More success than meets the eye: a challenge to critiques of the MBA. Possibilities for critical management education?

Management education generally, and MBA programmes in particular, have been persistently criticized for failing to speak adequately to management practice. One response to such criticisms has been to suggest a wider consideration of critical management education (CME). Drawing on research findings from an empirical study of MBA learning, the article argues that MBA learning can be seen as more valuable to the manager in practice than critics contend. Moreover, the learning which is valued resonates with both a critical understanding of management and critical accounts of the role of management education, suggesting that a covert form of CME may already be operating. We argue that further building on this understanding provides the potential for a more prominent CME. Specifically, we propose that the experience brought to and lived within the MBA programme provides an opportunity for `problematizing' accepted ways of making sense of the world

Ethical Dilemmas In Management: An African Perspective

The modern workplace is composed of people with diverse backgrounds in terms of nationality, culture, religion, age, education and socioeconomic status. Each of these people enters the work with different values, goals, and perceptions of acceptable behaviours. The diverse background creates ethical challenges for individuals as well as managers. There are issues and decisions that are to be made by workers in the organization that have implications for their job security and salary, and success of the organization. Pressure may be on the workers to protect their own interests, sometimes at the risk of losing personal and corporate integrity. This paper attempts to evaluate ethical dilemmas and conflicts from an Africa perspective, bearing in mind different value systems between western and African nations

Constructing managerial manoeuvring space in contradictory contexts

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Good Governance: developing effective board-management relations in public and voluntary organizations

The research suggests that boards do make a number of important contributions to the organisations they serve. The nature of these contributions caries and is influenced by a variety of factors: for example the way the organisation is regulated; the history and culture of the organisation; the way board members are chosen; board member's skills and experience; the relationship with senior managers; and the way the governance function is managed

From "being there" to "being ... where?": relocating ethnography

Purpose: Expands recent discussions of research practice in organizational ethnography through engaging in a reflexive examination of the ethnographer’s situated identity work across different research spaces: academic, personal and the research site itself. Approach: Examines concerns with the traditional notion of ‘being there’ as it applies to ethnography in contemporary organization studies and, through a confessional account exploring my own experiences as a PhD student conducting ethnography, considers ‘being ... where’ using the analytic framework of situated identity work. Findings: Identifies both opportunities and challenges for organizational ethnographers facing the question of ‘being ... where?’ through highlighting the situated nature of researchers’ identity work in, across and between different (material and virtual) research spaces. Practical implications: Provides researchers with prompts to examine their own situated identity work, which may prove particularly useful for novice researchers and their supervisors, while also identifying the potential for incorporating these ideas within organizational ethnography more broadly. Value: Offers situated identity work as a means to provide renewed analytic vigour to the confessional genre whilst highlighting new opportunities for reflexive and critical ethnographic research practice

Realigning the manufacturing priorities of SMEs as a result of the 2008 UK economic downturn

This study provides consideration of the impact made by the uncertain business environment experienced in recent times in the UK on manufacturing priorities within its SME sector. This uncertainty centres on the economy’s volatility during the recessionary period from 2008 onwards. A consequence of this is a realignment of manufacturing priorities, initiated by senior management within in the sector, accounting for sectoral conditions and associated market response. The study is based on a mixed methods research strategy, comprising a survey of 104 UK-based manufacturing SMEs and 17 interviewees with senior employees from these participating organisations. The study contributes to existing knowledge by building upon existing theoretical constructs of manufacturing strategy, specific to the manufacturing sector, and establishing a realignment of associated priorities around cost, flexibility, delivery performance and quality

Using bricolage to facilitate emergent collectives in SMEs

Starting a new business is often done in a realm of improvisation if resources are scarce and the business horizon is far from clear. Strategic improvisation occurs when the design of novel activities unite. We conducted an investigation of so called ‘emergent collectives’ in the context of a small and medium-sized enterprise (SME). Emergent collectives are networks of information nodes with minimal central control and largely controlled by a protocol specification where people can add nodes to the network and have a social incentive to do so. We considered here emergent collectives around an enterprise resources planning (ERP) software and a customer relation management (CRM) software in two open source software (OSS) communities. We investigated how the use of bricolage in the context of a start-up microenterprise can facilitate the adoption of an information system (IS) based on emergent collectives. Bricolage is an improvisational approach that allows learning form concrete experience. In our case study we followed the inception of a new business initiative up to the implementation of an IS, during a period of two years. The case study covers both the usefulness of bricolage for strategic improvisation and for entrepreneurial activity in a knowledge-intensive new business. We adopted an interpretative research strategy and used participatory action research to conduct our inquiry. Our findings lead to the suggestion that emergent collectives can be moulded into a usable set of IS resources applicable in a microenterprise. However the success depends heavily on the ICT managerial and technological capabilities of the CEO and his individual commitment to the process of bricolage. Our findings also show that open ERP and CRM software are not passing delusions. These emergent collectives will not take over proprietary ERP and CRM software all of a sudden, but clearly the rules of the game are slowly changing due to the introduction of new business models. The study contributes to the research of OSS as emergent collectives, bricolage and IS adoption in SMEs

Union Participation in Strategic Decisions of Corporations

This paper reviews workforce participation in strategic decisions - those that affect the basic direction of the company - when workforce interests are represented collectively through unions. We consider the problem of corporate governance and review the rationale for what we term strategic partnerships' between management and labor. The paper describes the prevalence of such partnerships in the U.S., focusing on two institutions through which unions have engaged in discussion of strategic issues: negotiated union-management partnership agreements, and union representation on corporate boards. We offer detailed accounts of specific strategic partnerships and of union involvement on corporate boards, showing that unions face a range of challenges in constructing partnerships that extend possibilities for effective representations of workers' interests.

Strategic human resource management: insights from the international hotel industry

In the strategic human resource management (SHRM) field three approaches have dominated, namely, the universal or best-practice, best-fit or contingency and resource-based view (RBV). This study investigates evidence for the simultaneous or mixed adoption of these approaches by eight case study firms in the international hotel industry. Findings suggest there is considerable evidence of the combined use of the first two approaches but that the SHRM RBV approach was difficult to achieve by all companies. Overall, gaining differentiation through SHRM practices was found to be challenging due to specific industry forces. The study identifies that where companies derive some competitive advantage from their human resources and HRM practices they have closely aligned their managers’ expertise with their corporate market entry mode expertise and developed some distinctive, complex and integrated HRM interventions, which have a mutually reinforcing effect

Perspectives Note: The Enabling Environment for Capacity Development

The context matters for capacity development (CD). It sets the stage on which actors pursue their interests and agendas -- both of which are affected by change processes. And CD is change, in most cases producing winners and losers and reconfiguring the balance of influence and power in and between individuals, organizations and groups of organizations.This perspective paper -- one of five in a series prepared by the OECD/DAC as an input to preparation of the High-Level Forum on Aid Effectiveness in Busan in 2011 -- collects evidence about how the environment can be more or less enabling for CD, how actors can adapt to or influence the context they operate in, and what the implications are when country and development partners promote CD