The Experts below are selected from a list of 274254 Experts worldwide ranked by ideXlab platform
Terence Jackson - One of the best experts on this subject based on the ideXlab platform.
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reconstructing the indigenous in african Management research implications for international Management studies in a globalized world
Management International Review, 2013Co-Authors: Terence JacksonAbstract:The primary aim of this article is to help lay the foundations for mainstreaming indigenous research within international and cross-Cultural Management studies, taking sub-Saharan Africa as the primary and initial focus, and using the informal economy as an example. It sets out to critically examine the concept of indigenous, looking at how concepts and scholarship have been shaped by global dynamics, and the implications for developing empirical Management research. It then discusses a research agenda and methods for undertaking indigenous Management research, going on to discuss the importance of this to the further development of international and cross-Cultural Management within a global and changing context. Its contribution to scholarship is a more systematic re-examining of the concepts of indigenousness and indigenous knowledge drawing on a range of disciplines and what these concepts mean to undertaking Management research that more thoroughly reflect global realities, while evaluating indigenous research methods that could be used effectively and appropriately in this endeavour.
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cross Cultural Management and the informal economy in sub saharan africa implications for organization employment and skills development
International Journal of Human Resource Management, 2012Co-Authors: Terence JacksonAbstract:The informal economy has grown in importance within sub-Saharan Africa, yet there are debates about its role within national economies that appear not to take cognizance of the interests and the weak power base of those working within the informal economy. The current article argues that a cross-Cultural perspective should be taken in understanding the geopolitical context of informal organizations, the power relationships involved and how the contributions and future of skills development, employment and organization within the informal and wider economies can be better understood and researched. It initially alludes to the informal sector being closer to local communities, and more appropriate to developments in Africa, but draws on postcolonial theory to better understand the nature and role of such organization within an interface of structural and phenomenological influences that question the nature of the ‘indigenous’ as an artefact. Some of the parameters of research in this area are drawn within t...
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cross Cultural Management
1995Co-Authors: Terence JacksonAbstract:Articles are grouped around the following themes: methodology international context of Management Cultural differences managing across cultures adapting to other cultures developing international managers and organizations.
Andreas M Kaplan - One of the best experts on this subject based on the ideXlab platform.
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european Management and european business schools insights from the history of business schools
European Management Journal, 2014Co-Authors: Andreas M KaplanAbstract:This article looks at the history of business schools and identifies specific characteristics that are common to European Management schools. On the basis of these characteristics, European Management is subsequently defined as a cross-Cultural, societal Management approach based on interdisciplinary principles. In a final step, a closer look is taken at how European business schools should prepare their students for the unique European Management context. It is suggested that such schools should provide courses on cross-Cultural Management and courses explaining the interdependencies between the private and public sector, offer students opportunities to experience other cultures over the course of their studies, and teach Management from an interdisciplinary and practically-oriented perspective.
Marc Bendick - One of the best experts on this subject based on the ideXlab platform.
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combining multiCultural Management and diversity into one course on Cultural competence
Academy of Management Learning and Education, 2008Co-Authors: Mary Lou Egan, Marc BendickAbstract:There can be little debate that culture—the multiple characteristics and backgrounds that shape individuals’ and organizations’ identities, perceptions, attitudes, and behavior—strongly influences the success of business enterprises today. Intergroup conflict constantly threatens the ability of both domestic and global firms to operate efficiently, cooperatively, and fairly. Did a merger between a Japanese-owned firm and an American-owned firm fail because of inferior products and inappropriate pricing or because the managers were personally incompatible and the organizations’ operating styles too disparate? Did a company’s efforts to advance women into Management fail because the women were not up to the challenge or because the work environment undermined their performance or perceived performance? Business educators cannot simply teach undergraduate and graduate students that Cultural differences matter. They must equip students to understand how Cultural differences work and thus how to turn Cultural competence into a competitive advantage. Unfortunately, undergraduate and graduate courses in multiCultural Management (also called “cross-Cultural Management”) tend to fall short of this goal. We identify Cultural Management skills required for success in today’s business environment, then examine gaps between those target competencies and current teaching in multiCultural Management, and the source of those gaps in the courses’ conceptual foundations. We suggest improving these courses using concepts from, among other places, “domestic” diversity Management courses. In fact, we propose to improve both types of courses by merging them into a unified course designed around the border-erasing concept of Cultural competence. WHAT MANAGERS NEED TO KNOW
Ac Matthews - One of the best experts on this subject based on the ideXlab platform.
