Search results for 'Industrial management Methodology' (try it on Scholar)

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  1. Xin'guo Zhang (2011). Xin Ke Xue Guan Li: Xin Xing Gong Ye Hua Shi Dai de Guan Li Si Xiang Ji Fang Fa Yan Jiu = the New Wave of Scientific Management: Philosophy and Methodology of Management in the New Industrialization's Era. Ji Xie Gong Ye Chu Ban She.score: 435.0
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  2. Lisa Leimar Price (2001). Demystifying Farmers' Entomological and Pest Management Knowledge: A Methodology for Assessing the Impacts on Knowledge From IPM-FFS and NES Interventions. [REVIEW] Agriculture and Human Values 18 (2):153-176.score: 192.0
    Enhancing the environmental soundness of agricultural practices, particularly in high input systems, is of increasing concern to those involved in agricultural research and development. The Integrated Pest Management Farmer Field School, which is based on farmer participatory environmental education, is compared to the No Early Spray intervention, which is a simple rule approach. A research methodology was developed and tested in the Philippines to document farmers' pre- and post-intervention knowledge of rice field insects, insect/plant interactions, and pesticides. The (...)
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  3. Andrew Sikula (2009). Moral Management Methodology/Mythology: Erroneous Ethical Equations. Ethics and Behavior 19 (3):253-261.score: 146.0
    Understanding the falsity of certain common beliefs helps students move toward better business ethics and a higher degree of moral management. This article explains one method for teaching moral management, by using ethical equation inequalities, and offers 10 implications and suggestions to managers.
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  4. Jouni Korhonen (2003). On the Ethics of Corporate Social Responsibility – Considering the Paradigm of Industrial Metabolism. Journal of Business Ethics 48 (4):301-315.score: 144.0
    This paper attempts to bridge business ethics to corporate social responsibility including the social and environmental dimensions. The objective of the paper is to suggest a conceptual methodology with which ethics of corporate environmental management tools can be considered. The method includes two stages that are required for a shift away from the current dominant unsustainable paradigm and toward a more sustainable paradigm. The first stage is paradigmatic, metaphoric and normative. The second stage is a practical stage, which (...)
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  5. Andrew Sikula Sr (2009). Moral Management Methodology/Mythology: Erroneous Ethical Equations. Ethics and Behavior 19 (3):253-261.score: 140.0
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  6. Loic Merckel & Toyoaki Nishida (2010). Multi-Interfaces Approach to Situated Knowledge Management for Complex Instruments: First Step Toward Industrial Deployment. [REVIEW] AI and Society 25 (2):211-223.score: 122.0
    This paper presents an approach to managing knowledge specific to a particular location for complex instruments. The goal is to improve the knowledge communication between experts and end-users of scientific instruments. We propose a computational framework that integrates augmented reality and augmented virtuality as interface for manipulating knowledge. The augmented virtuality-based interface can be produced and distributed without extra costs. It allows knowledge dissemination at a larger scale. The prominent feature of our model is that the knowledge representation is independent (...)
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  7. George A. Pogany (1985). The Methodology of Industrial Research. British Journal for the Philosophy of Science 36 (3):309-313.score: 120.0
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  8. Kevin Elliott & A. I. Sabra (2000). Ment Inquiry, Industrial and Corporate Change, Journal of Economic Psychology, Journal of Management and Governance, and Journal of Economic Behavior and Organization. She is Currently Editing (with James G. March) a Book in Honor of Herbert A. Simon's Contributions, Forthcoming with MIT Press. [REVIEW] Perspectives on Science 8 (4).score: 120.0
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  9. Helen Saarma (1997). Book Review: Stress Management and Counselling— Theory, Practice, Research and Methodology. Eds. Stephen Palmer and Wendy Dryden. Cassell, London, 1996. 163 Pp. Hardback: ISBN 0304 335 649, £45. Paperback: ISBN 0304 335 657, £14.99. [REVIEW] Health Care Analysis 5 (3):250-251.score: 120.0
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  10. R. V. Brown & S. R. Watson (1977). Pre-Testing Innovation: Methodology for Testing the Design of Management Systems. Theory and Decision 8 (4):315-336.score: 120.0
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  11. Daniel W. Greening & Richard A. Johnson (1997). Managing Industrial and Environmental Crises The Role of Heterogeneous Top Management Teams. Business and Society 36 (4):334-361.score: 120.0
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  12. Mike Hales (1986). Management Science and the "Second Industrial Revolution". In Les Levidow (ed.), Radical Science Essays. Humanities Press International.score: 120.0
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  13. David Talbot & Olivier Boiral (forthcoming). Strategies for Climate Change and Impression Management: A Case Study Among Canada's Large Industrial Emitters. Journal of Business Ethics.score: 120.0
