (1994). Employee reactions to performance standards: A review and research propositions. Personnel Psychology, vol. 47, p. 1-29. Performance standards should not replace other management tools but used in addition to foster job satisfaction and motivation,

Tagged with: , , , , , , , , , ,
Top