Corporate strategy development and related management development: the case for the incremental approach, part 2 – implications for learning and development

2006 ◽  
Vol 38 (7) ◽  
pp. 354-359 ◽  
Author(s):  
W. David Rees ◽  
Christine Porter
Keyword(s):  
Corporate Strategy ◽  
Management Development ◽  
Strategy Development ◽  
Learning And Development ◽  
Content Type ◽  
Incremental Development ◽  
Management Learning ◽  
Incremental Approach ◽  
Client Group ◽  
The Uk

PurposeTo examine the case for the incremental development of corporate strategy and the implications for management learning and development.Design/methodology/approachThe authors use their background in consultancy and management development in the UK and abroad to examine the potential dangers of comprehensive innovations in corporate strategy and the potential benefits of an incremental approach. In Part 2 of the article they rely on their academic experience in a wide variety of institutions in the UK and abroad to consider the related issues of management learning and development.FindingsThe two main dangers with the development of a comprehensive corporate strategy were explained in Part 1 of this article. Sometimes the narrowness of the consideration of corporate issues may be replicated in taught programmes in business schools where the human factors in particular may not be given sufficient attention. A broad based consideration of corporate strategy may create a greater emphasis on the incremental approach. A related issue is that there may be a mismatch between the needs of the client group on taught programmes and syllabus coverage, particularly because of the perceived branding value of the term “strategy”.Research limitations/implicationsThe authors have relied partly on case study examples to make their case for a greater emphasis on the incremental development of corporate strategy and related academic coverage of the subject. Their main thesis is that if the process whereby strategy is developed is deficient, then the results may well be counter‐productive. One of the ways to try and prevent this is to ensure that related learning and development is appropriate.Originality/valueThe two part article is a necessary examination of the dangers of corporate strategy development that is based on too narrow a range of functions and disciplines. The same limitations can be replicated in academic coverage of the area. The article is meant to engender a necessary scepticism about the way corporate strategy can be realistically developed and covered academically. Constructive advice is also given about broad based strategy development and related management learning and development.

Reflecting on over a year of remote training, and where businesses must go from here

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolas Kairinos
Keyword(s):  
Employee Engagement ◽  
Business Leaders ◽  
Full Time ◽  
Remote Work ◽  
Learning And Development ◽  
Content Type ◽  
Remote Training ◽  
Training Schemes ◽  
The Uk ◽  
Full Time Employment

Purpose The study aims to explore how businesses across the UK have adapted to over a year of remote training, and where there is room for improvement as long-term hybrid working plans are put in place. The study also uncovers what digital tools businesses have relied on to deliver learning and development initiatives during remote working, and their effects on employee engagement and experience. Design/methodology/approach An independent body of research was commissioned among 750 UK business leaders and 1,235 UK adults in full-time employment. Findings The research found that while the majority of businesses were able to leverage digital solutions during extended periods of remote work, significant numbers found it difficult to train and develop employees remotely, with many employees dissatisfied with the outcomes. Originality/value The research offers some valuable insights for business leaders looking to improve their training schemes as workplaces settle into new patterns of working.

Reflections from the field (mountain, cityscape and park): walking for management development and links to being-in-the world, belonging and “Ba”

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arthur F. Turner ◽  
Gareth Edwards ◽  
Catherine Latham ◽  
Harriet Shortt
Keyword(s):  
Leadership Development ◽  
Management Development ◽  
Learning And Development ◽  
Content Type ◽  
Personal Story ◽  
The World ◽  
Effective Use ◽  
The Impact ◽  
First Time