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  14. William Thomas & Lambert Williams (2009). The Epistemologies of Non-Forecasting Simulations, Part I: Industrial Dynamics and Management Pedagogy at MIT. Science in Context 22 (2):245.score: 120.0
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  15. John D. Walker (1981). Designing Land Systems for Waste Management Design of Land Treatment Systems for Industrial Waste: Theory and Practice Michael Ray Overcash Dhiraj Pal. BioScience 31 (5):404-404.score: 120.0
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  16. Farley Simon Nobre (2012). Governing Industrial Organizations Through Cognitive Machines. AI and Society 27 (4):501-507.score: 102.0
    Recently, researchers on organization theory and behavior were challenged by the introduction of cognitive machines in the list of the organization’s participants. Researchers in this field advocated that cognitive machines contribute to improve cognitive abilities in the organization by extending people’s rationality and decision-making capacity and by reducing intra-individual and group dysfunctional conflicts. This paper supports these findings and extends their results to upper layers at managerial and organizational levels of application by proposing the concept of new industrial organizations (...)
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  17. Patrick Maclagan (1998). Management and Morality: A Developmental Perspective. Sage.score: 92.0
    Management and Morality provides a comprehensive and accessible overview of the moral and ethical dimension to organizational and individual behavior, while adding an original, developmental perceptive. Management and Morality combines organizational theory and behavior with approaches to organizational and individual development. The first two sections of the book, Ethical Thinking and Management Practice, and Moral Issues in Organizations, provide a clear and thorough coverage of these areas relevant to ethical behavior in and of organizations. On this basis, (...)
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  18. John Hendry (2004). Between Enterprise and Ethics: Business and Management in a Bimoral Society. Oxford University Press.score: 92.0
    We live in a 'bimoral' society, in which people govern their lives by two contrasting sets of principles. On the one hand there are the principles associated with traditional morality. Although these allow a modicum of self-interest, their emphasis is on our duties and obligations to others: to treat people honestly and with respect, to treat them fairly and without prejudice, to help and are for them when needed, and ultimately, to put their needs above their own. On the other (...)
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  19. Mark Pastin (1986). The Hard Problems of Management: Gaining the Ethics Edge. Jossey-Bass.score: 88.0
    Offers managers new tools to deal with the tough problems businesses face today. Reveals how analyzing the ethical dimensions of problems actually offers competitive advantages. Offers illustrative case examples from internally recognized companies showing that high ethics and high profits go hand in hand--and identifies the factors responsible for these companies' success.
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  20. Bani P. Banerjee (2005). Foundations of Ethics in Management. Excel Books.score: 86.0
    And while globalisation has ushered in many benefits for companies and consumers alike, this book posits that it is the fierce competition of global market-places which drives the largely unopposed belief that firms exist solely to enhance ...
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  21. Alexander Brink & Victor A. Tiberius (eds.) (2005). Ethisches Management: Grundlagen Eines Wert(E)Orientierte Führungskräfte-Kodex. Haupt.score: 86.0
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  22. Mike Harrison (2005). An Introduction to Business and Management Ethics. Palgrave Macmillan.score: 86.0
    This text provides an introduction to some of the major challenges facing anyone concerned with standards of behaviour in organizations. It starts from a consideration of the resources provided by philosophical ethics and moves on to consider the challenges inherent in working in a competitive business environment.
     
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  23. LaRue T. Hosmer (1987). The Ethics of Management. Irwin.score: 86.0
     
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  24. Someśvarānanda (1996). Indian Wisdom for Management. Ahmedabad Management Association and Vivekananda Centre for Indian Management.score: 86.0
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  25. Gerald J. Williams (1992). Ethics in Modern Management. Quorum Books.score: 86.0
     
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  26. Michel Ferrary (2009). A Stakeholder's Perspective on Human Resource Management. Journal of Business Ethics 87 (1):31 - 43.score: 84.0
    In order to understand the system wherein human resource management practices are determined by the interactions of a complex system of actors, it is necessary to have a conceptual framework of analysis. In this respect, the works of scholars (Mitroff, 1983, Stakeholders of the Organizational Mind, Jessey-Bass; Freeman, 1984, Strategic Management: A Stakeholder Approach, Pitman) concerning stakeholder theory opened new perspectives in management theory. An organisation is understood as being part of a politico-economic system of stakeholders who (...)
