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i-manager's Journal on Management (JMGT)

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THE ROLE OF COACHING IN ENHANCING EMPLOYEE PERFORMANCE
Strategies for Building Supply Chain Resilience and Sustainability Within Law Enforcement
Socioeconomic Effects of Village Loan Savings Initiatives on Empowering Rural Communities (A Case Study of the Impact of VlS Program in T/A Chimwala, Malawi.)
Measuring Customer Satisfaction of Hotel Industry in Bangladesh: A SERVQUAL and Structural Equation Model (SEM) Approach
Perceptions of Climate Change and Barriers to Adaptation along the Teesta River in Bangladesh.

Most Cited

Volume 1 Issue 2 September - November 2006

Article

Progressive Discipline Versus Summary Termination

Franklin Ramsoomair* , Lawrence Saunders**

*Associate Professor, School of Business And Economics, Wilfrid Laurier University,Waterloo, Ontario, Canada, N2L 3C5.

**Toronto, Ontario Canada.

Franklin Ramsoomair and Lawrence Saunders (2006). Progressive Discipline Versus Summary Termination. i-manager’s Journal on Management, 1(2), 7-20. https://doi.org/10.26634/jmgt.1.2.392

Abstract

Approaches to discipline and termination range from nurturing and progressive discipline, to dismissal. Managers need to adjust this view. They ought to have a strategy in place that is based on their company’s unique circumstances and that is supported by decision making that has the long term health of the company as the primary objective.

References

[1].Adizes, I. “Beyond Deadwood, Executive Excellence,” 22(1) (2005), 12

[2]. Ambrose M., Schminke M., “Organization Structure as a Moderator of the Relationship between Procedural Justice, Interactional Justice, Perceived Organizational Support, and Supervisory Trust,” Journal of Applied Psychology, 88(2). (2003), 295-305.

[4]. Bartram, T. “Small firms, big ideas: The adoption of human resource management in Australian small firms,” Asia Pacific Journal of Human Resources, 43, (2005), (1).

[5]. Berndt, E. R. (1998) “Workplace Performance Effects from Chronic Depression and its Treatment,” The Journal of Health Economics, 17, 1998, 511-535.

[6]. Collins, J. C. Good to Great, Harper Collins, New York,2001.

[7]. Deloitte Touche. Human Capital ROI Study: Creating Shareholder Value through People, 2002.

[8]. Dickson, J. (1989) Slaight Communications Inc. v. Davidson, 1 S.C.R. 1038 as cited in: Wallace v. United Grain Growers, Supreme Court of Canada, paragraph 92 from:http://www.canlii.org/ca/cas/scc/1997/1997scc94.html [Accessed 20 January 2006

[9]. Downey, G. “The art of dismissal,” Computing Canada. 29(1) 27, 2003.

[10]. Galt, V. “Seeking Your Next Star? Check the Mail Room. The Globe and Mail pp. B1, B6, Nov. 23, 2005.

[11]. Gomez P., Jones B. (2000) “Conventions: An interpretation of deep structure in organizations,” Organizational Science. 11(6), 2000, 696.

[12]. Hicks Morely “Employee Wrongfully Dismissed. Court Orders $500,000 in Punitive Damages for Discrimination Suffered. For the Record 8(6), 2005.

[13]. Johns, G. & Saks, A. Organizational Behaviour, Toronto Pearson Education Canada, 2001.

[14]. Karl, K. Hancock, Expert Advice on Employment Termination Practices: How Expert Is It? Public Personnel management 28(1), (1999), 51-62.

[15]. Klass, B., Brown, M., Heneman, H. “The Determinants of Organizations' Usage of Employee Dismissal: Evidence from Australia,” Journal of Labour Research 19(1), (1998),160

[16]. Koermer, C. (2005) “Service Provider Type as a Predictor of the Relationship between Sociality and Customer Satisfaction,” The Journal of Business Communication 42(3) (2005), 247, 261.

[17]. Kotey B., Slade P. Formal Human Resource Practices in Small Growing Firms,” Journal of Small Business Management, 43(1), (2005), 16 41.