PurposeThe purpose of this paper, based on reflections from practice, is to shed light on the realities of using walking as a tool for learning and development. This is done through an initial analysis of longitudinal reflective data spanning seven years and connecting these reflections to the concepts: being-in-the-world, belonging and Ba.Design/methodology/approachThis research takes a practice based phenomenological and reflective approach. The value of this approach is to seek a new understanding, through three distinct conceptual frames, of the effective use of walking within management development.FindingsThe findings connect three conceptual approaches of being-in-the-world, belonging and “Ba” to the practicalities of delivery, thus encouraging practitioners and designers to deeply reflect on the role of walking in management development.Research limitations/implicationsA limitation is that this is largely a personal story exploring the impact of an intuitively developed set of interventions. Despite this, the paper represents a unique and deep interpretation of walking as a mechanism for management development.Practical implicationsThe paper concludes with three recommendations to practitioners wanting to use walking in management development programmes. These are: facilitators need to be familiar with their surroundings; they should look for spaces and places where participants can connect and build relationships; and organisers and sponsors need to recognise how walking not only consolidates knowledge but can help create knowledge too.Originality/valueThis is a unique, seven-year longitudinal study that broadens the theoretical focus of walking as a mechanism for management and leadership development that combines the theoretical lenses of being-in-the-world, belonging and “Ba”, the authors believe, for the first time in research on management development.

scholarly journals Aligning business leadership development with business needs: the value of discrimination

2008 ◽  
Vol 27 (9) ◽  
pp. 912-934 ◽  
Author(s):  
Catherine Bailey ◽  
Martin Clarke
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Management Development ◽  
Strategy Development ◽  
Strategy Formulation ◽  
Business Leadership ◽  
Content Type ◽  
Business Context ◽  
Informal Activity ◽  
Current State

PurposeThis paper is derived from a two‐year study that sought to provide a critical understanding of the current state of business leadership development (BLD) and to identify directions for innovative future practice. The first of two companion papers, this contribution aims to examine the issue of achieving business relevance in BLD and the quality of HR/management development strategy formulation.Design/methodology/approachThe paper analyses four organisation case studies of BLD strategy derived from interview data sourced from 103 senior line/HRD managers in 20 organisations.FindingsThe findings highlight the need for HRD managers to take a discriminating approach to linking BLD strategy, development method, evaluation and the role of management development. In particular, the cases studied reflect the importance of informal activity and politics in the execution of BLD and the positive effect of individual leadership in moderating the effectiveness of the linkages between business context, BLD strategy and its implementation.Practical implicationsThe paper provides a conceptual framework to enable practitioners to discriminate between different bundles of development practices that can, over time, be translated into behaviours that suit the changing needs of an organisation. A list of useful starting points is provided for managers to review and improve BLD strategy and practice in their own organisation.Originality/valueThe paper provides a framework that shows the importance of different development populations, different sponsors, interest groups and strategic timeframes in enabling more informed discussion about the strategic alignment of BLD.

scholarly journals Supporting communication in semantic dementia: clinical consensus from expert practitioners

2015 ◽  
Vol 16 (3) ◽  
pp. 153-164 ◽  
Author(s):  
Jacqueline Kindell ◽  
Karen Sage ◽  
Madeline Cruice
Keyword(s):  
Nominal Group Technique ◽  
Research Literature ◽  
Dementia Care ◽  
Semantic Dementia ◽  
Nominal Group ◽  
Content Type ◽  
Modified Delphi ◽  
Client Group ◽  
Health And Social Care ◽  
The Uk

Purpose – The purpose of this paper is to gain consensus regarding the clinical priorities and tasks required in supporting communication needs in those living with semantic dementia and their families, by specialist speech and language therapists (SLTs), working in clinical practice within dementia care settings in the UK. Design/methodology/approach – A nominal group technique was used, followed by further exploration and refinement of issues using a modified Delphi technique with a group of six SLTs who specialised in dementia care and who had experience of working with individuals with semantic dementia and their families. Findings – The findings in the study demonstrate a broader scope of practice than is evident within the research literature with this client group. Therapists identified a range of psychosocial issues for both the person with semantic dementia and their family, in particular finding ways to support activity and participation in conversation and explore barriers and facilitators within the communication environment. Originality/value – This represents the first study to explore everyday practice in this rarer dementia and the information gathered here will be of use to a variety of health and social care professions interested in supporting those with semantic dementia and their families.

