background previous research supports the claim that managers are vital players in the implementation of clinical practice guidelines (cpgs), yet little is known about interventions aiming to develop managers’ leadership in facilitating implementation. in this pilot study, process evaluation was employed to study the feasibility and usefulness of a leadership intervention by exploring the inter...

We examine how organizational structure influences strategies over which corporate leaders have significant discretion. Corporate philanthropy is our setting to study how a differentiated structural element, the corporate foundation, constrains the influence of individual senior managers and directors on corporate strategy. Our analysis of Fortune 500 firms from 1996 to 2006 shows that leader c...

Research Summary Solving non-routine problems—problems for which current organizational, recurrent action patterns do not offer a predetermined, effective solution—can be an important source of value creation. When these problems occur in subsidiaries multinational corporations, senior headquarters managers can potentially help solve them. However, whether their involvement is beneficial rests ...

Although we know that the use of accounting information and the leadership styles of managers are related, only little is known about how the leadership styles of managers affect the information receivers’ reaction to management accounting change. Therefore, using a case study of a company that owns ten car dealerships, this paper explores how the leadership styles of managers can affect the us...

This paper is concerned with why managers use the World Wide Web as a channel for information acquisition. The study involved a case study involving eight senior managers in a large organisation. The study found that web-based information acquisition by managers is a complex socio-technical activity. The web may not be as important to managers as it is for other classes of knowledge workers and...

Measuring knowledge related performance in organizations usually is conceptualized on the basis of a strategic resp. top down-approach of KM measurement. Unfortunately, such a strategic approach has some important disadvantages: (1) It is difficult to get commitment from senior managers regarding the investment into strategic KM projects; (2) Due to the complexity of the organizational system i...

BACKGROUND Previous research supports the claim that managers are vital players in the implementation of clinical practice guidelines (CPGs), yet little is known about interventions aiming to develop managers' leadership in facilitating implementation. In this pilot study, process evaluation was employed to study the feasibility and usefulness of a leadership intervention by exploring the inter...