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Management Field (management + field)
Selected AbstractsTrope Control: The Costs and Benefits of Metaphor Unreliability in the Description of Empirical Phenomena,BRITISH JOURNAL OF MANAGEMENT, Issue 2 2004John Ramsay The process of communicating and interpreting the meaning of metaphors in business writing is deeply unreliable. This stems from the structure of metaphors in which some of the characteristics of a source domain are transferred to a target domain. The precise selection of characteristics is made by the reader rather than the author of the metaphor, thus creating uncertainty of meaning. Although there are some benefits stemming from the inherent ambiguity of metaphor, the unreliability of the trope not only makes it impossible to choose between competing metaphors, but may distort our view of reality and thus lead to poor management decision-making. Moreover, the unreliability of the interpretation process is so pronounced that some authors have attempted to reject the use of metaphor entirely. However, this paper argues that although it is impossible to avoid employing metaphor, contrary to the conventional wisdom in this subject area, it is possible to improve meaning reliability. Drawing on linguistic theory to explain the recommendations, and illustrative examples from business literature and practice, the papers offers several recommendations for so doing that may be applied throughout the Business and Management field. [source] Evaluating qualitative management research: Towards a contingent criteriologyINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 3 2006Phil Johnson The term qualitative management research embraces an array of non-statistical research practices. Here it is argued that this diversity is an outcome of competing philosophical assumptions which produce distinctive research perspectives and legitimate the appropriation of different sets of evaluation criteria. Some confusion can arise when evaluation criteria constituted by particular philosophical conventions are universally applied to this heterogeneous management field. In order to avoid such misappropriation, this paper presents a first step towards a contingent criteriology located in a metatheoretical analysis of three modes of qualitative management research which are compared with the positivist mainstream to elaborate different forms of evaluation. It is argued that once armed with criteria that vary accordingly, evaluation can reflexively focus upon the extent to which any management research consistently embraces the particular methodological principles that are sanctioned by its a priori philosophical commitments. [source] Smart Labels for Waste and Resource ManagementJOURNAL OF INDUSTRIAL ECOLOGY, Issue 2 2008An Integrated Assessment Summary This article explores the potential of RFID (radio frequency identification device) for improving the current waste and resource management system in Switzerland. It presents the following three possible options for utilizing RFID tags to support waste management processes: "at source automation" (using a "smart" trash can), "end of pipe I" (combination of the current system with an additional separation of recyclables before incineration), and "end of pipe II" (replacement of the current recycling infrastructure by sorting at the incineration plant). These options tackle the waste and resource management chain during different processes (i.e., waste generation, waste separation, and treatment). Based on an MFA (material flow analysis), we performed a multicriteria assessment of these options with experts from the waste management sector. The assessment of ten experts in the waste management field regarding the proposed options for batteries and electrical appliances showed that, from an ecological perspective, the implementation of RFID in waste management would be desirable and would lead to an improvement in the current recycling rate in Switzerland for the goods studied. From an economic perspective, new investments would be required in the range of 1 to 5 times the maintenance costs of the current separate collection system. From a social perspective, the utilization of RFID tags in the waste management process was ambiguous. In particular, the end of pipe II option would, on the one hand, significantly improve convenience for consumers. On the other hand, experts see privacy and, what is more, social responsibility as being under threat. The experts considered the ecological and social aspects to be more relevant than the economic ones, preferring the end of pipe I option over the other options and the status quo. [source] The Influence of a Structurationist View on Strategic Management Research*JOURNAL OF MANAGEMENT STUDIES, Issue 2 2004Marlei Pozzebon ABSTRACT In this article, strategic management research using structuration theory from 1995 to 2000 is reviewed. I describe and analyse the theoretical articulations adopted to make sense of strategy using a structurationist view. I found that, instead of being applied as the sole theoretical foundation, Giddens' propositions have been incorporated into other perspectives, the effects of which should be known by researchers looking for theoretical frameworks that avoid dichotomist thinking. The paper draws on the effects that structurationist arguments may produce regarding classical oppositions such as micro/macro and voluntarist/determinist. Its main contribution is to show how theoretical complementarities using structuration theory are promising avenues of research in the strategic management field. It also suggests that, although other alternatives of avoiding dichotomist logic exist, making a choice among them is more a question of ontological affinity than of making the ,better choice' among competing accounts. There are several routes to advance the understanding of the possibilities of human choice. [source] Social Exchange in Work Settings: Content, Process, and Mixed ModelsMANAGEMENT AND ORGANIZATION REVIEW, Issue 3 2009Lynn M. Shore abstract Social exchange theory has provided the dominant basis for understanding exchange relationships in organizational settings. Despite its predominance within the management field, there are a number of unaddressed issues. This special issue seeks to further social exchange research in work settings. We differentiate social from economic exchange and highlight the moderating role of cultural and individual differences in explaining the outcomes associated with social exchange relationships. We introduce the ideas of content, process, and mixed models of exchange to reflect the different emphases given to the amount and type of resources exchanged, the quality of the relationship, and a combination of both. The five papers in this special issue illustrate these models. We discuss the applicability of social exchange theory across cultural contexts and present suggestions for future research. [source] Blowing hot and cold on project managementPROJECT MANAGEMENT JOURNAL, Issue 3 2010Christophe N. Bredillet Abstract The purpose of this article is