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Relative efficacy of biological control and Cultural Management for control of mollusc pests in cool climate vineyards: raw data and analysis code
University of Exeter, 2021Co-Authors: Egleton M, Erdos Z, Raymond B, Ac MatthewsAbstract:Raw data (comma separated values) and R analysis / graphics code for the paper "Relative efficacy of biological control and Cultural Management for control of mollusc pests in cool climate vineyards" accepted in Biocontrol Science and TechnologyThe article associated with this dataset is located in ORE at: http://hdl.handle.net/10871/124591Restrictions on the use of synthetic molluscicides highlight the importance of developing alternative control methods. Nevertheless, biocontrol agents can be costlier and less effective than synthetic counterparts. One mean of increasing the efficacy of population suppression is to combine inundative biological control with habitat Management to reduce population growth of target pests. Vineyards in the cool, wet climate of western England can suffer from outbreak densities of mollusc pests that damage expanding shoots, developing grapes and promote the transmission of fungal pathogens. In this study we combined the biocontrol agent Nemaslug - Phasmarhabditis hermaphrodita (Schneider) -with a simple habitat Management approach (regular mowing) to suppress mollusc pests in vineyards in South Western England. Two sites were treated with NemaSlug and or mowing in a factorial design in early spring coinciding with bud burst and the start of mollusc growth and feeding. Mowing was effective Management and resulted in the reduction of slug and snail populations and significantly less damaged vines. Nemaslug did not reduce slug numbers overall but did reduce bud damage, snail numbers and lowered the proportion of susceptible Deroceras spp in treated plot. However, effect sizes of nematode biocontrol were small, potentially because this product could not be applied to bare soil. Management practice for cool climate vineyards varies considerably from site to site. This study shows the value of simple habitat Management for controlling a novel target and emphasizes how consideration of pest biology can lead to effective alternatives.European Regional Development Fund (ERDF
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Relative efficacy of biological control and Cultural Management for control of mollusc pests in cool climate vineyards (article)
'Informa UK Limited', 2021Co-Authors: Egleton M, Erdos Z, Raymond B, Ac MatthewsAbstract:This is the final version. Available on open access from Taylor & Francis via the DOI in this recordThe dataset associated with this article is located in ORE at: https://doi.org/10.24378/exe.3083Restrictions on the use of synthetic molluscicides highlight the importance of developing alternative control methods. Nevertheless, biocontrol agents can be costlier and less effective than synthetic counterparts. One mean of increasing the efficacy of population suppression is to combine inundative biological control with habitat Management to reduce population growth of target pests. Vineyards in the cool, wet climate of western England can suffer from outbreak densities of mollusc pests that damage expanding shoots, developing grapes and promote the transmission of fungal pathogens. In this study we combined the biocontrol agent Nemaslug - Phasmarhabditis hermaphrodita (Schneider) -with a simple habitat Management approach (regular mowing) to suppress mollusc pests in vineyards in South Western England. Two sites were treated with NemaSlug and or mowing in a factorial design in early spring coinciding with bud burst and the start of mollusc growth and feeding. Mowing was effective Management and resulted in the reduction of slug and snail populations and significantly less damaged vines. Nemaslug did not reduce slug numbers overall but did reduce bud damage, snail numbers and lowered the proportion of sucsceptible Deroceras spp in treated plot. However, effect sizes of nematode biocontrol were small, potentially because this product could not be applied to bare soil. Management practice for cool climate vineyards varies considerably from site to site. This study shows the value of simple habitat Management for controlling a novel target and emphasizes how consideration of pest biology can lead to effective alternatives.European Regional Development Fund (ERDF)Cornwall CouncilCouncil for the Isles of Scill
Mary Lou Egan - One of the best experts on this subject based on the ideXlab platform.
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combining multiCultural Management and diversity into one course on Cultural competence
Academy of Management Learning and Education, 2008Co-Authors: Mary Lou Egan, Marc BendickAbstract:There can be little debate that culture—the multiple characteristics and backgrounds that shape individuals’ and organizations’ identities, perceptions, attitudes, and behavior—strongly influences the success of business enterprises today. Intergroup conflict constantly threatens the ability of both domestic and global firms to operate efficiently, cooperatively, and fairly. Did a merger between a Japanese-owned firm and an American-owned firm fail because of inferior products and inappropriate pricing or because the managers were personally incompatible and the organizations’ operating styles too disparate? Did a company’s efforts to advance women into Management fail because the women were not up to the challenge or because the work environment undermined their performance or perceived performance? Business educators cannot simply teach undergraduate and graduate students that Cultural differences matter. They must equip students to understand how Cultural differences work and thus how to turn Cultural competence into a competitive advantage. Unfortunately, undergraduate and graduate courses in multiCultural Management (also called “cross-Cultural Management”) tend to fall short of this goal. We identify Cultural Management skills required for success in today’s business environment, then examine gaps between those target competencies and current teaching in multiCultural Management, and the source of those gaps in the courses’ conceptual foundations. We suggest improving these courses using concepts from, among other places, “domestic” diversity Management courses. In fact, we propose to improve both types of courses by merging them into a unified course designed around the border-erasing concept of Cultural competence. WHAT MANAGERS NEED TO KNOW
