How much say does the Chinese State have in the boardroom
In the last few decades a huge privatization programme has reduced State ownership of enterprises in China. Nevertheless, the State continues to play a pivotal role in the corporate sector.
How marketing can contribute to strategic decision making
For decades, marketers have been trying to be more accountable and elevate marketing from a purely functional and tactical level to a strategic level.
Losing control: understanding reactions to organizational change
Organizational change can produce a number of positive and negative emotional responses that range from excitement and elation, through contentment to unease, fear, anger and disgust.
Carrefour's Global Expansion Strategy
The past several decades have seen the world become a smaller, better connected place. As a result, many companies have attempted to move beyond traditional markets to become international in scope.
Identifying common leadership transgressions
Transgressions carried out by leaders can have a far reaching impact. Not only can they negatively affect a variety of stakeholders, but they can also be detrimental to bottom-line profits.
Overcoming the distance barriers to create mutual knowledge
Many futurologists have been keen to tell us that we are all destined ultimately to become workers from home. Technology dictates that there will simply no longer be the need to go to offices and other workplaces.
Knowledge sharing the key to good governance in health care
Executive boards are increasingly being held accountable for their hospital service quality. This is best illustrated by European research committee reports investigating quality and safety scandals in hospital care.
Mobile devices provide SMEs with pause for thought on security
Opportunities and threats can sometimes come hand in hand. This is something that SMEs should be keenly aware of in an era when business mobility is becoming ever more critical.
Brazilians make mark with triple-quality recognition
A decade ago, a study revealed the existence of at least 76 countries with models for management performance excellence at a national level. The concept long since went beyond the USA, Canada and western Europe...
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Transgressions carried out by leaders can have a far reaching impact. Not only can they negatively affect a variety of stakeholders, but they can also be detrimental to bottom-line profits. However, it is more frequent for such transgressions to be narrower in both scope and impact.
During the course of the day, leaders may cause offence to staff or colleagues through their choice of words, their behaviour, or even through lack of action. For example, a manager might undeservedly criticize an employee, unfairly refuse to grant time off, or neglect to acknowledge an employee's contribution to a project.
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