Management Decision: Volume 38 Issue 5

Interpreting corporate transformation through failure

Marie L. Thorne

Defines and evaluates transformation, and examines why transformation efforts can fail. Provides a case study, describing the context, strategy and change processes. Finally…

Managers as kings: Shakespeare on modern leadership

Michael Egan

Discusses Shakespeare’s Chronicles and their links to organizational behaviour. Highlights lessons from history for those seeking to exercise power successfully and manage both…

Social entrepreneurship – a new look at the people and the potential

John Thompson, Geoff Alvy, Ann Lees

Considers the crucial role of private sector social entrepreneurship in the context of a state welfare system stretched beyond its means. Defines social entrepreneurship, recounts…

Rumour and gossip in organisations: a conceptual study

Grant Michelson, Suchitra Mouly

Explores the issue of rumour and gossip in organisations. Given that rumour and gossip can break the harmony of the workplace unless well managed, it is rather surprising that…

SAP‐LAP models of inquiry

Sushil

Inquiry into managerial situations, problems and issues is needed very often. A mode of inquiry using situation‐actor‐process (SAP)‐ learning‐action‐performance (LAP) (SAP‐LAP…

Legal sector marketing: a contested case

Angela Vickerstaff

Research over the last decade has resulted in a clearer conceptualisation of marketing orientation which has subsequently enabled its measurement within firms. Looks at the…

Strategies for avoiding the micro management trap

Robert F. Wright

In the highly competitive business world of today, many managers have a tendency to micro manage their field sales employees. These managers have good intentions of trying to help…