to suggest a possible "meta" approach of the project management field,the unit of analysis,respectful of the various perspectives in existence, while providing an integrative ontological and epistemological framework. In order to do so, I first suggest what could be perceived as being the state of the field and its main constituting "school of thoughts." Then I open the debate on what could be the ontological and epistemological perspectives enabling us to better take into account the diversity we face in considering the richness of the field. Based on these developments, I propose to address project management as a complex integrative knowledge field, which eventually will lead us to consider "modeling,developing specific convention,to do ingeniously" as acting and learning mode in the management of projects. [source] Project management improvement efforts,creating project management value by uniqueness or mainstream thinking?PROJECT MANAGEMENT JOURNAL, Issue 1 2009Erling S. Andersen Abstract This paper presents a research study that is part of the large international Project Management Institute (PMI),sponsored research project the "Value of Project Management." Three case studies have been conducted on Norwegian enterprises. This article focuses on how enterprises improve project management and presents the improvement efforts and the stated reasons behind them. There are striking similarities as to the prioritized ways the enterprises have chosen to make improvements: use of a rather standardized model for project work and internal schooling activities. The enterprises all explain their efforts as internally driven, even if some consultancy assistance was used. This article discusses three drivers behind the improvement efforts: an economic perspective, a new institutionalism perspective, and an innovation perspective. This article identifies indicators pointing to all drivers and helps us understand why and how enterprises are improving project management. The importance of research on the practice of the most capable enterprises within the project management field is acknowledged. [source] Impact of organizational and project factors on acceptance and usage of project management software and perceived project successPROJECT MANAGEMENT JOURNAL, Issue 2 2008Abdullah Saeed Bani Ali Abstract This study surveyed 497 participants to determine the factors that affect project professionals' acceptance of project management software and the perceived impact of software usage on their performance. The study finds that greater information quality and higher project complexity are the dominant factors explaining higher levels of system utilization, that greater system functionality and ease of use have a significant positive relationship with increased software usage, and that a strong positive relationship exists between higher usage of project management software and perceived project managers' improved performance. Inconsistent with prior research, more training was not found to be associated with project management software usage. The study explains more than 40% of the variation in project management software acceptance and adds project management software usage to project success factors by empirically confirming for the first time that project management software enhances project professionals' perceived performance and provides a positive impact on the results of their projects. The study provides practical implications for project professionals, their organizations, senior management, decision makers, software developers, and vendors. These findings support the call for further research that investigates the diffusion of information technologies in the project management field and their impact on project success and competitive position. [source] Towards a Methodology for Developing Evidence-Informed Management Knowledge by Means of Systematic ReviewBRITISH JOURNAL OF MANAGEMENT, Issue 3 2003David Tranfield Undertaking a review of the literature is an important part of any research project. The researcher both maps and assesses the relevant intellectual territory in order to specify a research question which will further develop the knowledge base. However, traditional ,narrative' reviews frequently lack thoroughness, and in many cases are not undertaken as genuine pieces of investigatory science. Consequently they can lack a means for making sense of what the collection of studies is saying. These reviews can be biased by the researcher and often lack rigour. Furthermore, the use of reviews of the available evidence to provide insights and guidance for intervention into operational needs of practitioners and policymakers has largely been of secondary importance. For practitioners, making sense of a mass of often-contradictory evidence has become progressively harder. The quality of evidence underpinning decision-making and action has been questioned, for inadequate or incomplete evidence seriously impedes policy formulation and implementation. In exploring ways in which evidence-informed management reviews might be achieved, the authors evaluate the process of systematic review used in the medical sciences. Over the last fifteen years, medical science has attempted to improve the review process by synthesizing research in a systematic, transparent, and reproducible manner with the twin aims of enhancing the knowledge base and informing policymaking and practice. This paper evaluates the extent to which the process of systematic review can be applied to the management field in order to produce a reliable knowledge stock and enhanced practice by developing context-sensitive research. The paper highlights the challenges in developing an appropriate methodology. [source] Project management in instructional design: ADDIE is not enoughBRITISH JOURNAL OF EDUCATIONAL TECHNOLOGY, Issue 5 2010Shahron Williams Van Rooij In the digital age, instructional designers must possess both a sound instructional design knowledge base and solid project management skills that will enable them to complete courseware projects on time, on budget and in conformance with client expectations. Project management skills include the ability to apply repeatable processes, along with interpersonal skills such as communication and leadership skills. However, courses in project management are often absent from the higher education instructional design curriculum, creating a gap between what is learned in instructional design programmes and real-world practice. In this paper, the author draws on the education and project management fields to examine this gap. The author argues that the gap between instructional design project management models and how instructional design practitioners view project management is a consequence of the divergent perspectives of higher education subcultures and the extent to which those subcultures are likely to embrace cross-disciplinary subjects such as project management. The author proposes some research and advocacy opportunities for closing the gap between instructional design education and practice. [source] | ||||||||||||||||||||||