scholarly journals The separation of directors and managers

2019 ◽  
Vol 25 (2) ◽  
pp. 141-164
Author(s):  
Blanche Segrestin ◽  
Andrew Johnston ◽  
Armand Hatchuel
Keyword(s):  
Twentieth Century ◽  
Corporate Strategy ◽  
Scientific Progress ◽  
Company Law ◽  
Committee Report ◽  
Content Type ◽  
Managerial Authority ◽  
The Status ◽  
The Uk ◽  
And Control

PurposeThe purpose of this paper is to contrast the historical rise of the managerial function and its reception in law. It thus contributes to the debates on the separation of ownership and control, by showing that managers were never recognized in law. As a result, the managerial function was not protected in law.Design/methodology/approachThis paper brings together management history and the history of UK company law to study the emergence of management in the early twentieth century and the law’s response. The authors bring new historical evidence to bear on the company law reforms of the second half of the twentieth century and, in particular, on the changes inspired by the Cohen Committee report of 1945.FindingsScientific progress and innovation were important rationales for the emergence of managerial authority. They implied new economic models, new competencies and wider social responsibilities. The analysis of this paper shows that these rationales have been overlooked by company law. The lack of conceptualization of the management in law allowed reforms after 1945 that gave shareholders greater influence over corporate strategy, reducing managerial discretion and the scope for innovation.Research limitations/implicationsThis paper focuses on the UK. Further research is needed to confirm whether other countries followed a similar path, both in terms of the emergence of management and in terms of the law’s approach.Originality/valueThis paper is the first, to the authors’ knowledge, to examine the law’s historical approach to management. It calls for a reappraisal of the status of managers and the way corporate governance organizes the separation of ownership and control.

scholarly journals Storytelling in organisations: supporting or subverting corporate strategy?

2016 ◽  
Vol 21 (4) ◽  
pp. 516-532 ◽  
Author(s):  
Sara Spear ◽  
Stuart Roper
Keyword(s):  
Customer Service ◽  
Impression Management ◽  
Corporate Strategy ◽  
Internal Communication ◽  
Structured Interviews ◽  
Content Type ◽  
Service Areas ◽  
Sensemaking Process ◽  
Collective Sensemaking ◽  
The Uk

Purpose Storytelling is claimed to be an effective way of communicating corporate strategy within organisations. However, previous studies have tended to focus holistically on storytelling in organisations rather than investigating how different groups may use and be influenced by stories. The purpose of this paper is to address these gaps in the literature by investigating how storytelling in internal communication can either support or subvert corporate strategy. Design/methodology/approach A qualitative study was conducted into storytelling in two large companies in the UK energy industry. Data were collected through 70 semi-structured interviews, documentary research, and observation research. Impression management theory was used to analyse how stories supported or subverted corporate strategy. Findings Storytelling by employees in the corporate and customer service areas of the organisations showed the greatest support for corporate strategy. There was more subversive storytelling in the operational areas, particularly by lower level employees. Stories subverted corporate strategy by recounting incidents and encouraging behaviour that contradicted the organisation’s vision/goals and values. Originality/value The study shows the important contribution of employees to the collective sensemaking process in organisations, by narrating supportive or subversive stories. Engaging employees in storytelling can enhance support for corporate strategy, however, managers should also see subversive stories as an opportunity to identify and address problems in the organisation.

Leadership and management development post-war: exploring future trends

2018 ◽  
Vol 26 (1) ◽  
pp. 107-128 ◽  
Author(s):  
Majd Megheirkouni
Keyword(s):  
Public Sector ◽  
Social Services ◽  
Management Development ◽  
Future Trends ◽  
Learning And Development ◽  
Conflict Zones ◽  
Leadership And Management ◽  
Content Type ◽  
The Public ◽  
Post War

