ORCID Profile
0000-0002-8471-8436
Current Organisation
University of Oxford
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Publisher: Emerald Group Publishing Limited
Date: 09-07-2010
Publisher: Wiley
Date: 05-06-2015
DOI: 10.1002/SMJ.2378
Publisher: Academy of Management
Date: 2006
Publisher: Springer Science and Business Media LLC
Date: 13-06-2019
DOI: 10.1007/S10551-019-04196-7
Abstract: Journal of Business Ethics recently published a critique of ethical practices in quantitative research by Zyphur and Pierides (J Bus Ethics 143:1–16, 2017). The authors argued that quantitative research prevents researchers from addressing urgent problems facing humanity today, such as poverty, racial inequality, and climate change. I offer comments and observations on the authors’ critique. I agree with the authors in many areas of philosophy, ethics, and social research, while making suggestions for clarification and development. Interpreting the paper through the pragmatism of William James, I suggest that the authors’ arguments are unlikely to change attitudes in traditional quantitative research, though they may point the way to a new worldview, or Jamesian “sub-world,” in social research.
Publisher: SAGE Publications
Date: 05-2017
Abstract: This special issue explores the impacts of behavioral strategy on management practice. Behavioral strategy can best contribute to management practice by shifting its focus from in idual decision biases to the design of behaviorally informed decision processes at the level of the firm. This introduction identifies three types of organizational decision processes, shows how they interact with in idual and group biases, and proposes a model showing how managers can design and deploy these processes to shape the strategy of the firm. It then introduces the articles in this special issue and discusses their contributions to the future of behavioral strategy.
Publisher: SAGE Publications
Date: 05-2017
Abstract: Researchers in behavioral strategy are producing new insights on strategic decision making. At the same time, a few pioneering companies are discovering ways to put behavioral strategy into practice. This article draws on behavioral research and strategy practice to present an approach called diligence-based strategy. In markets comprised of people rather than rational economic agents, the analysis of competitive advantages matters less than the diligent execution of fundamental activities. Diligence-based strategy offers an applied method for formulating and executing strategy in organizations, showing how managers can leverage technology and management discipline to drive business success in the twenty-first century.
Publisher: Wiley
Date: 05-1997
DOI: 10.1002/(SICI)1097-0266(199705)18:5<375::AID-SMJ876>3.0.CO;2-7
Publisher: Wiley
Date: 1995
Publisher: Wiley
Date: 02-1992
Publisher: Wiley
Date: 04-1996
DOI: 10.1002/(SICI)1097-0266(199604)17:4<323::AID-SMJ803>3.0.CO;2-5
Publisher: Elsevier BV
Date: 09-1993
Publisher: SAGE Publications
Date: 08-2014
Abstract: The empirical world of strategy and organization is populated by living, thinking, feeling persons, but the intellectual history of strategic management theory is one of creeping impersonalism, both in the questions we ask and our answers to them. The past 30 years have seen the field drift steadily away from human-scale problems like goal-setting, problem solving, and decision making, to mass abstractions like strategic factor markets and dynamic capabilities. This essay explores the causes and consequences of impersonalism and calls for a personalist rebalancing in strategic management research. I argue that a return to personalism will bring better theorizing and more rigorous empirical research, while allowing the field to recapture the lost connection between strategy and moral responsibility.
Publisher: SAGE Publications
Date: 08-2012
Publisher: SAGE Publications
Date: 08-2016
Abstract: How can organizations put dynamic capabilities into practice? This article focuses on the power of organizational design, showing how managers can harness new organizational forms to build a capacity for sensing, shaping and seizing opportunities. Fast-moving environments favor open organization and self-organizing processes that quickly convert in idual capabilities into actionable collective intellect. However, such self-organizing processes require managers to design and execute them. Using Valve Corporation as a case ex le, this article shows how new design principles—such as polyarchy, social proofs, and new forms of open organization—allow organizations to build dynamic capabilities for sustained innovation in dynamic environments.
Publisher: Wiley
Date: 10-1992
Publisher: Lavoisier
Date: 16-08-2009
Publisher: Wiley
Date: 2005
DOI: 10.1002/SMJ.438
Publisher: SAGE Publications
Date: 12-1991
DOI: 10.1177/108602669100500403
Abstract: When faced with survival-threatening catastrophic events, organizations are often advised to adopt radical, frame-breaking changes. However, evidence suggests threatened organizations tend to do exactly the reverse: they are rigid and detached, relying on existing strategies, routines and resources to pull them through, and then — if they survive — coping with problems once the threat has passed. This article explores the parallels between organizational crisis be havior and in idual behavior in the wake of traumatic events, as described in the clinical theory of "post-traumatic stress disorder" (PTSD). Using Man ville Corporation's asbestos crisis to illustrate the theory, it is proposed that environmental catastrophes produce trauma by contradicting and invalidating strongly held organizational paradigms, or "world views". Although radical changes may be needed to rebuild organizational world views, trauma-related rigidity and detachment preclude such changes, making survival doubly prob lematic. As an alternative to radical change, the article proposes "behavioral self-blame" as a realistic intermediate solution for threatened organizations, and discusses the implications of this solution for researchers, practitioners and organizational change-agents.
Publisher: Emerald Publishing Limited
Date: 10-09-2018
Publisher: Wiley
Date: 15-09-2010
DOI: 10.1002/SMJ.871
Publisher: Wiley
Date: 2001
DOI: 10.1002/SMJ.173
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for Thomas C. Powell.