Warwick Business School Research Articles

Contributors

Contributors

Seeking and finding emerging issues in management and governance

On the occasion of the 30th Annual Conference of the Italian Academy of Business Economics (Accademia Italiana di Economia Aziendale, AIDEA) in 2007, the Journal of Management and Governance (JMG) was asked to organize a Symposium of its own. A few months after taking over the Editorship and renewing the boards, the co-editors and I decided to propose to participants in the AIDEA conference a symposium capable of outlining a prospective view of Management and Governance studies. Our intention was to seek to focus on the frontier of scientific debate regarding management and governance and, at the same time, attempt to trace the lines along which future studies may develop in the medium term. For this reason we invited distinguished scholars to contribute their personal vision of the future of management and governance studies to the scientific debate. We also submitted these views to debate among other equally distinguished discussants. We are firmly convinced that it is the specific task of a Journal to represent a place in which stimulating and lively scientific debate can evolve among scholars. In this sense, we have sought to orient the research efforts towards the emerging issues in management and governance, with the aim of focusing on its changing frontier. On 19 October 2007 in Milan, Al Bhimani (London School of Economics), Randall Morck (University of Alberta), Henry Tosi (University of Florida) and their respective discussants (Thomas Ahrens—Warwick Business School; Lorenzo Caprio—Catholic University Milan; Igor Filatotchev—Cass Business School) began the process that has culminated in the publication of these contributions in the Journal of Management and Governance. In issue 2 of 2008 we were able to include all the contributions made on the occasion of the first JMG symposium in

Contemporary views in gender and management

Purpose – The purpose of this paper is to introduce the special issue.Design/methodology/approach – A brief description of the Gender in Management track at the 2007 British Academy of Management (BAM) Annual Conference held at Warwick Business School and an outline of the papers in the issue.Findings – The track examined various issues and the papers chosen from the track for the special issue are closest to the central concerns of the journal.Originality/value – Provides a summary of the perspectives considered.

Discussion of Employee Layoffs, Shareholder Wealth and Firm Performance: Evidence from the UK

Journal of Business Finance & AccountingVolume 34, Issue 3-4 p. 495-504 Discussion of Employee Layoffs, Shareholder Wealth and Firm Performance: Evidence from the UK Syed Zulfiqar Ali Shah, Syed Zulfiqar Ali Shah The author is from Warwick Business School.Search for more papers by this author Syed Zulfiqar Ali Shah, Syed Zulfiqar Ali Shah The author is from Warwick Business School.Search for more papers by this author First published: 05 June 2007 https://doi.org/10.1111/j.1468-5957.2007.02046.xCitations: 1 Address for correspondence: Dr. Syed Zulfiqar Ali Shah, Assistant Professor, Warwick Business School, University of Warwick, Coventry CV4 7AL, UK. e-mail: [email protected] Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume34, Issue3-4April/May 2007Pages 495-504 RelatedInformation

Discussion of‘Do Better‐Governed Australian Firms Make More Informative Disclosures?’

Journal of Business Finance & AccountingVolume 33, Issue 3-4 p. 451-458 Discussion of‘Do Better-Governed Australian Firms Make More Informative Disclosures?’ Colin Clubb, Corresponding Author Colin Clubb The author is from the University of Warwick. †Colin Clubb, Professor of Accounting, Warwick Business School, University of Warwick, Coventry CV4 7AL, U.K. e-mail: colin.clubb@wbs.ac.ukSearch for more papers by this author Colin Clubb, Corresponding Author Colin Clubb The author is from the University of Warwick. †Colin Clubb, Professor of Accounting, Warwick Business School, University of Warwick, Coventry CV4 7AL, U.K. e-mail: colin.clubb@wbs.ac.ukSearch for more papers by this author First published: 19 May 2006 https://doi.org/10.1111/j.1468-5957.2006.00624.xCitations: 2 Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume33, Issue3-4April/May 2006Pages 451-458 RelatedInformation