Purpose The purpose of this paper is to explore and understand current challenges and future trends in leadership and management development that can help practitioners in post-wars periods, using evidence from Syrian public sector. Design/methodology/approach Qualitative method design is used for data collection: semi-structured interviews with 24 senior managers in the public sector. Findings The findings revealed that the current challenges includes egos, technological hurdles, financial constraints, instability and the different expectations of new and old staff; future trends include developing collective leadership, technology literacy applications for effective leadership development, focusing on self-learning and development, focusing on creativity and innovation for transferring learning and development and targeting both vertical and horizontal learning and development. Research limitations/implications Research data have been collected with managers working in an unstable environment. Only the public sector has been involved in the study. There were a number of limitations, e.g. selection of participant sample size and exploratory methodology, which affect generalizing the findings. Practical implications The implication of the current study is practical in nature. Essentially, post-war governments can use the results of the current study to help leaders and managers develop and implement effective strategies to meet their enormous and urgent needs. Originality/value Leadership/management development has become a strategic issue in post-war countries, acting as the key element in the stage of extensive reconstruction of damaged infrastructure, and the restoration and restructuring of social services in former conflict zones, and the restoration and restructuring of economy and many other roles.

Taking stock of the literature on HRD education

2014 ◽  
Vol 38 (4) ◽  
pp. 347-363 ◽  
Author(s):  
Aaron Zachmeier ◽  
Yonjoo Cho
Keyword(s):  
Human Resource Development ◽  
Empirical Studies ◽  
Small Body ◽  
Future Research ◽  
Learning And Development ◽  
Comprehensive Review ◽  
Content Type ◽  
Content Quality ◽  
The Usa ◽  
The Uk

Purpose – The purpose of this paper is to provide a comprehensive review of peer-reviewed literature on university-based human resource development (HRD) courses and programs. Design/methodology/approach – The methods used in this paper are integrative literature review and content analysis. Findings – Only 71 peer-reviewed articles that address university-based HRD courses and programs in any way were found. Forty-six were empirical studies and 25 were either conceptual or editorial in nature. The majority of articles focused on HRD courses and programs in the USA and the UK. Perspectives from other countries were nearly absent. Many of the claims about the content and quality of HRD courses and programs were not supported by empirical evidence. Research limitations/implications – HRD courses and programs are offered in universities around the world. Almost nothing is known of their content, quality or methods. Future research on these courses and programs should focus on the relevance of curriculum to the needs of organizations. Originality/value – While HRD research and practice are concerned with learning and development, topics related to the learning and development of future HRD scholars and practitioners are rarely addressed in the HRD literature. This is the only comprehensive review of the small-body peer-reviewed literature on university-based HRD courses and programs. It provides a summary of the findings of empirical research on HRD courses and programs, and an analysis of the warrant for the claims about these courses and programs.

Communicating the corporate strategy

2019 ◽  
Vol 23 (4) ◽  
pp. 348-374 ◽  
Author(s):  
Karolin Köhler ◽  
Ansgar Zerfass
Keyword(s):  
Corporate Strategy ◽  
Quality Criteria ◽  
Holistic Approach ◽  
Listed Companies ◽  
Content Type ◽  
Organizational Goals ◽  
Corporate Strategies ◽  
Corporate Websites ◽  
The Usa ◽  
The Uk

Purpose The purpose of this paper is to address an important but seldom explored field of study: the communication of corporate strategies to external and internal stakeholders. The relevance of the topic can be tracked both in communication studies and in management research, but empirical insights are rare. The paper addresses this research gap by asking: How do listed companies in key industrial markets communicate publicly about their corporate strategy? Design/methodology/approach A comprehensive content analysis of corporate websites was conducted for a sample of the 20 largest listed companies in the UK, the USA and Germany (n=60). The subsequent benchmark analysis has identified best practices and highlighted them in detail. Findings The study revealed significant differences between companies and countries in the sample for most of the dimensions. Cross-country comparisons confirm these differences statistically: German companies score significantly higher in the benchmark than British or US companies. Practical implications This paper outlines quality criteria for professional strategy communication, helping practitioners to improve their activities and contribute to organizational goals. Originality/value The study offers a holistic approach to strategy communication by providing an interdisciplinary theoretical foundation as well as insights into corporate practice, with the aim of laying the ground for further research and discussion in both academia and practice.

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