How to Maintain a Process Perspective on Retail Internationalization: The IKEA Case

The objective of the research is to evaluate performance of Madubaru firm. This research use the methode of Balanced Scorecard which balancing measurement of non finance performance and finance performance. In the perspective learning and growth emphasize on the education and employees training, and also employees satisfaction. In the perspective of internal business process, it emphasize at the the level of success and organizational development. In perspective of customer emphasize at the customer satisfaction. In perspective of finance can see from finance ratio. The research have result learning and growth perspective with good performance, internal business process perspective with very good performance, customer perspective with enough performance, financial perspective estimation with good performance. At general we can assesd performanced of Madubaru firm is good and expected to be improved again. Keyword : Balanced Scorecard, Learning and Growth Perspective, Internal Business Process Perspective, Customer Perspective, Financial Perspective.

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The pragmatist influence on managerial ideas and practices

10.1093/oso/9780198753216.003.0010 ◽

2018 ◽

Author(s):

Philippe Lorino

Keyword(s):

Community Of Inquiry ◽

Public Institutions ◽

Theory And Practice ◽

Direct Influence ◽

Practical Applications ◽

Corporate World ◽

Quality Movement ◽

Reflection In Action ◽

Process Perspective ◽

Exploratory Inquiry

A key idea of pragmatism is the inseparability of theory and practice, thought and action. Pragmatism is said to have had few contacts with the organizational world, and few direct practical applications, except in the domain of education. In particular, the pragmatist direct influence on the managerial world is often undervalued. However, pragmatist ideas have had a significant impact on managerial doctrines and can be traced in today’s debates amongst organization practitioners. This chapter studies three of those channels: Follett’s direct or indirect (for example through Chester Barnard’s work) influence on the corporate world as well as the management of public institutions; the stream of action research and reflection-in-action, in particular Donald Schön’s work; and the development of the quality movement as an anti-Taylorian revolution, deeply influenced by pragmatist thinkers (exploratory inquiry, community of inquiry, instrumental mediations, process perspective), more recently distorted into a Taylorian revival under the “lean management” label.

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Artefacts and the Dynamics of Truces in Organizational Routines

10.1093/oso/9780198827436.003.0010 ◽

2018 ◽

Cited By ~ 1

Author(s):

Nicolás J.B. Wiedemann ◽

Leona Wiegmann ◽

Juergen Weber

Keyword(s):

Single Case ◽

Single Case Study ◽

Organizational Routines ◽

Process Perspective ◽

Temporary Settlement

Organizational routines can constitute a temporary settlement of individual actors’ diverging interests, described as a truce that enables the routine as a collective accomplishment to proceed. In this regard, scholars have recognized the central but ambiguous role of artefacts; they may be used to coordinate the interactions in routines but may also be mobilized to serve individual interests. Following this line of thinking, this chapter assumes a process perspective to advance our understanding of how such temporal settlements are continuously formed and in particular, the role artefacts play in this process. Based on a single case study over a period of thirty-three months, it analyses the use of a newly implemented artefact that inadvertently impeded smooth routine functioning as the artefact provided content that gave actors leeway to act out their interests in enacting the routine.

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Human Nature

10.1093/oso/9780198823650.003.0006 ◽

2018 ◽

Author(s):

John Dupré

Keyword(s):

Life Cycle ◽

Human Nature ◽

Biological Theory ◽

Developmental Plasticity ◽

Human Behaviour ◽

Standard Account ◽

Important Concept ◽

Process Perspective ◽

Unpredictable Environment

This sketch of an account of human nature begins with the claim that we should see humans as a kind of process, a life cycle, rather than as a kind of substance or thing. A particular advantage of such a process perspective is that it readily accommodates the developmental plasticity that has been an increasingly important concept in recent biological theory. Human behaviour, on this account, should be understood as providing adaptive and flexible responses to an unpredictable environment. It is, therefore, generally misguided to provide a standard account of human nature in terms of behaviour or behavioural dispositions. If there is such a thing as human nature, it is a uniquely refined propensity for novel and unpredictable behaviour.

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Cynicism about Organizational Change: An Attribution Process Perspective

Psychological Reports ◽

10.2466/pr0.94.3c.1421-1434 ◽

2004 ◽

Vol 94 (3_suppl) ◽

pp. 1421-1434 ◽

Cited By ~ 15

Author(s):

John P. Wanous ◽

Arnon E. Reichers ◽

James T. Austin

Keyword(s):

Organizational Change ◽

Practical Implication ◽

Organizational Leaders ◽

Average Correlation ◽

Utility Company ◽

Mba Program ◽

Two Factors ◽

Process Perspective ◽

Attribution Process ◽

Situational Attribution

The underlying attribution process for cynicism about organizational change is examined with six samples from four different organizations. The samples include hourly ( n = 777) and salaried employees ( n = 155) from a manufacturing plant, faculty ( n = 293) and staff ( n = 302) from a large university, managers from a utility company ( n = 97), and young managers ( n = 65) from various organizations who were attending an evening MBA program. This form of cynicism is defined as the combination of Pessimism (about future change efforts) and a Dispositional attribution (why past efforts to change failed). Three analyses support this definition. First, an exploratory factor analysis (from the largest sample) produced two factors, one composed of Pessimism and the Dispositional attribution items and the second of the Situational attribution items. Second, the average correlation (across several samples) between Pessimism and Dispositional attribution is much higher (.59) than the average correlation between Pessimism and Situational attribution (.17). Third, scores on two different trait-based measures of cynicism correlate highest with the Dispositional attribution component of cynicism. A practical implication is that organizational leaders may minimize cynicism by managing both employees' pessimism about organizational change and employees' attributions about it. Specific suggestions for how this might be done are offered.

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Pushed Together or Pulled Apart? Economic Stressors and Romantic Relationship Quality

Sociological Perspectives ◽

10.1177/0731121420978442 ◽

2020 ◽

pp. 073112142097844

Author(s):

Amy Lucas ◽

Jessica Halliday Hardie ◽

Sejung Sage Yim

Keyword(s):

Social Support ◽

Relationship Quality ◽

Romantic Relationship ◽

Romantic Partners ◽

Material Hardship ◽

Work Related ◽

Process Perspective ◽

Romantic Relationship Quality ◽

Over Time ◽

Economic Stressors

Previous research indicates that romantic partners’ relationship quality is associated with poverty and material hardship. Few studies have used longitudinal data to incorporate changing economic circumstances over time, included a range of economic factors, or investigated the role of social support in this association, however. Using five waves of data from the Fragile Families and Child Wellbeing Study, we extend prior work by evaluating the association between multiple economic stressors and romantic relationship quality over time, and whether social support explains or alters this association. Changes in economic stressors are associated with changes in romantic relationship quality over time, particularly nonstandard work and material hardship. Social support neither explains nor moderates this association in most cases. This study confirms the stress process perspective, showing how economic and work-related stress can proliferate into family life, but does not support the contention that social support buffers families against stress proliferation.

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