Journal of Management Development: Volume 25 Issue 6

The integrated competing values framework: its spatial configuration

Tricia Vilkinas, Greg Cartan

This study seeks to identify the spatial relationships between the managerial roles within the integrated competing values framework (ICVF). The study also aims to identify the…

Sustainable components of leadership effectiveness in organizational performance

Göran Svensson, Greg Wood

The objective is to describe a selection of sustainability components of leadership effectiveness in organizational performance.

HRM perspectives on addiction to technology and work

Gayle Porter, Nada K. Kakabadse

The aim of this study is an exploration of the behavioural addictions to work (workaholism) and to use of technology (technolophilia), particularly as they overlap in managers'…

Turning professionals into managers using multisource feedback

Tony van Rensburg, Geoffrey Prideaux

The research aims to examine the impact of a multisource feedback (MSF) program on a group of partners and other senior professionals in a professional service firm providing…

New model of job design: motivating employees' performance

Pooja Garg, Renu Rastogi

The paper aims to identify the key issues of job design research and practice to motivate employees' performance.

Management development: developing ethical corporate culture in three organisations

Michael W. Small

The purpose of this investigation was to look at three organisations (a naval shore establishment, a police academy, and a small, family‐owned engineering firm) and see to what…