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Purpose - This paper aims to develop a conceptual framework that can be used in studying the changing nature of management control in organizations. It is based on four components of the management control system, namely: organizational structure and strategy; corporate culture; management information systems; and core control package. Design/methodology/approach - A range of published works is reviewed to explore the nature of management control. Findings - The conceptual framework developed in the paper can be used in studying the changing nature of management control in organizations. Research limitations/implications- This is not an empirical investigation of management control. Originality/value - The framework presented in this article is useful to both practitioners and researchers of management control. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine the extent to which shared values influences organizational effectiveness and the extent to which shared values influences profitability, productivity, and market share. Design/methodology/approach – The correlational study adopted a cross-sectional survey design. Research questionnaires were administered; interviews were held with managers in the organizations studied. A total of 388 managers were randomly drawn from a population of 13,339 managers of all the 24 banks in Nigeria. The independent variable, “shared values” was measured by coordination and integration, agreement, and core values. The dependent variable, organizational effectiveness was measured by profitability, productivity, and market share. The measures used a five-point Likert scale ranging from 1-strongly disagree to 5-strongly agree. Spearman's rank correlation statistical tool was used to test the hypotheses. Findings – The result (ρ=0.555, p<0.05) (see Table II) shows a significant positive relationship between shared values and profitability. The result (ρ=0.504, p<0.05) (see Table III) shows a significant positive relationship between employee involvement and productivity. The result (ρ=0.359, p<0.05) (see Table IV) shows a positive relationship between employee involvement and market share. There is a significant positive relationship between shared values and organizational effectiveness. Research limitations/implications – The results cannot be generalized because the study was carried out only in the banking industry. Not all the questionnaires given out were retrieved. Some respondents were reluctant to give out information about their organizations because of fear that such information will get to their competitors. Relevant literature on the topic of African origin were scarce, thus most of the literature reviewed was from Europe and America. Practical implications – The results imply that increase in the level of shared values in organizations will enhance profitability, productivity, and market share. This means that “shared values” is associated with organizational effectiveness. Originality/value – The study provides increased understanding, prediction, and appreciation of human behaviour. It enables us analyse the relationship that exist between shared values and organizational effectiveness. The study significantly enhances the body of knowledge in this area of management as it provides reliable empirical results that can be used by scholars and practitioners. It will also help to alert managers on the implications of cultivating a culture of sharing values in the organization that can serve as a competitive advantage. The study will be a challenge to further research because of its findings. [ABSTRACT FROM AUTHOR]

Purpose - To summarise the findings from research in adopting and diffusing knowledge management systems. Design/methodology/approach - The approach is a summary of the study findings and a discussion of these. Findings - The findings explain the adoption and diffusion of a KMS in an organization. These include: perceived usefulness has a positive relationship with an organization embarking on a KMS; people's decision to accept and use a KMS is directly determined by perceived user-friendliness and perceived voluntariness; and the KMS diffusion process takes place in six stages. Research limitations/implications - This study tested the entire research model. In the future, parts of the model could be extracted and investigated in detail. Practical implications - The results have significant implications for managerial practices, including the need for a KMS; the cost of a KMS; significant factors of KMS adoption and diffusion; end-user focus and involving people in the KMS; and organizational adjustment to embrace the KMS. Originality/value - The study develops and tests a comprehensive model of KMS adoption and diffusion. [ABSTRACT FROM AUTHOR]

The article presents a study which examines internationalisation strategy of management education of Western business schools, focusing the case of University of Abertay's Dundee Business School in Scotland. It discusses the competing rationales for the said move, the notion of transferring best practice abroad, the way in which an internationalisation strategy might be used that meets the demand of Western business schools and those of the host countries, and the problems that both "parent" and "host" country collaborators are likely to face in setting up joint ventures. The impact of the said move of business schools on the quality of their education is also explained.

Describes an integrated organizational development (OD) program and its application in a company's change of culture, structure and operating procedures. Return of the integrated approach to OD; Application of an integrated approach to OD; Case of Bangor Hydro-Electric Company; Conclusion.

Management competences significant for large and medium-size companies in the West may not be universally applicable. Describes which qualitative, inductive approaches were used to identify competences important in expanding smaller businesses in a particular locality (Hong Kong). Identifies competences generally salient for growth as: global-oriented outlook for the business; analytical market approach; readiness to seize relevant opportunities; and systematic financial management. Considers an additional set of competences salient for growing companies with less than 50 employees, namely: vivid vision/purpose/ mission; ability to conceptualize or formulate company strategy; strategic approach to human resource development; and promoting a learning culture. Also identifies several competences relevant to all small businesses in Hong Kong, whether growing or non-growing. [ABSTRACT FROM AUTHOR]