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Monthly Archives: January 2014

The “3Rs” of Management Part II: Rationality and Power


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Walter Bagehot once wrote that “The whole history of civilization is strewn with creeds and institutions which were invaluable at first, and deadly afterwards”. Following on my blog from last week, I think that this is a fair description of … Continue reading


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The 3 “Rs” of Management: Rigour, Relevance and Rationality


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The debate between rigour and relevance continues in management education, usually spurred by management professors’ concerns that practitioners are paying little attention to their research. The history of the problem is now familiar: in the first half of the 20th … Continue reading


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Why Isn’t ‘Servant Leadership’ More Prevalent?


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This was the question posed recently on the Wisdom Research Network of the University of Chicago by James L. Heskett, Baker Foundation Professor, Emeritus at the Graduate School of Business Administration, Harvard University. He continued: “Servant leadership is an age-old … Continue reading


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Words are Easy, Numbers can be Faked, Behaviour is Difficult: The Case for Embodied Management


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When I wrote Learning from the Links back in 2002 I was trying to make the case that management, like golf, was a practice and attempts to make progress in either activity should follow similar paths. I was particularly inspired … Continue reading


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