The impact of performance measurement in strategic planning

PurposeTo investigate the impact of performance measurement in strategic planning process.Design/methodology/approachA large scale survey was conducted online with Warwick Business School alumni. The questionnaire was based on the Strategic Development Process model by Dyson. The questionnaire was designed to map the current practice of strategic planning and to determine its most influential factors on the effectiveness of the process. All questions were close ended and a seven‐point Likert scale used. The independent variables were grouped into four meaningful factors by factor analysis (Varimax, coefficient of rotation 0.4). The factors produced were used to build regression models (stepwise) for the five assessments of strategic planning process. Regression models were developed for the totality of the responses, comparing SMEs and large organizations and comparing organizations operating in slowly and rapidly changing environments.FindingsThe results indicate that performance measurement stands as one of the four main factors characterising the current practice of strategic planning. This research has determined that complexity coming from organizational size and rate of change in the sector creates variation in the impact of performance measurement in strategic planning. Large organizations and organizations operating in rapidly changing environments make greater use of performance measurement.Research limitations/implicationsThis research is based on subjective data, therefore the conclusions do not concern the impact of strategic planning process' elements on the organizational performance achievements, but on the success/effectiveness of the strategic planning process itself.Practical implicationsThis research raises a series of questions about the use and potential impact of performance measurement, especially in the categories of organizations that are not significantly influenced by its utilisation. It contributes to the field of performance measurement impact.Originality/valueThis research fills in the gap literature concerning the lack of large scale surveys on strategic development processes and performance measurement. It also contributes in the literature of this field by providing empirical evidences on the impact of performance measurement upon the strategic planning process.

Corporate Social Responsibility and Corporate Citizenship: Towards Corporate Accountability

Corporate Social Responsibility and Corporate Citizenship: Towards Corporate Accountability

Listening practices and performance in service organisations

Considers the concept of the “listening” organisation and its influence on service and business performance. Specifically reports on empirical research which investigated the link between service quality information practices, the listening organisation and service and business performance. In this respect, builds on an earlier model of service management developed by the London Business School and Warwick Business School in the UK. This extended model employs two composite performance indexes as moderator variables. Surveyed 438 service organisations in the Republic of Ireland; the loglinear model used to analyse the data shows a clear pattern. By taking listening practices, including information technology, as a holistic view of a constellation of information‐related practice type factors, demonstrates that there is a close relationship with service performance, which in turn influences business performance. Furthermore, technology type and competitive intensity, moderate this relationship. Establishes that the relationship between listening practices and service performance is much more important for the sophisticated task technology sector and that competitive intensity has a very minor interactive effect on the relationship. The results of the survey mirror recent empirical research in market orientation and organisational learning.

Introduction

Journal of Management StudiesVolume 40, Issue 3 p. 609-616 Introduction Glenn Morgan, Glenn Morgan University of Warwick; Address for reprints: Glenn Morgan, Warwick Business School, University of Warwick, Coventry CV4 7AL, UK (glenn.morgan@warwick.ac.uk).Search for more papers by this authorRichard Whitley, Richard Whitley University of Manchester and Erasmus University, RotterdamSearch for more papers by this author Glenn Morgan, Glenn Morgan University of Warwick; Address for reprints: Glenn Morgan, Warwick Business School, University of Warwick, Coventry CV4 7AL, UK (glenn.morgan@warwick.ac.uk).Search for more papers by this authorRichard Whitley, Richard Whitley University of Manchester and Erasmus University, RotterdamSearch for more papers by this author First published: 23 April 2003 https://doi.org/10.1111/1467-6486.00353Citations: 29 Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume40, Issue3Special Issue: The Changing Multi-National FirmMay 2003Pages 609-616 RelatedInformation

Teaching OR/MS to MBAs at Warwick Business School: A Turnaround Story

OR/MS is under pressure in MBA programs in the United Kingdom as it is in the United States. To ensure its continuance, members of the operational research group at Warwick Business School redesigned the core OR/MS module. The first attempt at a redesign was a failure. As a result, the module was redesigned again. The second version was a success. Through this process, we have learned many lessons about teaching OR/MS to MBA students, among them the need to have a guiding philosophy, adopt a critical-consumer approach, stress managerial relevance, discuss the context and process of modeling as well as content, and use spreadsheets for analytical work.

