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Author:John A. Parnell
Data Source:[J].Journal of Applied Management Studies, 2000, Vol.9 (1), pp.33-54
Abstract:Researchers have not yet reached a broad consensus on the nature of the business strategy‐performance relationship and, specifically, the efficacy of combining competitive strategies. This paper examines empirical and anecdotal evidence that supports the notion that combinat...
Author:Zhiwei Zhu , Jerry A. Wallin , Robert A. Reber
Data Source:[J].Journal of Applied Management Studies, 2000, Vol.9 (1), pp.135-140
Abstract:This investigation demonstrates the usefulness of behaviour modification techniques in improving safety in the offshore oil drilling industry. It was conducted on three drilling rigs working in the Gulf of Mexico. Data were collected using one rig for control with interventions o...
Author:John A. Hoxmeier , Kenneth A. Kozar
Data Source:[J].Journal of Applied Management Studies, 2000, Vol.9 (2), pp.177-195
Abstract:The intent of this empirical study was to examine to what extent the use of group support systems (GSSs) in meetings modifies individual and group behaviour in subsequent manual meetings. Because meetings occupy a significant amount of organisational resources, yet are perceived ...
Author:Michael Quayle
Data Source:[J].Journal of Applied Management Studies, 2000, Vol.9 (1), pp.117-133
Abstract:This paper provides an overview of supplier development literature in a variety of sectors. The models that have emerged for supplier development and supplier associations are used as the basis of the development of smaller suppliers with a view to aiding economic development. Th...
Author:Jennifer Mills , Mathew Tsamenyi
Data Source:[J].Journal of Applied Management Studies, 2000, Vol.9 (2), pp.257-273
Abstract:Previous studies have investigated the accounting/marketing interface in industry and found the existence of cultural differences and a knowledge gap between the two groups of professionals. This paper contributes to this ongoing debate by focusing on the two groups at a broad pr...
Author:Robin S. Snell , Sandy S. K. Hui
Data Source:[J].Journal of Applied Management Studies, 2000, Vol.9 (2), pp.149-175
Abstract:A learning organisation (LO) is one that practises organisational learning (OL). Existing, multifaceted models of LOs reflect the diversity of perspectives on OL. Since underlying dimensions of Hong Kong Chinese culture differ from others where LO models have been developed, we d...
Author:Torben Juul Anderson
Data Source:[J].Journal of Applied Management Studies, 2000, Vol.9 (2), pp.235-255
Abstract:There is growing interest in real options theoretical perspectives to guide both capital budgeting and strategic decisions in dynamic environments. In contrast to the conventional use of discounted cash flows in capital budgeting and competitive analysis in strategy, a strategic ...
Author:Paul C. Nutt , Robert W. Backoff , Michael F. Hogan
Data Source:[J].Journal of Applied Management Studies, 2000, Vol.9 (1), pp.5-31
Abstract:The strategic management literature provides numerous examples of strategy but offers little guidance for leaders in a top management team to fashion the strategy and use it to prompt large-scale change. We propose such a methodology in this paper and field test it in a state dep...
Author:Filitz Tabak , Bharat A. Jain
Data Source:[J].Journal of Applied Management Studies, 2000, Vol.9 (2), pp.217-233
Abstract:This paper explores the impact of the organisational context on adoptions of new imaging technology in hospitals in the USA. Organisational context is conceptualised as encompassing top managers' perceptions of the hospital strategic style, hospital resource availability, and inf...
Author:Karen Rodham
Data Source:[J].Journal of Applied Management Studies, 2000, Vol.9 (1), pp.71-81
Abstract:A review of the literature shows that traditional approaches to the study of role have not managed to capture its dynamic nature. In fact, the tendency has been to focus on the more tangible outcomes of role, at the expense of the actual process of role. This paper argues th...

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