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Specific Practices (specific + practice)

Distribution by Scientific Domains

Humanities and Social Sciences	50%
Business, Economics, Finance and Accounting	50%

Selected Abstracts

How ABN AMRO and other international banks are succeeding in Romania

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 1 2007
Roxana Wright
The dynamic financial environment of Central and Eastern Europe allows for a clear determination of "best practices" in the banking industry through analysis of common patterns in banking and finance. We explain the specific practices that have led to successful adaptation on the part of international banks like ABN AMRO in Romania and to Romanian financial markets. In general, we have found, through a series of case studies designed to assess best practices, that the best performing strategies are those which are based upon "distributed decision making," allowing for decisive action and rapid organizational learning at the local level. In order for rapid organizational learning to take place, efficient business relationships are critical to the firm's functioning. In addition, the firm must develop a substantial diversity in both its internal and external networks. © 2007 Wiley Periodicals, Inc. [source]

Witnessing and the Medical Gaze: How Medical Students Learn to See at a Free Clinic for the Homeless

MEDICAL ANTHROPOLOGY QUARTERLY, Issue 3 2000
Beverly Ann Davenport
This article analyzes doctor-patient communication as it is taught to medical students in a student-run free clinic for the homeless. Moving beyond Foucault's concept of the medical gaze, it incorporates Byron Good's theorizing about the soteriological aspects of medicine and medical education as well as aspects of practice theory as illuminated by Anthony Giddens. Ethnographic examples illustrate the necessary tension between objectification and subject-making that exists in the specific practices engaged in by both students and preceptors at the clinic site. [doctor-patient communication, medical education, homelessness, Foucault, practice theory] [source]

Situated Knowledge and Learning in Dispersed Teams

BRITISH JOURNAL OF MANAGEMENT, Issue S2 2002
Deborah Sole
This qualitative field study explores how geographically dispersed teams learn and accomplish challenging work by drawing on knowledge situated in the multiple physical locales they span. We propose the construct of situated knowledge as important for understanding the learning process in dispersed teams. Data collected on seven development projects, each spanning multiple sites, reveal that situated knowledge is at the same time a valuable resource and a source of communication difficulty for dispersed teams. We find that, because their members understand and participate in locale,specific practices, dispersed teams can easily access and use unique locale,specific knowledge resources to resolve problems that arise in those same locales. However, when dispersed teams need knowledge situated at a site other than where the problem occurred, they must first recognize and adjust for locale,specific practices within which that knowledge is embedded before they can use it. The paper reports on analyses of 44 learning episodes that involved identifying and engaging situated knowledge, and draws from these data to identify implications for research and practice. [source]

Environmental strategy and low waste operations: exploring complementarities

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 2 2010
Dayna Simpson
Abstract Organizations require guidance on the most effective functional areas in which to invest in order to improve and sustain environmental performance. As managerial practices progress from concerns with compliance towards practices seeking competitive advantage, more theory is needed regarding the manner in which corporate strategy and operational practices influence environmental performance. This research considers the potential for previously under-researched complementarities between strategy and operations and the bridging role of environmentally specific practices such as the use of environmental experts as determinants of environmental performance. Using a sample of manufacturing firms, this study explores the relative contribution to environmental performance of strategic intentions, core operational practices such as data and quality management and environmentally specific practices that link strategy to operations. The most significant influence on environmental performance was found to be environmental expertise , which creates a bridge between strategy and operations , and information-intensive practices such as quality and data management. Strategic intentions or core operational practices in isolation were not considered sufficient support to successfully maintain or improve environmental performance. This research provides a contribution to our understanding of interactions between those functions that have the greatest influence on environmental performance management in manufacturing firms. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment. [source]