Service management practice‐performance model: a focus on training and listening practices

Examines the complex relationship between listening and training practices and service performance by deconstructing an earlier model of service management developed by the London Business School and Warwick Business School in the UK. This research hypothesizes that the nature of the practice‐performance relationship is far too complex to be represented by a total aggregated index of practice. Hence the composite practice index is decomposed into a listening and a training index. The concept of the “listening” organisation is employed as one facet, and training climate measured by employee training activities is a second facet. These two facets are related to service performance. Reports on empirical research, which investigated the link between listening, and training practices and service performance. The data obtained from a survey of 143 service organisations in the Republic of Ireland show a clear pattern. By taking listening practices, including information technology, as a holistic view of a constellation of information‐related practice type factors, demonstrates that there is a close relationship with service performance. Extensive training activities enhance this relationship.

The University of Warwick and its Region

The University of Warwick is one of the UK's top five universities, dedicated to providing research and teaching of an international standard. While the university does function within the national and international contexts, it also places great value on regional (the English West Midlands) and sub-regional (the city of Coventry and the county of Warwickshire) involvement. It is argued that the university makes a strong contribution to the regional economy through The University of Warwick Science Park, the Warwick Manufacturing Group, the Warwick Business School, and other academic departments. Funding through the Higher Education Reach-Out to Business and the Community Scheme (HEROBC) has served to broaden and deepen the university's already substantial regional engagement while allowing it to maintain its national and international roles.

Andrew Pettigrew on Executives and Strategy:: An Interview by Kenneth Starkey

Andrew Pettigrew on Executives and Strategy:: An Interview by Kenneth Starkey

Power and change: Andrew Pettigrew on strategy and change

Andrew Pettigrew is professor of strategy and organization at Warwick Business School. U.K.. where between 1985 and 1995 he founded and directed the Center for Corporate Strategy and Change. Professor Pettigrew received his training in sociology and anthropology and conducted his first research amongst the Sebeii people in Uganda. He received his Ph.D. from Manchester Business School in 1970. and has held academic appointments at Yale University. London Business School, and the European Institute for Advanced Studies in Management in Brussels. For part of the academic year 2001-2002, he will be a visiting professor at Harvard Business School. Professor Pettigrew has written, coauthored, or edited 16 books, and has published in all the top management journals in the U.S. and Europe. His latest books are The Innovating Organization, edited with Evelyn Fenton (London. Sage, 2000), and the Handbook of Strategy and Management, edited with Howard Thomas and Richard Whittington (London, Sage, 2001). Andrew Pettigrew was the first chairman of the British Academy of Management (1987-1990). and was its president from 1990 to 1993. In 1995, he was elected distinguished scholar of the Organization and Management Theory Division of the Academy of Management. He is a fellow of the Academy of Management and the British Academy of Management. In 1999. he was the only management academic to be elected a founding academician of the Academy of the Social Sciences. His current research interests include studies of the boards and directors of the U.K.'s top 500 companies, and new forms of organizing and company performance in major corporations in Europe, Japan, and the U.S.

VALUES THE DAWN OF social RESPONSIBILITY

As head of the corporate citizenship unit at the UK's Warwick Business School and a former European director of the Council on Economic Priorities Malcolm McIntosh is well placed to assess the clamorous interest of businesses in the “values chain” since the launch last year of SA 8000. He talked to Jan Jonker about the spread of the international standard for social accountability and where it is leading.

The National Health Service: past and future.

Alan Langlands is the Chief Executive of the National Health Service in England and the most senior health service manager in the UK. He is the Secretary of State for Health's principal policy adviser for the NHS and is directly accountable to him for the effective stewardship of a revenue budget of £34bn. He joined the NHS in 1974 as a graduate trainee and has spent his working life in health care management. His experience includes time spent managing major teaching hospitals in London (the Middlesex and University College Hospitals and the Hospital for Women, Soho), running Harrow Health Authority; and developing a Health Care practice within Powers Perrin, an international management consultancy firm. From 1990–1992 he was the Regional General Manager of North West Thames Regional Health Authority; during 1993, he was seconded to the Department of Health as Deputy Chief Executive of the NHS where he was responsible for a major review of the top management of the NHS. Sir Alan is a science graduate of the University of Glasgow and holds the diploma of the Institute of Health Services Management. He is an Honorary Professor at the University of Warwick Business School and a board member of the Centre for Corporate Strategy and Change at the University. He is also an honorary fellow of the Faculty of Public Health Medicine of the Royal College of Physicians.