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  27. Sevki Ozgener (2008). Diversity Management and Demographic Differences-Based Discrimination: The Case of Turkish Manufacturing Industry. [REVIEW] Journal of Business Ethics 82 (3):621 - 631.score: 80.0
    In the late 1980s workforce became more diverse in terms of demographic changes, cultural differences and other characteristics of organizational members. This diversity was a reflection of changing global markets. Workforce diversity has both positive and negative effects on organizational performance. Therefore, it is becoming important especially for medium- and large-scale businesses. In order to manage increasingly workforce diversity and to prevent discrimination, diversity management is now considered as a major part of strategic human resource management. The purpose (...)
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  28. Marcel van Marrewijk (2004). A Value Based Approach to Organization Types: Towards a Coherent Set of Stakeholder-Oriented Management Tools. [REVIEW] Journal of Business Ethics 55 (2):147-158.score: 78.0
    This paper describes a set of ideal type organizations in a developmental sequence. As these descriptions are based on Spiral Dynamics (or Emerging Cyclical Levels of Existence Theory – ECLET), the types are labeled as Order, Success, Community and Synergy. Per type the author elaborated on the underlying value system and relating institutional structures, such as leadership role, governance and measurement format. As a summary, a Transition Matrix is presented which indicate the paradigm shifts per discipline/department, as manifested in the (...)
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  29. Elizabeth Esch & David Roediger (2009). One Symptom of Originality: Race and the Management of Labour in the History of the United States. Historical Materialism 17 (4):3-43.score: 78.0
  30. George Gonzalez (2012). Shape Shifting Capital: New Management and the Bodily Metaphors of Spiritual Capitalism. Journal for the Theory of Social Behaviour 42 (3):325-344.score: 78.0
    There is a burgeoning and increasingly institutionalized discourse within organizational theory and business practice dedicated to exploring the intersections of “religion” and “spirituality” at work. Turning especially to the broadly influential management theory of Margaret Wheatley, I locate “spiritual” management within a contemporary management ethos characterized by both an increasing interest in transitive phenomena and pre-conscious understanding and the wholesale deregulation of industrial metaphors for society in favor of holistic, cybernetic and global metaphors for a networked (...)
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  31. Nicholas McClaren (forthcoming). The Methodology in Empirical Sales Ethics Research: 1980–2010. Journal of Business Ethics.score: 78.0
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  32. Olga Kolesnik (2014). Філософсько-Освітня Методологія Дослідження Мережевої Парадигми Управління Освітою. Схід 2:150-153.score: 72.0
    Defining features of the research methodology of network management of education paradigm is the main subject of the article. First of all, we are talking about the need to adapt existing methodologies such as synergistic, systems analysis, activity approach, philosophical hermeneutic methodology. Their use requires consideration of social and cultural characteristics of network-information society and its education sector. The main reason for adaptation of methodologies is consideration of educational networking features, including horizontal interaction between actors in the (...)
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  33. Robert H. Montgomery & Gregory F. Maggio (2009). Fostering Labor Rights in Developing Countries: An Investors' Approach to Managing Labor Issues. [REVIEW] Journal of Business Ethics 87 (1):199 - 219.score: 72.0
    While private sector investment plays a key role in fostering sustainable economic development in developing countries, respect for internationally recognized worker rights is also a vital component. The paper presents a methodology to assist investors in largescale private infrastructure and other industry sector projects to utilize internationally recognized core labor rights and related standards for fostering sound labor management. The methodology involves due diligence or analysis of labor conditions and subsequent supervision and monitoring of performance and promotes (...)
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  34. Olesia Syzonenko (2013). Запобіжний Механізм Антикризового Управління Промислового Підприємства. Схід 3 (3(110)):50-54.score: 72.0
    The article presents a management mechanism that foresees basing and realization of actions aimed at sustainable development of industrial enterprise based on the probability of influence of a negative factor and extent of loss that may arise from this influence.
