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Autumn 2011
A leadership journey: conversations with Herta von Steigel
Stephen A.W. Drew
In this new section of the Journal of General Management we aim to engage
with practice through interviews with organisation leaders. We will focus on
individuals whose careers and achievements are of special interest to our
readers through their inspirational example and abilities to achieve significant
change in the world. In this edition we meet Herta Von Steigel who is the
Founding Chief Executive of Ariya Capital, an investment firm established to
focus on sustainable investments in Africa. |
Autumn 2011
Book reviews
Gwyn Jones, Malcolm Warner
Inside Outsider CEOs
Why China's rise doesn't threaten the West
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Autumn 2011
Index to Vol. 36 (2010-2011)
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Autumn 2011
Is there a relationship between Emotional Intelligence and individual values? An exploratory study
Malcolm Higgs, Scott Lichtenstein
The importance of individual values in determining individual behaviour is well established.
However, much of the research in this field has been critiqued for failing to focus on values
priorities or personal values systems. This, it has been argued, accounts for the contradictory
and inconclusive findings that arise in the research. More recently, assertions have been made
that there are links between an individual's personality and their values. However, empirical
studies to support this assertion have failed to provide conclusive evidence. In the literature
relating to individual differences there has been an emergence of interest in the concept of
emotional intelligence (EI). Whilst this has been a contentious construct, evidence has been
provided both of its validity and difference from personality. Given the emotional roots of EI it
has been suggested that it may be rooted in individual values systems and priorities. Against this
background, this paper reports a study designed to explore the relationships between EI and
values systems using the Maslovian three factor categorisation of values priorities. The study
involved 75 managers. Analyses did indeed show relationships that appeared to make sense.
The paper reports these analyses and identifies limitations, implications for managers and areas
for future research to take this line of inquiry forward. |
Autumn 2011
Managing SMEs' survival from financial crisis in a transition economy: a Chaos Theory approach
Soren Kock, Huu Le Nguyen
This paper builds a model to manage SMEs in turbulent environments using Chaos Theory. The
empirical evidence was based on in-depth interviews with 25 business leaders of SMEs in the
transition economy of Vietnam. The results revealed that to survive in turbulent environments,
SMEs are required to quickly shift their businesses and strategic focuses, become involved in
new businesses, be flexible and make innovative moves. |
Autumn 2011
Product deletion: a critical overview and empirical insight into this process
Jonathan Muir, Nina Reynolds
With organisations as diverse as Heinz, Kraft, Polygram and Sony reducing the scope of their
product portfolios, it appears that the issue of product deletion is currently exercising
managerial minds. Those keen to pursue their interest in this area will find a concise body of
work spanning nearly six decades. However, missing from this work is an understanding of the
recurring tactical, strategic and cultural variables involved in deletion decision-making. This
research sought to alleviate this shortcoming through conducting an in-depth literature review
and considering the deletion experiences of three world-renowned organisations. The results
of this exploratory study provide an initial insight into the core product deletion variables,
providing managers and academics with valuable up-to-date information on this contemporary
subject matter. |
Autumn 2011
Repairing injustice in organisations: beyond social accounts
Constant D. Beugre
Using a qualitative method focusing on a negotiation process between the top management of a
large US carrier and its unions, the present article found that the provision of social accounts,
such as apologies, justifications and admission of wrong-doing is necessary but not sufficient to
repair injustice. Rather, concrete actions including the removal of offenders to ensure that
injustice will be prevented in the future are effective ways of repairing injustice. The findings
provide valuable guidelines to managers on how to effectively repair perceived injustices in the
workplace. |
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