A History of Management Thought

Witzel, Morgen

doi:10.4324/9780203145609

Cited by 63 publications

(45 citation statements)

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“…Business history directly informed the birth of some business disciplines in the 20th century in that detailed historical evidence informed inter alia John Dunning's OLI paradigm in international business (Jones and Khanna, ) and Alfred D. Chandler's ideas in strategic management (Witzel, , pp. 164−165).…”

Section: Non‐business Insights On Non‐market Strategiesmentioning

confidence: 99%

Non‐market Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings

Frynas

Child

Tarba

2017

British J of Management

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This paper introduces a special issue of the British Journal of Management on social and political strategies in the non‐market environment. On the one hand, it reviews the extant research on the possible forms of interaction between Corporate Social Responsibility (CSR) strategies and Corporate Political Activity (CPA): CSR‐CPA complementarity, CSR‐CPA substitution and mutual exclusion between CPA and CSR. On the other hand, the paper provides an overview of the recent contributions of non‐business disciplines – psychology, sociology, economics, politics and history – to nonmarket scholarship and, above all, the potential future scholarly contributions of these disciplines.

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Section: Non‐business Insights On Non‐market Strategiesmentioning

confidence: 99%

Non‐market Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings

Frynas

Child

Tarba

2017

British J of Management

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“…This seems to suggest an intrinsic difference between the process producing the daily flaring activity and this major flare-outburst. It is rather surprising then that the required X-ray luminosity can be inferred by simply extrapolating the observed K-band flux distribution, obtained over ∼ 10 years of monitoring, to higher fluxes and rare events (Witzel et al 2012. This extrapolation to high fluxes and the assumed IR to X-ray conversion involve many assumptions (such as the flare SED and a direct correspondence between the IR and X-ray light curves).…”

Section: Origin Of the Flares-outburstsmentioning

confidence: 99%

Traces of Past Activity in the Galactic Centre

Ponti

Morris

Terrier

et al. 2013

Astrophysics and Space Science Proceedings

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The Milky Way centre hosts a supermassive Black Hole (BH) with a mass of ∼ 4 × 10 6 M ⊙ . Sgr A*, its electromagnetic counterpart, currently appears as an extremely weak source with a luminosity L ∼ 10 −9 L Edd . The lowest known Eddington ratio BH. However, it was not always so; traces of "glorious" active periods can be found in the surrounding medium. We review here our current view of the Xray emission from the Galactic Center (GC) and its environment, and the expected signatures (e.g. X-ray reflection) of a past flare. We discuss the history of Sgr A*'s past activity and its impact on the surrounding medium. The structure of the Central Molecular Zone (CMZ) has not changed significantly since the last active phase of Sgr A*. This relic torus provides us with the opportunity to image the structure of an AGN torus in exquisite detail.

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“…Third, the intellectual climate of the time gave strong support to national planning. Rationality was on the rise in the management disciplines with, in the 1950s, “renewed emphasis on scientific thinking and scientific rigour” (Witzel, , p. 184). In the emergent discipline of development economics, the early leaders belonged to the structuralist school, which saw the state as needing to step in to address market failures through planning.…”

Section: Top‐down and Bottom‐up Planningmentioning

confidence: 99%

Aligning top‐down and bottom‐up in development planning: The case of Bhutan

Wangchuk

Turner²

2019

Public Admin & Development

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Summary Effective planning makes a vital contribution to developmental success. It is generally perceived as being either centralized (top‐down) or decentralized (bottom‐up). Centralized planning dominated the early development decades, but disappointing results greatly lessened its appeal and paved the way for participatory and decentralized planning. Both types of planning are evident today, but the question has arisen as to whether top‐down and bottom‐up planning can be successfully combined into one effective, efficient, and popular system. This question is examined through the case of Bhutan where central planning was introduced at the outset of the country's push for modernization and today leads the way in the country's pursuit of Gross National Happiness (GNH). However, central planning has been complemented with decentralized participatory planning at the subnational levels. Success in aligning the two planning modes has been achieved by incremental development of the planning system, orientation to the unifying national vision of GNH, a powerful central planning agency, actors at all levels who are able and knowledgeable in their planning roles, and processes that are well organized and proven to work to the satisfaction of all participants.

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A History of Management Thought

Cited by 63 publications

References 0 publications

Non‐market Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings

Non‐market Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings

Traces of Past Activity in the Galactic Centre

Aligning top‐down and bottom‐up in development planning: The case of Bhutan

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