CVE and the Corporate Market: A Case Study of the Experience of Warwick Business School

SUMMARY This article reviews the promotion and practice of continuing vocational education at Warwick Business School. Our experience relates specifically to continuing vocational education (CVE) for executives within the ‘blue‐chip’ corporate sector. Two key themes that emerge from a reflective piece of work conducted on behalf of the Higher Education Funding Council for England (HEFCE) are the importance of brand building and relationship management. Our interpretation of emerging trends is based on our exposure to the blue‐chip corporate sector over the past two years up to the present day. Our conclusions flow from what training managers, human resource directors and managing directors are telling us about their needs and concerns. The lessons we have learned from our experience in this sector may offer helpful insights to other higher education institutions marketing to companies, rather than directly to individuals.

Gender, Race and Employment Equality in Britain: Inadequate Strategies and the Role of Industrial Relations Actors

❒ Linda Dickens is a Professor at Warwick Business School and a member of the Industrial Relations Research Unit, University of Warwick. * My brief for this paper was to deal with both gender and race and I have attempted to do so although this coupling is not unproblematic. There are common issues, but these groups (and indeed sub groups within these broad categories) require separate and distinct consideration which cannot be done within the confines of this article. My own research has dealt mainly with gender questions and I am aware that this may affect the balance of the article. Terminology is also problematic in this area. ‘Ethnic minorities’ is used to refer to those of Afro-Caribbean and Asian descent and other visible minorities. Some writers use the term ‘black’ for this. The Labour Force Survey now defines ‘black’ as Black Caribbean, Black African, Black ‘other’ including Black British. The working age population in Britain includes around 6% from ethnic minority groups, predominantly Asian and Black on the LFS definition. ‡ The focus here is on employment but this is but one aspect of a broader complex picture of discrimination and disadvantage in society. Further, although I am focusing on the ‘key actors’ in industrial relations as commonly defined this is not intended to place women and ethnic minorities in a passive position (nor to cast them as victims). There is much evidence of resilience and resistance, of striving against injustice.

Legislation for the environment: does it work? ‐ an empirical study into selected UK‐based chemical manufacturing firms

In the past two decades, there has been a steady rise of global environmentalism among the public and organizations alike. A series of EU and UK environmental legislation has been developed with mixed results. According to a recent study carried out by Warwick Business School, 65 per cent of the companies contacted saw legislation as an important source of pressure for supplying green technologies, but only 30 per cent of companies were reported to have responded to this pressure. To further explore the “legislation‐behaviour” incongruity within the chemical industry, a survey of 203 chemical firms has recently been conducted, followed by a series of interviews involving senior managers of some of these firms. The results show that much of the EC legislation has not been as effective as it could have been in curbing pollution‐inducing activities. The main reasons include: lack of effective communication at EU level, lack of consultation during the development of legislation, too frequent legislation changes, absence of incentive as well as enforcement mechanism, and resource constraints.

DEBT RESCHEDULING VERSUS BANKRU/TCY: THE CREDITOR'S DECISION PROBLEM

Journal of Business Finance & AccountingVolume 23, Issue 8 p. 1141-1156 DEBT RESCHEDULING VERSUS BANKRU/TCY: THE CREDITOR'S DECISION PROBLEM Robert C. Cressy, Corresponding Author Robert C. Cressy The author is from the University of Warwick. He would like to thank two patient and conscientious anonymous referees and the editor, Richard Briston, for helpful comments on earlier versions of the paper. Thanks are also due to Gavin Reid and the participants of seminars at the universities of St. Andrews and Dundee, Scotland. The usual disclaimer applies.Robert C. Cressy, SME Centre, Warwick Business School, University of Warwick, Coventry CV4 7AL, UK.Search for more papers by this author Robert C. Cressy, Corresponding Author Robert C. Cressy The author is from the University of Warwick. He would like to thank two patient and conscientious anonymous referees and the editor, Richard Briston, for helpful comments on earlier versions of the paper. Thanks are also due to Gavin Reid and the participants of seminars at the universities of St. Andrews and Dundee, Scotland. The usual disclaimer applies.Robert C. Cressy, SME Centre, Warwick Business School, University of Warwick, Coventry CV4 7AL, UK.Search for more papers by this author First published: December 1996 https://doi.org/10.1111/j.1468-5957.1996.tb01162.xCitations: 3 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume23, Issue8December 1996Pages 1141-1156 RelatedInformation