New paradigm organizations: From total quality to learning to world-class

Hodgetts, Richard M.; Luthans, Fred; Lee, Sang M.

doi:10.1016/0090-2616(94)90044-2

Cited by 65 publications

(40 citation statements)

References 7 publications

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“…The directors start the channelling of the change by communicating this vision to the members of the organization (Barczak et al 1987). It is very important that the vision is elaborated and shared by everybody in order to facilitate the creation of personal commitment with the objectives of the organization (Hodgetts et al 1994;Nonaka and Takeuchi 1995;Smith 1994) and the reorientation of individual thoughts and behaviours towards collective compromises (Nonaka and Takeuchi 1995;Schneider and Goldwasser 1998;Senge 1990;Watkins and Marsik 1993;Wick and Leon 1995). There is a wide range of literature about studies of the role of management systems in the succession plan of family businesses (Dyck et al 2002;Lee et al 2003;Morris et al 1997).…”

Section: Objectives' Definitionmentioning

confidence: 96%

Succession in family firms from a multistaged perspective

Val

2008

Int Entrep Manag J

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Succession in family-owned businesses has been revealed to be a multistaged phenomenon with trigger events distinguishing one stage from the other. Our aim is to apply change management theory to this process to improve our understanding and to identify the key factors that should be taken into account when implementing it. To achieve this goal, we will review the existing literature about organizational change and will adapt it to succession in family firms. We will end with a case study, concluding that a good succession process is not the one which avoids conflict, but the one which successfully manages it.

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Section: Objectives' Definitionmentioning

confidence: 96%

Succession in family firms from a multistaged perspective

Val

2008

Int Entrep Manag J

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“…Therefore the needs of one faculty, however pressing and important, may not win out over the political pressures of keeping all faculties tied into institution wide processes and policies. Hodgetts et al (1994) argue that a distinctive characteristic of`world-class' organizations is that they continuously improve what they do. For as Drucker (1993) argues, every organization has to build the management of change into its structure.…”

Section: Customer Focusmentioning

confidence: 99%

Transforming the university business school for the 21st century

Prince

1999

Strat. Change

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“…Hodgetts et al [14] similarly indicate that learning organizations are characterized by a strong commitment to generating and transferring new knowledge and that they utilize the external environment as a source of learning.…”

Section: The Challenge To Organizations: On Becoming a Learning Organmentioning

confidence: 99%

A review of issues in conducting organization‐level research with reference to the learning organization

Heraty

Morley²

1995

The Learning Organization

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractExplores some of the key issues in conducting research at the organizational level, with particular reference to the Irish context. Examines the dimensions of the concept of the "learning organization" while acknowledging the contribution to our understanding of it made by the current and increasing industrial-level research on the context and the definition of the learning organization. Emphasizes the importance of ensuring that the research design appropriately reflects the values and the experiences of those operating in these organizations and that the vocabulary of the learning organization does not surpass its empirical foundations and conceptual expression and that the rhetoric does not outstrip the reality. Concludes with an outline of difficulties commonly encountered by researchers when focusing on "the organization" as their subject, including those of access, finance or funding, and ethical, political and methodological considerations.

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New paradigm organizations: From total quality to learning to world-class

Cited by 65 publications

References 7 publications

Succession in family firms from a multistaged perspective

Succession in family firms from a multistaged perspective

Transforming the university business school for the 21st century

A review of issues in conducting organization‐level research with reference to the learning organization

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