[18]. Levitt H. (2005, July 13) “How to Win an Employment Suit: Strategies for Employers and Employees,” National Post. p .11, (July 13, 2005).

[19]. Muse, L., Rutherford, M., Oswald, S., Raymond, J. “Commitment to Employees: Does it Help or Hinder Small Business Performance?” Small Business Economics. 24(98), (2005).

[20]. Pfeffer, J., Viega, J. “Putting People First for Organizational Success,” The Academy of Management Executive 13(2), (1999), 37-48.

[21]. Smith, B. (2005) When to say you're fired: What successful organizations have in common with “The Donald”. Gallup management journal retrieved N o v e m b e r 2 2 2 0 0 5 f r o m : http://gmj.gallup.com/content/default.asp?ci=19660 [Accessed 24 January, 2006].

[22]. Thompson, A. A. & Strickland A. J.Crafting and executing strategy. New York: McGraw Hill, 2001.

[23]. Wolff, M. “In the Organization of the Future, Competitive Advantage Will lie with Inspired Employees.,” Research technology Management, 42(4), (1999), 2.

[24]. Wright, T. “What Every Manager Should know: Does Personality Help Drive Employee Motivation?” The Academy of Management Executive, 17(2), (2003), 131.

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Article

Intellectual Venture Capitalists: An Emerging Breed of Knowledge Entrepreneurs

Elias Carayannis* , Piero Formica**

*Dean, International Faculty of Entrepreneurship at the Emirates Centre for Entrepreneurship, Abu Dhabi.

**Professor of Technology, Innovation and Entrepreneurship, Department of Information Systems And Technology Management.

Elias Carayannis and Piero Formica (2006). Intellectual Venture Capitalists: An Emerging Breed of Knowledge Entrepreneurs. i-manager’s Journal on Management, 1(2), 21-26. https://doi.org/10.26634/jmgt.1.2.393

Abstract

This paper talks about the Intellectual Venture Capitalists: An Emerging Breed of Knowledge Entrepreneurs.

References

[1]. Carayannis, Elias G., (1993), 'Incrementalisme Strategique', Le Progrès Technique, Paris: France

[2]. Carayannis, Elias G. (1994), 'Gestion Strategique de l'Apprentissage Technologique', Le Progrès Technique, Paris: France

[4]. Carayannis, Elias G. and Jeffrey Alexander (1999), 'Winning by Co-opeting in Strategic Government- University-Industry (GUI) Partnerships: The Power of Complex, Dynamic Knowledge Networks', Journal of Technology Transfer, 24, 197-210.

[5]. Carayannis, Elias G. (2000), 'Investigation and Validation of Technological Learning versus Market Performance', International Journal of Technovation, 20, 389-400

[6]. Carayannis, Elias G. (2000a), The Strategic Management of Technological Learning: Learning to learn-how-to-learn in High Tech Firms and its Impact on the Strategic Management of Knowledge, Innovation and Creativity within and across Firms, IEEE/CRC Press, November

[7]. Carayannis, Elias and Todd Juneau, Co-Authors (2003a), Idea Makers and Idea Brokers in High- Technology Ent repreneur ship: Fee vs . Equi ty Compensation for Intellectual Venture Capitalists, Praeger Books / Greenwood Press, July

[8]. Carayannis, Elias G. and Edgar Gonzalez (2003b) 'Creativity and Innovation = Competitiveness? When, How, and Why', in Larisa V. Shavinina (ed.), The International Handbook on Innovation, Amsterdam: Pergamon, 587-606

[9]. Carayannis, Elias G. (2004), 'Measuring Intangibles: Managing Intangibles for Tangible Outcomes in Research and Innovation', International Journal of Nuclar Knowledge Management, 1

[10]. Carayannis, Elias G. and Maximilian von Zedtwitz (2005), 'Architecting GloCal (Global Local), Real-Virtual Incubator Networks (G-RVINs) as Catalysts and Accelerators of Entrepreneurship in Transitioning and Developing Economies', Technovation, 25, 95-110.

