Catalogue Search | MBRL
Are you sure you want to remove the book from the shelf?
{{itemTitle}}
17
result(s) for
"Bergsteiner, Harald"
Sort by:
Enhancing performance in small professional firms through vision communication and sharing
Despite evidence of a positive relationship, vision’s effects on performance are not fully understood, particularly in small professional service settings. This study advances prior research using a multi-stakeholder, multi-measure approach. It reports a positive relationship between vision-communication and -sharing on performance in Australian retail pharmacies using five measures—financial assessments, employee and customer satisfaction, productivity, and staff retention. Organizations whose managers communicate the vision to staff and whose employees share this vision outperform their peers across all business indicators and retain their employees longer. Financial performance and productivity were higher with long-term staff and managers.
Journal Article
Sufficiency Thinking: Thailand's Gift to an Unsustainable World
Our world is under pressure, with growing inequalities in wealth and access to food and clean water. We depend too heavily on polluting fuels and diminishing natural resources. Traditional cultural practices are being swamped by global popular culture.The Thai model of sufficiency thinking aims to transform the mindset of a whole population to achieve the seemingly impossible: enriching everyone's lives in a truly sustainable way.Innovative management practices developed by King Bhumibol Adulyadej of Thailand have been applied across Thailand in agriculture, education, business, government and community organisations for over two decades.In this book, chapters written by eminent Thai scholars explain sufficiency thinking and review its implementation in different sectors including community development, business, agriculture, health care, schools, and even in prisons.Is Thailand unique in having discovered the holy grail of a more responsible form of capitalism? No, it is not, but it is the first country whose government has adopted this kind of thinking as national policy.'...we obviously need to revise dramatically our thinking about the outlines of a just economy and a decent society in which everyone can lead dignified lives. Sufficiency Thinking provides creative approaches to this quandary and this important volume is a brilliant addition to the growing literature critical of mainstream business-as-usual ideology.' - John Komlos, Professor Emeritus, University of Munich
eBook
Sustainable leadership practices for enhancing business resilience and performance
Purpose - The purpose of this paper is to present an alternative leadership model to the prevailing shareholder-first approach that research, management experts and practice indicate can lead to higher performance and resilience of a firm.Design methodology approach - This conceptual paper is based on published literature, empirical research, and observations conducted in firms worldwide.Findings - Avery and Bergsteiner's 23 principles differentiate sustainable or \"honeybee\" practices from shareholder-first or \"locust\" leadership. Sustainable practices are arranged in a pyramid with three levels of practices and five performance outcomes at the apex. A total of 14 foundation practices can be introduced immediately. At the next level in the pyramid, six higher-level practices emerge once the foundations are in place. Finally, three practices cover the key performance drivers of innovation, quality, and staff engagement - all of which end customers' experience. Together the 23 practices influence five outcomes, namely brand and reputation, customer satisfaction, operational finances, long-term shareholder value, and long-term value for multiple stakeholders.Practical implications - Given that research and practice show that operating on sustainable principles enhances business performance and resilience, executives are urged to adopt these practices over business-as-usual. If self-interest does not motivate this change, as it appears to have already done at Wal-Mart, then major stakeholders or legislators can be expected to force such changes in the future.Originality value - This paper provides an answer to the question of whether there is there an alternative to the shareholder-first leadership model. Its response is: yes, a demonstrably effective alternative already operates among many successful enterprises around the world.
Journal Article
Misleading Country Rankings Perpetuate Destructive Business Practices
Countries are ranked on many criteria, the results of which can have far-reaching ethical and practical implications, particularly for emerging nations seeking role models. One highly influential ranking, the World Economic Forum's Global Competitiveness Report (GCR), has been criticized for containing multiple methodological, conceptual, and logical flaws that bias competitiveness rankings toward countries that favor neoliberalism. Using datasets not afflicted by such flaws, we examine Bergsteiner and Avery's (J Bus Ethics 109(4):391-410, 2012) prediction that competitiveness scores of the USA and the UK are substantially overstated. Results of re-ranking 104 countries using 29 economic, environmental, and social datasets from reputable sources support this assertion, with the USA showing the greatest discrepancy on a 100-point scale between its 2013-2014 GCR score (5) and our study's 2013 score (57), and the UK falling from GCR score 9 to 40. We explore reasons for this discrepancy, including examining the relationship between a country's neoliberal traditions and its rankings on the indicators.
