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Examines the role of non‐executive directors. Argues that there is universal agreement on the need for outsiders to be involved in company direction and that shareholders are not able to provide the necessary checks and balances to supervise board activities. Examines research on the system of...
There are a plethora of meanings that surround the term effectiveness even though the pursuit of effectiveness is taken for granted in modern organizations. Many definitions assume organizations as a stable and unified entity; however, it is argued that there are many notions of effectiveness...
Effective organisational learning is critical in today’s turbulent business conditions, and for this to occur, an organisation requires an effective means of storing and transferring knowledge and learning between individuals and the organisation as a whole. Reviews two large disparate streams...
Initiatives in employee development (non‐work related learning) represent a significant growth phenomenon. Identifies an orthodox account of ED which has developed alongside this growth; one that revolves around shared interests and a routeway to organisation learning. The assumed mutuality...
Suggests that current advice on how to achieve, maintain or improve organisational effectiveness is flawed in certain respects: there is a lack of clarity as to what organisational “effectiveness” is; there is a tendency to assume that all organisations operate in the same unpredictable and...
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