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  35. Viktoriya Kharchenko (2014). Принципи Формування Системи Стратегічного Управління Розвитком Промислового Підприємства. Схід 4.score: 72.0
    There has been noted that in the process of the development of economic relationship, improvement and technology integration, innovations and transformations implementation, increase in productivity and activity outcomes the principles of management, development and system functioning are changed, complemented and transformed. There has been found that to meet the goals of industrial enterprises development, encourage co-operation of all units in the system during development, make financial and economic, production and technical managerial decisions on the basis of systemic approach (...)
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  36. Lerong He & Rong Yang (forthcoming). Does Industry Regulation Matter? New Evidence on Audit Committees and Earnings Management. Journal of Business Ethics.score: 70.0
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  37. Julia Wolf (2011). Sustainable Supply Chain Management Integration: A Qualitative Analysis of the German Manufacturing Industry. [REVIEW] Journal of Business Ethics 102 (2):221-235.score: 68.0
    Firms are increasingly integrating sustainability into their supply chain management (SCM) practices. The goal is to achieve sustainable flows of products, services, information and capital to provide maximum value to all corporate stakeholders. Prior research on SCM integration has insufficiently addressed sustainability. The objective of this research is to provide for a coherent and testable model of sustainable supply chain management integration (SSCMI). By drawing on four cases from the German manufacturing industry, we seek to identify the most (...)
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  38. Mark Cordano, R. Scott Marshall & Murray Silverman (2010). How Do Small and Medium Enterprises Go “Green”? A Study of Environmental Management Programs in the U.S. Wine Industry. Journal of Business Ethics 92 (3):463 - 478.score: 68.0
    In industries populated by small and medium enterprises, managers' good intentions frequently incur barriers to superior environmental performance (Tilley, Bus Strategy Environ 8:238-248, 1999). During the period when the U.S. wine industry was beginning to promote voluntary adoption of sound environmental practices, we examined managers' attitudes, norms, and perceptions of stakeholder pressures to assess their intentions to implement environmental management programs (EMP). We found that managers within the simple structures of these small and medium firms are responsive to attitudes, (...)
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  39. Pete Geissler (2004). Managing with Conscience for Competitive Advantage. Asq Quality Press.score: 68.0
    This book is not another lecture about the greed, self-centeredness, and self-aggrandizement of managers who perpetrated and profited from the failures of their ...
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  40. James D. Smith (2013). A Synthesis of the Prevailing Conflict Management Paradigms: Toward a Unity of Conflict. Dissertation, Fielding Graduate Universityscore: 66.0
    This synthesis of 5 prominent conflict management paradigms uses power differential as the single most contributing variable to their process and outcome of conflict. Efforts of scholars to integrate or synthesize conflict paradigms have been unsuccessful or clumsy by the scholars’ own assessments. The 5 selected paradigms represent an interdisciplinary set of normative and descriptive paradigms from different social contexts and intellectual frameworks. The 5 share the common traits of rival goals, three levels of socially constructed power differential, and (...)
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  41. Maria J. Masanet-Llodra (2006). Environmental Management Accounting: A Case Study Research on Innovative Strategy. [REVIEW] Journal of Business Ethics 68 (4):393 - 408.score: 66.0
    The aim of this paper is to conduct an in-depth study on environmental management systems developed in the ceramic tiles sector. This study is conceived as an improvement on a previous survey related to an environmental diagnosis of the ceramic tiles sector where some incongruities between environmental explicit speeches and environmental actions were detected. Such incongruities revealed that firms assumed to be highly environmental committed while from facts this commitment was not so high proved. So, it was necessary to (...)
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  42. Rodrigo Ribeiro (2013). Tacit Knowledge Management. Phenomenology and the Cognitive Sciences 12 (2):337-366.score: 66.0
    How can we identify and estimate workers’ tacit knowledge? How can we design a personnel mix aimed at improving and speeding up its transfer and development? How is it possible to implement tacit knowledge sustainable projects in remote areas? In order to answer these questions, it is necessary to distinguish between types of tacit knowledge, to establish what they allow for and to consider their sources. It is also essential to find a way of managing the tacit knowledge ‘stock’ and (...)
