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Strategic Leadership
This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that in order to understand why organizations do the things they do, or perform the way they do, we need to deeply comprehend the people at the top-- their experiences, abilities, values, social connections, aspirations, and other human features. The actions--or inactions--of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), ...
Personnel Literature
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Management
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The Art of Capital Restructuring
The most up-to-date guide on making the right capital restructuring moves The Art of Capital Restructuring provides a fresh look at the current state of mergers, acquisitions, and corporate restructuring around the world. The dynamic nature of M&As requires an evolving understanding of the field, and this book considers several different forms of physical restructuring such as divestitures as well as financial restructuring, which refers to alterations in the capital structure of the firm. The Art of Capital Restructuring not only explains the financial aspects of these transactions but also examines legal, regulatory, tax, ethical, social, and behavioral considerations. In addition to this ...
Decision and Structure
The 1980 Cuban influx represented a unique challenge to federal refugee policy mechanisms and to prevalent concepts of policy analysis and evaluation. The persistence of unworkable policies across two Presidential administrations suggests that organizational, structural, and decisional rather than personality or motivational factors were principally determinative of policy failure. This work suggests elements of a causal theory based on these factors, and a mode of normative evaluation based on mixed analytical strategies that attend to both decisional process and institutional structure.
Machiavelliana
In Machiavelliana Michael Jackson and Damian Grace offer a comprehensive study of the uses and abuses of Niccolò Machiavelli’s name in society generally and in academic fields distant from his intellectual origins. It assesses the appropriation of Machiavelli in didactic works in management, social psychology, and primatology, scholarly texts in leaderships studies, as well as novels, plays, commercial enterprises, television dramas, operas, rap music, Mach IV scales, children’s books, and more. The book audits, surveys, examines, and evaluates this Machiavelliana against wider claims about Machiavelli. It explains the origins of Machiavelli’s reputation and the spread of his fame as the foundation for the many uses and misuses of his name. They conclude by redressing the most persistent distortions of Machiavelli.
Global Firms and Emerging Markets in an Age of Anxiety
The terrorist attacks of September 11, 2001, ushered in an age of anxiety along with the new century, an anxiety that has affected the international business climate in a variety of subtle and not-so-subtle ways. For one, the cost of doing business internationally has increased, for global firms and host countries alike. For another, understanding shifting geopolitical conditions in the developing world has become more crucial than ever to grasp if the world's multinationals—whether of American, British, European, or Japanese origin—are to take the best advantage of new market opportunities. These market opportunities are well within the experience range and grasp of the multinational consumer product and industrial firms as well as service enterprises. But the same corporate methodologies that were employed in decades past are unlikely to be sufficient for the age of anxiety that is upon us. The contributions assembled here offer the benefits of the collective wisdom of mature scholars with decades of consulting experience along with fresh ideas and new research hypotheses.
Organizational Science Abroad
Organizing consists of making other people work. We do this by manip ulating symbols: words, exhortations, memos, charts, signs of status. We expect these symbols to have the desired effects on the people con cerned. The success of our organizing activities depends on whether the others do attach to our symbols the meanings we expect them to. Whether or not they do so is a function of what I have sometimes called "the programs in their minds" -their learned ways of thinking, feeling, and reacting-in short, a function of their culture. The assumption that organizations could be culture-free is naive and myopic; it is based on a misunderstanding of the very act of organizing. Certainly, few people who have ever worked abroad will make this assumption. The dependence of organizations on their people's mental pro grams does not mean, of course, that we do not find many similarities across organizations. Some characteristics of human mental program ming are universal; others are shared by most people in a continent, a country, a region, an industry, a scientific discipline, or even a gender.
