摘要:

Restructuring among the international oil majors during 1980–92 involved simultaneous, system‐wide changes in strategies and structures dictated by the demands of a more competitive, unstable business environment, but triggered by declining profitability and motivated by the desire to increase shareholder returns. Restructuring involved transition from one strategy‐structure configuration, the ‘administrative planning model’, to another, the ‘market responsiveness model’. The multiple strategic and structural changes were linked by a unifying theme: the quest for efficiency in a turbulent environment. This quest presented the companies with a strategic dilemma ‐ reconciling economies of scale and scope with the benefits of flexibility; and a structural dilemma ‐ reconciling decentralization with coordination. This paper draws upon the experiences of the world's eight largest interna

ISSN:1045-3172    

DOI:10.1111/j.1467-8551.1996.tb00120.x

出版商:Blackwell Publishing Ltd    

年代:1996

数据来源: WILEY

摘要:

This article reviews the case for business schools becoming more seriously involved in teaching and research in the field of entrepreneurship and small business. It begins by reviewing some of the global pressures that underpin the need for management schools to devote more serious attention to these phenomena. It then argues the central case for a clear conceptual stance to be taken on the relationship between small business and entrepreneurship as a basis for core programme and pedagogical design. It finally reviews the key issues of change that will confront business schools wishing to move into this area under the three headings of: involvement with the community; teaching and research; and organization design.

ISSN:1045-3172    

DOI:10.1111/j.1467-8551.1996.tb00121.x

出版商:Blackwell Publishing Ltd    

年代:1996

数据来源: WILEY

摘要:

‘It's not a matter of emancipating truth from every system of power (which would be a chimera, for truth is already power), but of detaching the power of truth from the forms of hegemony, social, economic and cultural, within which it operates at the present time.’ (Foucault, 1984, pp. 74

ISSN:1045-3172    

DOI:10.1111/j.1467-8551.1996.tb00122.x

出版商:Blackwell Publishing Ltd    

年代:1996

数据来源: WILEY

摘要:

One interpretation of the concept of organizational legitimacy is that it stems from the cultural values of society, and suggests that businesses operate under a mandate that may be withdrawn if organizations are seen not to be doing the ‘right’ things. This suggests there is something in the nature of a principal‐agent relationship in existence, and that some form of accountability is then owed by the agent (the organization) to the principal (society). This paper seeks to investigate the nature of this accountability, distinguishing between the accountability which exists towards those elements of society with which an organization has a contractual relationship, and those where it does not. Adopting a pluralist stance, stakeholder theory is then used to illustrate the possible nature of both the form of legitimacy relationship extant, and of the accountability that the principal might expect of the

ISSN:1045-3172    

DOI:10.1111/j.1467-8551.1996.tb00123.x

出版商:Blackwell Publishing Ltd    

年代:1996

数据来源: WILEY