Management consulting.

Including a lengthy, comprehensive introduction, this important collection brings together some of the most influential papers that have contributed to our understanding of management consultancy work. The two-volume set encompasses the breadth of conceptual and empirical perspectives and explores those key ideas that have helped to advance our knowledge of this intriguing area. The volumes are divided into a series of thematic sections, affording the reader easy access to a great resource of information. Professors Clark and Avakian have written an original introduction which provides a comprehensive overview of the literature

Trusted operational scenarios - Trust building mechanisms and strategies for electronic marketplaces.

This document presents and describes the trusted operational scenarios, resulting from the research and work carried out in Seamless project. The report presents identified collaboration habits of small and medium enterprises with low e-skills, trust building mechanisms and issues as main enablers of online business relationships on the electronic marketplace, a questionnaire analysis of the level of trust acceptance and necessity of trust building mechanisms, a proposal for the development of different strategies for the different types of trust mechanisms and recommended actions for the SEAMLESS project or other B2B marketplaces.trust building mechanisms, trust, B2B networks, e-marketplaces

Competing and Learning in Global Value Chains - Firms’ Experiences in the Case of Uganda. A study of five export sub-sectors with reference to trade between Uganda and Europe

Executive Summary and Chapter 5: Presentation and discussion of main finding

Knowledge Sharing and the Psychological Contract: Managing Knowledge Workers across Different Stages of Employment

Purpose – An employee’s willingness to share knowledge may be contingent on whether the organization equitably fulfills its reward obligations. This paper seeks to examine how managers and organizations can be vehicles for managing psychological contract perceptions favoring knowledge sharing among current employees, newcomers, and applicants. Design/methodology/approach – The authors propose an integrative model to discuss psychological contract issues within each stage of employment and HRM initiatives that can encourage knowledge-sharing behaviors. Findings – The implicit psychological contracts that often influence knowledge worker attitudes for sharing knowledge are easy to overlook and challenging to manage. Managers must properly assess the nature of psychological contracts maintained by such workers so that knowledge-sharing messages address employees’ key motivators. Different psychological contracts exist at various stages of employment. Several prescriptions for effectively managing each type of psychological contract and reducing perceptions of PC breach were offered. Research limitations/implications – Empirical studies should seek to investigate whether different psychological contracts actually exist within a field setting. In addition, how workers move between transitional, transactional, balanced and relational psychological contracts should be empirically examined. Originality/value – The authors sought to better understand the different psychological contract perceptions of knowledge workers at various stages of employment, which has not been done to date. Such workers are keenly aware of the impact of their knowledge and effective management for sharing rather than hoarding becomes a critical success factor for knowledge-intensive organizations

The Ethical Dilemma of Information Asymmetry in Innovation: Reputation, Investors and Noise in the Innovation Channel.

A sufficient and steady stream of innovations is widely seen as a basis for healthy modern economies. Governments divert substantial resources from other purposes in society to increase innovation. Yet the failure rate among innovative SMEs is high, suggesting that resources are wasted. Avoiding such waste is a challenge for both governments and investors, but also raises a question for the innovative company, namely how to build and fund the\ud enterprise on an ethical basis. The dilemma of giving in to temptations to ‘cut corners’ clearly exists, for example to exploit the inevitable asymmetry of information arising in innovation and potentially deploy this in support of misleading claims about specific capabilities and/or the unjustified creation and exploitation of reputation. This is consistent with Olaf Fisscher’s finding that entrepreneurs starting new ventures tend to exhibit an inherent bias towards compromising their own values in order to succeed at any cost. When the innoSME’s aspirations are unrealistic or the proposed innovations are of marginal value, the ethical issues are broader and extend also to those who are potential financiers. Noting this as a gap in the ethics literature, we argue that the current situation fails to match economic and ethical ideals and that work is needed to develop tools which allow those who provide finance and support for innovation to target it more effectively at those who have a prospect of successfully launching genuine innovations and thus reduce the ‘noise’ in the innovation field

Hybrid organizations as a strategy for supporting new product development

Alliances between large, well-established corporations and highly creative small companies or consultancies can be an effective method for promoting innovation

Human Resource Reputation: Looking Good May Feel Good But Does It Add Value?

[Excerpt] Examples of human resource signals, such as these, abound. The critical questions are,do signals like these help create an organization asset, a good HR reputation, and does a good reputation add value? In other words, is a company\u27s HR reputation a valuable resource and source of competitive advantage (Barney, 1991)? Is it difficult to copy by its competitors? Does it favorably influence security analysts, stockholders’, applicants’, employees’, and customers’ views of the company? Or, is information about human resource activities discounted or dismissed altogether as nothing more than mere reflections of a facade having little impact on organizational success

Essential Micro-foundations for Contemporary Business Operations: Top Management Tangible Competencies, Relationship-based Business Networks and Environmental Sustainability

Although various studies have emphasized linkages between firm competencies, networks and sustainability at organizational level, the links between top management tangible competencies (e.g., contemporary relevant quantitative-focused education such as big data analytics and data-driven applications linked with the internet of things, relevant experience and analytical business applications), relationship-based business networks (RBNs) and environmental sustainability have not been well established at micro-level, and there is a literature gap in terms of investigating these relationships. This study examines these links based on the unique data collected from 175 top management representatives (chief executive officers and managing directors) working in food import and export firms headquartered in the UK and New Zealand. Our results from structural equation modelling indicate that top management tangible competencies (TMTCs) are the key determinants for building RBNs, mediating the correlation between TMTCs and environmental sustainability. Directly, the competencies also play a vital role towards environmental practices. The findings further depict that relationship-oriented firms perform better compared to those which focus less on such networks. Consequently, our findings provide a deeper understanding of the micro-foundations of environmental sustainability based on TMTCs rooted in the resource-based view and RBNs entrenched in the social network theory. We discuss the theoretical and practical implications of our findings, and we provide suggestions for future research