[11]. Carayannis, Elias G. et al (2005a), Technological Learning for Entrepreneurial Development (TL4ED) in the Knowledge Economy (KE): Case Studies and Lessons Learned, International Journal of Technovation, July

[12]. Carayannis, Elias (2005b), Smart Development Challenges and Opportunities: ICT and eDevelopment in the Knowledge Economy, Contract with Palgrave Macmillan Ltd, December

[13]. Carayannis Elias and Jeffrey Alexander, Co-Authors (2006a), Glocal Knowledge: Transatlantic Public- Private Partnerships for Research and Technology Development, Contract with Palgrave Macmillan Ltd, Submitted to the Publisher in April 2004, January

[14]. Carayannis, Elias G. and David F. J. Campbell (eds.) (2006b), Knowledge Creation, Diffusion and Use in Innovation Networks and Knowledge Clusters: A Comparative Systems Approach Across the United States, Europe and Asia, Westport, Connecticut: Praeger, January

[15]. Carayannis, Elias G. and Chris Ziemnowicz (eds.) (2006c), Re-discovering Schumpeter, London: MacMillan, March,

[16]. Formica, P (2003), Industry and Knowledge Clusters: Principles, Practices, Policy, Tartu University Press

[17]. Formica, P. (2005), “Knowledge Entrepreneurs: Leveraging Knowledge Clusters for Economic Development Based on Innovative Advantages”, ICIntellectual Capital Magazine, No.1

[18]. Prior, V. (2005), The Language of Business I n t e l l i g e n c e , 7 J u l y , http://www.scip.org/ci/languagebi.asp

[19]. Rubin, H (1998), The New Merchants of Light, Leader to Leader, No.10 Fall 1998

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Article

Knowledge Management – Investment or a Cost?

Mohamed Ibrahim*

*Higher Colleges of Technology, ADW, UAE.

Mohamed Ibrahim (2006). Knowledge Management - investment or a Cost? i-manager’s Journal on Management, 1(2), 27-34. https://doi.org/10.26634/jmgt.1.2.394

Abstract

This paper reviews the role of knowledge management (KM) in business and proposes a closer examination of its values and return on investment. The paper uses cases studies from the health industry to highlight the importance of KM in storing and sharing of knowledge to deliver a better outcome. While this may indicate a positive outlook of KM, the paper also discusses issues relating to theoretical foundation of the KM field and how this relates to the Information Systems, Information technology and other business process technologies. The paper suggests that although the challenges of implementing KM are considerable, so are the rewards. The growth of KM projects signals a growing conviction that managing institutional knowledge is crucial to business success and possibly business survival.

References

[1]. Arthur, Brian. Increasing Returns and Path Dependence in the Economy, University of Michigan Press, 1994.

[2]. Britton, Manasco - KCG the knowledge group, 2000

[4]. Davenport, Thomas H. and Laurence Prusak. Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, 1998.

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[6]. Goldratt Eliyahu, The Goal, the North River Press Publishing Corporation, 1986. G i g a I n f o r m a t i o n G r o u p - http://itresearch.forbes.com/detail/ORG/903818304_68. html

[7]. Koulopoulos, Thomas M., Spinello, Richard A. and Wayne Toms. Corporate Instinct: Building a Knowing Enterprise for the 21st Century, Van Nostrand Reinhold, 1997.

[8] Leonard-Barton, Dorothy. Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation, Harvard Business School Press, 1995.

[9]. Malhorta, Yogesh. 1999). Knowledge Management for the New World of Business, in Asian Strategy Leadership Institute Review, vol. 6, 1998.

[10]. Nonaka, Ikujiro and Hirotaka Takeuchi. The Knowledge-Creating Company, Oxford University Press, 1995.

[11].NHS Annual Report 1999/2000, UK

[12].O'Brien C. Cambouropoulos P. Source British Journal of General Practice. 50(455):489-90, 2000 Jun.

