Karl Moore

From Organizational Development to Change Management The Emergence of a New Profession

This article describes the emergence of change management as a service offering of major consulting firms. The authors compare change management with traditional organizational development (OD) in terms of theory and analytical framework, the role of the interventionist, and intervention strategies. They argue that change management has the potential to become a discipline that can unite the different “thought worlds” operating in the field of planned organizational change.This article describes the emergence of change management as a service offering of major consulting firms. The authors compare change management with traditional organizational development (OD) in ...

When theories become tools: Toward a framework for pragmatic validity

In this article we discuss the characteristics of knowledge that lead to practical utility. We first review previous efforts at identifying the characteristics of useful knowledge. These contributions are grouped into three perspectives according to which representational mode they imply: propositional, narrative, or visual. We develop a framework for pragmatic validity that encompasses knowledge represented in all three modes. However, we also note an over-reliance on the propositional mode in academia, which contrasts with a preference for narrative and visual knowledge among practitioners. Explicit and propositional knowledge are key criteria for achieving scientific validity, but more ambiguous knowledge serves important functions in organizational life and may thus possess pragmatic validity. We highlight the role of conceptual models expressed in a visual format, a representational mode that has received little attention in the literature. We end with suggestions for further research that may extend...

The Origins of Globalization

Introduction 1. Modern International Business Theory and the Ancient World 2. From Temple to Palace: Trade and Enterprise in the Early Bronze Age, 3500-2000BCE 3. The Golden Age of The Temple Economy: Mesopotamia and the Indus Valley: From Early Bronze IV: 2250- 2000BCE 4. The Assyrians and Babylonians Preview the Multinational: The Middle Bronze Age: 2000-1500BCE 5. Maritime Capitalism: Intercontinental Trade and Investment under the Phoenicians: 1500-500BCE 6. Greece: Free-Market Revolution in the Aegean: 825-480BCE 7. Publicans and Patriarchs: The Rise of Roman Family Enterprise: 146BCE-AD14 8. Conclusion

Multinational Enterprise in Ancient Phoenicia

At its peak, Phoenician businessmen directed intercontinental enterprises trading in silver from Spain, tin from Britain, ivory from Africa, copper from Cyprus, iron from Syria, and textiles and manufactured goods from all over the Mediterranean. Their investments reached from the Atlantic to the Assyrian Empire. Using Dunnings eclectic paradigm as a lens, this paper suggests these early Canaanites as the architects of the first truly intercontinental multinational enterprises. The managed business hierarchy created by the merchants of Ugarit and Tyre, moreover, foreshadowed, in some of its features, the international keiretsu networks of contemporary Japan.

Response to Farias and Johnson’s Commentary

Even the field’s lead ers admit that orga ni za tional devel op ment (OD) has had prob lems adapt ing to the need for better approaches to man ag ing change. For exam ple, Burke (1997) observed that OD prac ti tio ners stood on the side lines and watched while new man age ment tech niques were being intro duced. In a review of the sociotechnical sys tems (STS) tra di tion, Mathews (1997) con cluded that there were prac ti cally no exam ples of com pa nies that had cho sen STS over com pet ing approaches such as busi ness pro cess reengineering. Around the world, busi ness pro cess reengineering was the choice for firms intend ing to trans form their work pro cesses through the use of infor ma tion tech nol ogy (IT). Although we can all agree that the reengineering approach was flawed in some respects, it behooves OD prac ti tio ners to crit i cally exam ine why their con ven tional frame works and meth ods lost out in the mar ket place so com pletely. As Mathews noted, more effort was spent by pro po nents of STS on ideo log i cal con tests than on devel op ing sound meth od ol o gies and pro ce dures that would have taken STS into the main stream and linked it with IT inno va tions.

Globalization and the Cold War: The Communist dimension

Abstract In this article I argue that one of the todays key management issues, globalization, evolved differently during the cold war in the Communist world than it did in the capitalist world. Stalin and Mao Zedong tried to create aWorld Socialist Market.This was ultimately doomed to fail because of the resilience ofWestern and Asian capitalism and the rivalry between the two axis of the communist worlds, Moscow and Beijing. Stalins and Maos heirs attempted to come to terms with global markets via competition and integration. In the end, the dream of aWorld Socialist Market crumbled due to its lack of unity and its inability to compete with those markets. In addition, communist management with its emphasis on central planning was considerably different than western management and only after the end of the war did the former communist bloc countries adopt similar management practices to the West.

The life and times of a senior scholar: an interview with Lotte Bailyn

Purpose An interview of a senior scholar to get their perspectives on the field, it’s history and future. Design/methodology/approach A semi-structured in-depth interview was conducted. Findings It is one person’s person views, albeit, a person with very considerable success in the field of business studies. Research limitations/implications It is one person’s person views, albeit, a person with very considerable success in the field of business studies. Originality/value The interview reflects the changes in business schools over the interviewee’s decades of experience.

The life and times of a senior scholar: an interview with Jane Dutton

Purpose – The aim of this paper was to interview a senior scholar in the field of management. Design/methodology/approach – A structured interview method was used. Findings – Jane discussed her life and times, a fascinating recounting of history. Originality/value – The paper provides a unique perspective on the career of a management scholar.

Replantation surgery in Quebec: The bottlenecks to rapid care.

INTRODUCTION Time delays resulting in prolonged ischemia have a significant impact on the successful reattachment of amputated body parts. No studies have addressed the issues surrounding delays from the time of the accident to the start of replantation surgery. The present paper identifies the bottlenecks that prolong the time before patients are able to gain access to a replant team. METHODS A total of 50 patients underwent microsurgical replantation, because of traumatic amputation, at a university-based hospital from 1996 to 2003. The charts were analyzed to ascertain individual time intervals from the onset of injury until the beginning of replant surgery. RESULTS The average length of time for patients who came directly to the replant centre was 3 h 40 min before surgery began. In contrast, for those referred from outlying hospitals, the elapsed time was 6 h 21 min. CONCLUSIONS Two major bottlenecks were found. First, for patients who were referred from other health centres, delays were due to a lack of information as to where patients could receive appropriate replant surgery. Second, delays at the replant centre were primarily due to insufficient physical and human resources in the operating room.