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Process Perspective (process + perspective)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	66%

Selected Abstracts

Probing Predispositions: The Pragmatism of a Process Perspective

CHILD DEVELOPMENT PERSPECTIVES, Issue 2 2009
David S. Moore
Abstract, As J. P. Spencer et al. (2009) argue, the theories of some developmental psychologists continue to be nativistic, even though nativism is an inherently nondevelopmental school of thought. Psychologists interested in development study the emergence of human characteristics,including predispositions,and are not content to simply catalogue competences that characterize human newborns; instead, they recognize that all human characteristics, including those present at birth, reflect the circumstances of development. A truly developmental science of behavior requires rejecting the nativism,empiricism debate outright, abandoning ideas such as "core knowledge" and psychological "endowments," and adopting a process perspective that focuses on how traits emerge from the co-actions of biological and experiential factors. Unlike nativism, the process perspective advocated by J. P. Spencer et al. encourages research that can reveal the developmental origins of psychological characteristics of interest. [source]

Strategic decision-making: Process perspectives

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2006
Said Elbanna
This paper reviews the strategic decision-making process literature with respect to the synoptic formalism/political incrementalism debate. Procedural rationality is chosen as a representative of the synoptic formalism perspective; and both intuitive synthesis and political behaviour are employed as representatives of the political-incrementalism perspective. In this paper, the author discusses the theoretical underpinnings of these three process dimensions, as well as the key research efforts gathered together under each perspective. In conducting this review, a number of areas have been identified which could profitably be examined further, and a number of implications for managers will be highlighted and discussed. [source]

What about the workers?

INDUSTRIAL RELATIONS JOURNAL, Issue 1 2004
The expansion of higher education, the transformation of academic work
ABSTRACT This article assesses the impact of the profound changes that have taken place in the higher education sector on academic staff in the UK. The perceptions of staff about their work and employment are examined through evidence provided by a recent large-scale survey. The discussion draws on a labour process perspective. The article finds that the views of staff are far from homogeneous and not universally pessimistic. However, in general the morale and satisfaction of many teaching staff have been eroded by work intensification and that of research staff by the considerable insecurity created by casualised employment. Nonetheless resistance and resilience continues despite the commodifying pressures, and ,traditional' values remain strong. [source]

Understanding the implementation of software process improvement innovations in software organizations

INFORMATION SYSTEMS JOURNAL, Issue 1 2004
Karlheinz Kautz
Abstract., The development of software is a complex task frequently resulting in unfinished projects, project overruns and system failures. Software process improvement (SPI) approaches have been promoted as a promising remedy for this situation. The organizational implementation of such approaches is a crucial issue and attempts to introduce SPI into software organizations often fail. This paper presents a framework to understand, and subsequently successfully perform, the implementation of SPI innovations in software organizations. The framework consists of three perspectives on innovation: an individualist, a structuralist and an interactive process perspective. Applied to SPI, they emphasize different aspects of implementing SPI innovations. While the first focuses on leadership, champions and change agents, the second focuses on organization size, departmental and task differentiation and complexity, and the third perspective views the contents of the innovation, the social context and process of the implementation as related in an interactive process. We demonstrate the framework's applicability through two cases. We show that the three perspectives supplement each other and together provide a deeper understanding of the implementation process. Such understanding is crucial for the successful uptake of SPI approaches in software organizations. [source]

Communication about consumption: a family process perspective on ,green' consumer practices

JOURNAL OF CONSUMER BEHAVIOUR, Issue 6 2006
Alice Grønhøj
Family decision-making still constitutes a niche of consumer research. The preference towards using individualist approaches is even more prevalent in research on environmentally oriented consumer behaviour. However, many green consumer practices involve several family members, who may be able to exert significant influences on household subscription to these practices. The present study used qualitative research methods to examine family member interaction in relation to four topics: organic food, water and energy, waste and transport. Results show that peaceful as well as more conflict-ridden, day-to-day influences between family members are a common phenomenon, even when it comes to inconspicuous, everyday consumer behaviour. Copyright © 2006 John Wiley & Sons, Ltd. [source]

Understanding Market-Driving Behavior: The Role of Entrepreneurship

JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2008
Minet Schindehutte
In recent years, the marketing literature has placed significant emphasis on market-driving and proactive market-driven behavior within firms in attempts to reconceptualize the meaning of "market orientation." For their part, market-driving firms such as Starbucks, Amazon.com, Dell, and Southwest Airlines are demonstrating how business model innovation results in sustainable advantage and superior long-term performance in a wide range of industries. In this paper, we contend that market-driving behavior is distinct from a firm's market orientation, and instead is the essence of entrepreneurial action in the Schumpeterian "creative destruction" sense. It is further argued that the firm's entrepreneurial orientation interacts with other strategic orientations, in the process determining how they are manifested and, in some cases, whether they are manifested. Furthermore, entrepreneurial orientation plays a critical role in determining transitions among various strategic orientations over time. An integrative model illustrates the dynamics of the interface between marketing and entrepreneurship from both a content and process perspective. Two case studies illustrate how trajectories can be identified in the dominant strategic orientations within companies as they evolve. [source]

Managing the transition from bricks-and-mortar to clicks-and-mortar: a business process perspective

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2004
David Barnes
This paper reports from case study-based research that investigates the impact of the transition from bricks-and-mortar to clicks-and-mortar businesses on the management of core internal business processes. It has two main aims: firstly, to identify the business models for the processes of order fulfilment and delivery used in clicks-and-mortar e-businesses, and any organizational and environmental factors affecting these processes; secondly, to identify the main factors involved in the adoption and use of Internet-based ICTs for e-commerce in clicks-and-mortar e-businesses, and any organizational and environmental factors affecting adoption and use. Results from eight UK-based companies that have been changing from traditional bricks-and-mortar companies to clicks-and-mortar e-businesses are reported. Five main conclusions are drawn from a cross-case analysis: (1) increased integration in e-commerce business processes is inhibited by both technological and business barriers; (2) organizations display various and often confused motives for adopting e-commerce; (3) barriers to the increased adoption of e-commerce are not just technological, but also sociological and economic; (4) the adoption of e-commerce challenges existing supply network relationships; (5) the adoption of e-commerce is tending to automate rather than redesign existing business processes. A three-pronged approach to future research work in this under-researched area is recommended. This encompasses undertaking longitudinal case study research to track e-commerce developments over time, extending the range of cases to include other industry sectors (such as not for profits), and undertaking survey research across a large number of organizations, using quantitative methods, to test the generalizability of the findings from this research. Copyright © 2004 John Wiley & Sons, Ltd. [source]

Firm strategy, innovation and consumer demand: a market process approach

MANAGERIAL AND DECISION ECONOMICS, Issue 4-5 2001
Paul L. Robertson
Despite recent advances by economists such as Porter and those associated with the resource-based school, the economics of demand rarely features in discussions of business strategy. Porter and the resource-based school take the characteristics of demand as given, and place almost exclusive emphasis on the role of supply-side factors in formulating strategy. Scholars in strategic marketing, by contrast, recognize the importance of demand factors, but do not analyse them from an economic standpoint. Moreover, none of the important schools of strategic management attempts to explore the relationship between supply and demand in much analytical depth. In this paper, we adopt a market process approach to strategy formulation as a preliminary step towards rectifying these problems. First, we explore the factors that affect the economics of demand, particularly in innovative situations. Second, we adapt Lancaster's attribute analysis to show how the interaction between supply and demand can be represented from a market process perspective. On the basis of our efforts, we conclude that further work in these areas would benefit students of both strategic management and economics. Copyright © 2001 John Wiley & Sons, Ltd. [source]