advancements in communications and information technologies, economic recession and simultaneously search for excellence, so the desire to take up change initiatives has interested the majority of leading organisations. At the same time, however, the analysis of the prospects for the majority of change management tools reveals so many deep-seated barriers to change with the consequence of little success in practice. This paper explores this apparent contradiction, arguing that, despite a heightened interest
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and to detect similarities between British and Polish attitudes. Therefore, the research is a comparative, cross-cultural study. In order to achieve the purpose, 5 structured interviews were carried out that helped to construct a questionnaire. The analysis of qualitative and quantitative data shows that the cultural background has an effect on postgraduate students' travelling preferences and that there are certain differences between British and Polish travelling tendencies. The particular aspects
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0953-4814.htm “Flexibility” as the rationale for organizational change: a discourse perspective Richard Dunford, Suresh Cuganesan and David Grant “Flexibility” as the rationale for change 83 University of Sydney Business School, University of Sydney, Sydney, Australia Ian Palmer College of Business, RMIT (Royal Melbourne Institute of Technology) University, Melbourne, Australia, and
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voyage of discovery or a journey/movement from the known to unknown; An attitude; An experience; A method of critical thinking; A careful critical inquiry in seeking facts for principles. 2. An art of scientific investigation • Scientific and systematic search for pertinent information on a specific topic • Process of arriving at dependable solutions to problems through the planned and systematic collection, analysis and interpretation of data. 3. A systematized
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In the seventeenth century, European intellectuals developed a new understanding of scientific endeavor, namely to discern natural causes through quantitative measurement. Galileo first challenged the Scholastic supposition that mathematical astronomy was merely ancillary to natural philosophy, and by the middle of the century, both the Cartesian and Newtonian mechanical systems had placed mathematics at center stage, disdaining qualitative physics as irrelevant, unknowable, and misleading. Consistent
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definition clearly shows that marketing involves more than selling of products but entails its distribution, pricing and promotion. Kotler (2001) further explained that it is not only goods and services that are marketed but other entities like experiences, events, person, places, properties, organizations,
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Available online at www.sciencedirect.com International Journal of Project Management 28 (2010) 117–129 www.elsevier.com/locate/ijproman The value of trust in project business Hedley Smyth a,*, Magnus Gustafsson b,1, Elena Ganskau c,2 a School of Construction and Project Management, Bartlett Faculty of the Built Environment, University College London, Gower Street, London WC1E 6BT, United Kingdom b ˚ PBI Research Institute and Abo Akademi University, Aurakatu 1b, FIN-20100 Turku, Finland
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ABSTRACT Geert Hofstede's legendary national culture research is critiqued. Crucial assumptions which underlie his claim to have uncovered the secrets of entire national cultures are described and challenged. The plausibility of systematically causal national cultures is questioned. Introduction Do nations have cultures? Within each of the ‘management disciplines’ there is a significant literature which assumes that each nation has a distinctive, influential, and describable ‘culture’ As Hickson
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|RESEARCH PROPOSAL | |On | |CLOUD COMPUTING AND SECUTITY | |Submitted | |for Ph.D. Approval
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Denmark 3 SAP Germany arkin.efeoglu@sap.com ABSTRACT This paper analyses a variety of Design Thinking methods to identify a governable pattern that is required to roll out Design Thinking as mindset in a multi-national company. A comparative analysis is essential to unveil focal points that lead to this organizational mindset transformation. Hence, a thorough understanding of the method and its core values may avoid uncoordinated innovation capabilities. Ultimately innovation will not be an
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