[13].Peters, Tom. The Circle of Innovation: You Can't Shrink Your Way to Greatness, 1999

[14]. Seely-Brown John, in "The Human Factor," Information Strategy, Dec 1996-Jan 1997

[15]. Senge, Peter M. The Leader's New Work: Building Learning Organizations: Sloan Management Review, Fall 1990, Vol 32(1)

[16]. Stewart, Thomas A. Intellectual Capital: The New Wealth of Organizations (Currency/Doubleday, 1997)

[17]. Stephen Denning, Program Director. Knowledge Management, World Bank, Washington D.C. 2000

[18]. Strassmann, Paul. The Squandered Computer, Economic Press, 1997.

[19]. Stuart, Anne. Elusive Assets, CIO, Nov. 15, 1995

[20]. Stuart, Anne. 5 Uneasy pieces, CIO, June 1, 1996

[21]. Wolfensohn, James. Announcement at the Annual Meeting of the World Bank 1996 October 1, 1996.

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Article

From Making a Living to Making a Life - Leadership Development Revisited

Thomas Mengel*

*PMP, Associate Professor, Renaissance College, University of New Brunswick.

Thomas Mengel (2006). From Making a Living to Making a Life - Leadership Development Revisited. i-manager’s Journal on Management, 1(2), 35-41. https://doi.org/10.26634/jmgt.1.2.395

Abstract

“Never mistake knowledge for wisdom. One helps you make a living; the other helps you make a life.” (Sandra Carey).

In spite of our increasing knowledge and the effort we put into leadership development, we seem to fail at an astonishing rate. We appear to make a living by continuously creating new problems when solving others. Complexity of life and uncertainty of our future call for making a life by wisely accepting our ignorance without loosing confidence in what we do know. This article suggests a new approach to leadership development based on a three-dimensional model of knowledge and human intelligence.

We perceive ourselves to live in a knowledge society which requires us to acquire knowledge in order to be able to solve the problems ahead of us and in order to make a living. We learn how and when to use which tools and how to apply them to given problems. However, we still seem to fail at an astonishing rate, given the increasing amount of knowledge that has been collected. We seem to make a living by continuously creating new problems while solving others. Complexity of life appears to go beyond the problem-solving knowledge we tend to apply. Uncertainty of our future calls for making a life by wisely accepting our ignorance without loosing confidence in what we do know and to act accordingly.

This article suggests a change of approach to leadership development away from the focus on more expertise and management knowledge to the ability to discover meaning in what we do and to jointly create a meaningful future. This will be based on a three-dimensional approach to knowledge and human intelligence.

References

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Research Paper

Managing People Through Change: An HR Issue That Concerns Managers

Deb Sircar*

*Lecturer in Business &Management ,Aberdeen Business School.

Deb Sircar (2006). Managing People Through Change: An Hr Issue That Concerns Managers. i-manager’s Journal on Management, 1(2), 42-49. https://doi.org/10.26634/jmgt.1.2.396

Abstract

It is argued that individuals resist change. However, external change drivers in the business environment continuously influence internal organisational change. This change often disrupts the performance of individuals. Therefore, there should be an internal change management programme in place to ensure that change is managed in such a way that it does not affect individuals adversely. This study observes that there is a requirement for a conceptual framework in this area of change which is responsive to individual needs. Therefore, attention is to be given to the micro level of change rather than organisations viewing change as a single event.

References

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Research Paper

Observations on Human Resource Management and Development in Transition Economies – The Case of Kazakhstan

Patrick Kim Cheng Low* , Robert W. Robertson**

*Director, Graduate Business Studies at Saint Leo, University ,Florida.

**Associate Dean ,Bang College of Business ,Kazakhstan Institute of Management

Patrick Low Kim Cheng and Robert W. Robertson (2006). Observations On Human Resource Management And Development In Transition Economies - The Case of Kazakhstan. i-manager’s Journal on Management, 1(2), 50-56. https://doi.org/10.26634/jmgt.1.2.397

Abstract

The quality of business leaders, managers, visionary entrepreneurs and the work force can greatly contribute to economic growth and the development of transition economies. In this paper, the writers highlight the importance and benefits of training, the right or proper training and overall human resource management in the former Soviet Union with particular reference to the Republic of Kazakhstan.

