Finance 2.0 – Crisis
Superstructures or back to Cooperative Public Services?
Frans van der Reep
We have the chance now to correct the failures of the current system. Frans van der Reep presents some creative viewpoints like the lessons of nuclear reactors and the sorcerer’s apprentice. This brings him to two possible solution scenarios.
Published 06-04-2009

Social Companies: from survival of the fittest to survival of the most cooperative
Frans van der Reep
The Internet is changing the way we organize work. It is shifting the requirement for what we call the ‘schedule push’ and the hierarchical organisation that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services.
Published 08-05-2010

Organizational behavior in historical perspective
Part 1: The taming of emotions
Willem Mastenbroek
The current high degree of self-discipline and control looks quite natural and selfunderstood. It definitely is not. Morerover our ways of emotion management show a close relation with patterns of power and dependency. This is another neglected area. How helpful is modern skill-training in its disregard of emotional drives and power differences?
Published 17-08-2005

Thought Leaders: Wayne Cascio on Responsible Restructuring
An interview with Wayna Cascio
Rich DiGeorgio
Wayne Cascio’s latest book is Managing Human Resources: Productivity, Quality of Work, Profits. He recently spoke with Rich DiGeorgio about the book and his work.
Published 01-02-2005

Moving FORWARD with solution-focused change
A results-oriented and appreciative way of making progress
Coert Visser en Gwenda Schlundt Bodien
The solution-focused approach has helped coaches, trainers, consultants and managers to be more effective in realizing their goals. Moreover, it has often made their work more enjoyable. This article presents a simple, new, and - hopefully - sticky model to describe the solution-focused approach: the FORWARD-model.
Published 27-02-2007

The Knowledge Organization
Knowledge management = asset management
Burt Rost van Tonningen
Identifying and implementing smart solutions is key to gaining a competitive edge in the new economy. The author explains how knowledge management has become asset management, simply because in this information age we no longer have other important assets.
Published 22-06-2000

Social Companies part two
Back to the heart of the matter: recursion and the revival of meaning
Frans van der Reep
The Internet is changing the way we organize work. It is shifting the requirement for what we call the ‘schedule push’ and the hierarchical organization that it implies, and therefore it is removing the type of control that is conventionally used.
Published 27-05-2010

Do MBA's make lousy managers?
David Creelman
Got your MBA at Insead, Harvard or Erasmus University? That’s too bad. There are a lot of critics of MBA’s, but perhaps the most insightful is Dr. Henry Mintzberg. His latest book, "Managers Not MBA's: A Hard Look at the Soft Practice of Managing and Management Development", makes a compelling case that businesses would be better off not hiring MBA's into management positions. Mintzberg's book has attracted a fury of criticism. This review by our Canadian correspondent, David Creelman, clarifies why MBA programs can be so damaging.
Published 20-04-2004

The Nature of Organizations
Interview with Arie de Geus
David Creelman
Arie de Geus has received international acclaim as an author. Here, he takes a critical stance in regard to the tendency to think in terms of ' shareholder value'. This mindset often leads to companies treating people like products or skills to be bought for a limited purpose before being disposed of. Other methods of 'governorship' must be found to serve as an alternative to the 'limited liability company'. De Geus outlines the possibilities that he sees.
Published 24-02-2004

Strategic sourcing; a bridge too far?
Teije Bakker, Matthieu Goede en Gert Teusink
The concept of sourcing is gaining popularity in both organisation and management studies. This article offers a conceptual framework that regards sourcing as a strategic function of a company. Using a handful of real world examples, the authors illustrate how different levels of improvement in the sourcing function can be attained.
Published 24-12-2002