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  43. Sviatoslav Moskalev & Seung Chan Park (2010). South Korean Chaebols and Value-Based Management. Journal of Business Ethics 92 (1):49 - 62.score: 66.0
    South Korean industrial conglomerates (chaebols) are discussed in the context of value-based management (VBM). Recent economics and finance literature on the diversion of corporate resources from the firm to the controlling shareholders (tunneling), for which chaebols are notoriously known, is discussed. Chaebols have engaged in empire building and expropriation of minority shareholders, distorting the process of efficient resource allocation in South Korea, and became the root cause of the 1997 financial crisis. We argue that the 1997 crisis should (...)
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  44. Lorenzo Patelli & Matteo Pedrini (2013). Is the Optimism in CEO's Letters to Shareholders Sincere? Impression Management Versus Communicative Action During the Economic Crisis. Journal of Business Ethics:1-16.score: 66.0
    In this study, we explore the sincerity of the rhetorical tone of 664 annual letters to shareholders (CEO letters). Prior studies adopt Impression Management theory to predict that firms obfuscate failures and emphasize successes to unfairly enhance their image and maintain organizational legitimacy. Yuthas et al. (J Bus Ethics 41:141–157, 2002) challenged such a view, showing that firms reporting earnings surprises engage in ethical discourse with shareholders. We adopt the methodology of Yuthas et al. (J Bus Ethics 41:141–157, (...)
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  45. M. Guerci, Giovanni Radaelli, Elena Siletti, Stefano Cirella & A. B. Rami Shani (2013). The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective. [REVIEW] Journal of Business Ethics:1-18.score: 66.0
    The increasing challenges faced by organizations have led to numerous studies examining human resource management (HRM) practices, organizational ethical climates and sustainability. Despite this, little has been done to explore the possible relationships between these three topics. This study, based on a probabilistic sample of 6,000 employees from six European countries, analyses how HRM practices with the aim of developing organizational ethics influence the benevolent, principled and egoistic ethical climates that exist within organizations, while also investigating the possible moderating (...)
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  46. Fabio Cecchinato (2009). Etica: La Sfida Dei Manager: La Phronesis Come Competenza Morale. Guerini E Associati.score: 66.0
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  47. P. R. Palomino & R. Martínez (2011). Human Resource Management and Ethical Behaviour: Exploring the Role of Training in the Spanish Banking Industry. Ramon Llull Journal of Applied Ethics 1 (2):69.score: 62.0
    Nowadays there is a growing interest in business ethics, both in academia and professionally. However, moral lapses continue to happen in business activities, leading academicians and professionals to rethink what is being done and reinventing new strategies to successfully manage ethics in business organisations. Thus, whereas efforts to promote ethics are basically oriented to using and developing explicit, written formal mechanisms, the literature suggests that other instruments are also useful and necessary to achieve this. Thus, studying the role of the (...)
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  48. Michael Henderson (2003). Values at Work: The Invisible Threads Between People, Performance and Profit. Harperbusiness.score: 62.0
    How many companies create a fancy vision statement, hang it on the wall and never refer to it again? For all the hype, identifying company values is worthwhile only if management then refer to these values in all business -decisions and motivate employees to do the same. Values at Work seeks to help managers identify company values, coach staff to implement these values, and support staff in identifying their own personal values and comparing them to those of the company. (...)
     
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  49. Martin Thomas (2011). Loose: The Future of Business is Letting Go. Headline.score: 62.0
    How_more open ways of thinking and operating are beginning to pervade even the largest and most complex institutions, from global corporations to government departments _ The future of business is loose-loose organizations, management styles, brands, thinking, and communications. For example,_Google breaks the traditional rules of branding by changing its logo everyday, Doritos handed over the premium advertising slot in the Superbowl to a couple of amateur filmmakers, and even Pope Benedict XVI has embraced the inclusive "Obama model" of communication (...)
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  50. Sergio Sismondo, Ghost Management: How Much of the Medical Literature is Shaped Behind the Scenes by the Pharmaceutical Industry?score: 60.0
    Anecdotes have shown that some articles on profitable drugs are constructed by and shepherded through publication by pharmaceutical companies and their agents, whose influence is largely invisible to readers. This is ghost-management, the substantial but unrecognized research, analysis, writing, editing and/or facilitation behind publication. Publicly available documents suggest that these practices extremely widespread affecting up to 40% of clinical trial reports in key periods but it has been unclear how representative these documents are. This article presents the results of (...)
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