References

[1]. AACS8: The Association to Advance Collegiate Schools of Business {2005) Why Management Education Matfers, AACSB International USA.

[2]. Coates, J. F., Jarrett, J. and Mahafffe, J. 8. {1991) Seven Critical Forces Reshaping the World, Bethesda M,D,, World Future Society Bookstore.

[3]. Dover, J. {2005) 'Entrepreneurship & Kazakhstan: Observations by A Fulbright Scholar', Caspian Buslness NewsDlgest, December 2005, p. 8.

[4]. Kunkhozhayeva, D.; 8ergeneva, Azhar and Low Kim Cheng, Patrick {2005) 'The Internship Edge, Quality Business Education & the Millennium Jobseeker', Journal of Higher Education of Kazakhstan, July, No.3/ 2005, pp, 34 39.

[5]. Low Kim Cheng, Patrick {2005) Tra/nlng Success, The Chartered Financial Analyst Institute India: ICFAI University Press, India,

[6]. Low Kim Cheng, Patrick {2005a) 'Diversity and the Local's Acceptance of Foreigners: A Kazakhstan Perspective', The iotaian Journal of Organizaflonal Behav/or {http://www.icfaipress~org.effective.asp) Submitted in September 2005 (Accepted).

[7]. Low Kim Cheng, Patrick {2002) Strategic Customer Management, BusinesscRAFTConsultancy Singapore.

[8]. Low Kim Cheng, Patrick and 8ergeneva, Azhar {2005) `Successful Organization of Students' Internships for Maximum Results', Organization of Students' Internship in the State Bodies, the international and Nongovernmental Organlzatlons: Results and Prospects of Improvement, KIMEP Conference Organized by CoHege of Social Sciences, October 28, 2005, Almaty, Kazakhstan,

[9]. Low Kim Cheng, Patrick and Dover, James (2005) 'Empowerment: the Key to Business Development', Caspian BuslnessNewsDigest, December 2005, p. 9 ,

[l0]. LOW Kim Cheng, Patrick and Robert W. Robertson (2005) 'Human Resource Management in Transition Economies', Caspian Buslness News Dlgest, December 2005, p. 8.

[11]. Low Kim Cheng, Patrick and Tai, Simon (2005) 'Business Education as A Change Agent and As An Input for Development in Transition Economies', Flfth Annual KIMEP Internatlonal Research Conference, Almaty, 6 - 8 October 2005.

[12]. Mandy, R.W & Noe, R.M. {2005) Human Resource Management, Peorson Prentice HoIl, USA.

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Research Paper

Human Resource Strategy: Introducing A New Management Typology to Make Change Stick

Michael J.R. Butler*

*Lecturer, in Management ,Aston Business school,Aston university ,Birmingham,UK

Michael J.R. Butler (2006). Human Resource Strategy: Introducing a New Management Typology to Make Change Stick. i-manager’s Journal on Management, 1(2), 57-69. https://doi.org/10.26634/jmgt.1.2.398

Abstract

I maintain that ideas are events. It is more difficult to make them interesting I know, but if you fail the style is at fault. (Gustave Flaubert: Letter to Louise Colet) (15 January 1853)
Human resource management (HRM) is now being seen as a strategic activity. This recognises that change processes must include the management of human resources as part of an integrated approach to strategy. Without also linking management development and business strategy, change will not stick and organisations will not develop. Contributing to the debate about integrating HR and other strategies, including linking management development and business strategy, this paper develops a new Generic Management Typology of co-existing management philosophies in order to help change agents diagnose the culture of an organisation and to modify that culture. The typology is derived from reflecting on research about the global transformation of public service organisations over the last twenty-five years.

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*Associate Professor, School of Business And Economics, Wilfrid Laurier University,Waterloo, Ontario, Canada, N2L 3C5.

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*Dean, International Faculty of Entrepreneurship at the Emirates Centre for Entrepreneurship, Abu Dhabi.

**Professor of Technology, Innovation and Entrepreneurship, Department of Information Systems And Technology Management.

*Director, Graduate Business Studies at Saint Leo, University ,Florida.

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