Journal Article
When Ethics are Compromised by Ideology: The Global Competitiveness Report
The Global Competitiveness Report raises ethical issues on multiple levels. The traditional high ranking accorded the US is largely attributable to fallacies, poor science and ideology. The ideological bias finds expression in two ways: the inclusion of indices that do not provide competitive advantage, but that fit the Anglo/US ideology; and the exclusion of indices that are known to offer competitive advantage, but that do not fit the Anglo/US ideology. This flaw is compounded by methodological problems that raise further doubt as to the reliability and validity of the survey results. The resultant false high ranking of the US, a strong proponent of Anglo/US capitalism, pseudo-legitimizes the propensity of US-dominated institutions and entities to persuade, coerce and, in the worst-case force other countries and their constituents to adopt Anglo/US practices and behaviours. This is ethically reprehensible because research shows that these practices and behaviours, when compared with other approaches, are sub-optimal in the results they produce for individuals, corporations and nations. The report also unjustly and unnecessarily stigmatizes entire groups of countries with little conceivable benefit to anyone. Given the report's gravitas through the profound global influence it exerts on the decisions of top government and business leaders, these are serious ethical and economic issues.
Journal Article
A Generic Multiple Constituency Matrix: Accountablity in Private Prisons
Public and private sector organizations and their constituents are subject to numerous, often competing, accountability pressures. Guidelines are lacking on how to identitiy and depict the extent and nature of multiple constituency (MC) relationships. This article identifies limitations of five existing MC shemas. A proposed new MC matrix integrates seven accountability dimensions identified from the leterature. The new meatrix depicts potential accountablity relationships and their nature and functions as a normative and diagnostic tool. The utility of this matrix for normatively depicting multiple accountablility relationships and diagnostically monitoring accountability performance is illustrated by reference to prisons run by private orperators.
Journal Article
Diagnosing leadership in global organisations : theories, tools and cases
Diagnosing Leadership in Global Organisations: Theories, Tools and Cases aims to help students and practitioners better understand, and effectively establish, sound leadership practices and systems in organisations. While no one template fits all circumstances, management science has identified a range of leadership factors that can be combined to produce several distinct approaches to leadership. This book provides a range of analytical tools, theories and frameworks to help readers understand these underlying principles, and how these principles can be applied to different situations.
eBook
How BMW successfully practices sustainable leadership principles
Purpose - This BMW case aims to show how many of the company's practices that accord with principles espoused in the authors' sustainable leadership model contributed to its recovery after the global financial crisis (GFC).Design methodology approach - This case illustrates how BMW institutes the 23 honeybee leadership principles and practices described in the authors' 2011 article \"Sustainable leadership: practices for enhancing business resilience and performance\" in Strategy & Leadership.Findings - The examples provide a glimpse into the honeybee practices that enabled one firm to emerge successfully from the GFC. Regarding the five performance outcomes on the sustainable leadership pyramid, BMW clearly exceeded expectations in 2010 on financial returns and shareholder value.Practical implications - Clearly BMW provides long-term value for all its stakeholders - suppliers, shareholders, employees and customers - as is expected of a sustainable enterprise. BMW's business model, innovative approach to problem-solving and adherence to sustainable leadership practices underpin a capacity to survive crises such as the GFC.Originality value - This is a rare case study of corporate-wide sustainability practices and principles in operation. Informed by the examples of best practices at BMW, managers at other companies can envision how honeybee management might be implemented at their firm.
Journal Article
The relationship between leadership paradigms and employee engagement
Purpose
– This study investigated whether the direct supervisor's leadership style affects employee engagement using Avery's classical, transactional, visionary, and organic leadership paradigms as the theoretical framework. The study also investigated how many and which components of employee engagement (“say”, “stay” and “strive”) contribute to the construct. The paper aims to discuss these issues.
Design/methodology/approach
– A sample of 439 retail sales assistants in Sydney, Australia, responded to a mixed-mode questionnaire survey. Factor analysis, independent t-tests, analysis of variance and structural regression models were used in the data analysis.
Findings
– Both research questions were supported. Results showed that the visionary and organic paradigms are likely to enhance employee engagement, whereas classical and transactional styles negatively affect employee engagement. Furthermore, the data confirmed that the three behavioral-outcome factors all do contribute to the employee engagement construct.
Research limitations/implications
– One implication for researchers is that an employee engagement measure with demonstrably high reliability and validity, and known components has been developed. This study could be replicated in different national and occupational contexts, the leadership measures reconfirmed and expanded, follower characteristics included as moderating variables, and links to organizational performance investigated.
Practical implications
– The findings suggest that direct supervisors should be encouraged to use visionary and/or organic leadership wherever possible to drive employee engagement.
Originality/value
– This paper is original in several ways. It resolves an ongoing dispute in the literature about the components of employee engagement, namely whether all three components contribute to the concept. In answering this question, a valid and reliable questionnaire was developed. Using four leadership paradigms, including classical and organic leadership that are rarely investigated, this study demonstrates that employee perceptions of the leadership style used by their direct supervisor are linked to employee engagement.
Journal Article