Opening the Black Box: Longitudinal Case Study on the Behavior of Board Members at BMW Corporation

2010 ◽  
Author(s):  
Monia Manâa
Keyword(s):  
Black Box ◽  
Board Members ◽  
Longitudinal Case Study

scholarly journals Management by Values: A Case Study of a Recruitment Company

2020 ◽  
Vol 19 (1) ◽  
pp. 29-60
Author(s):  
Katarzyna Piwowar-Sulej ◽  
Rafał Mroziewski
Keyword(s):  
Board Members ◽  
Longitudinal Case Study ◽  
Case Study Method ◽  
The Road ◽  
Management Board ◽  
Road Map ◽  
Other Information ◽  
The Subject ◽  
Organization Research

Background. Although one can find in the subject literature how to implement management by values (MBV), this concept is still relatively new and not devel‑ oped enough. Over the years, it has been proven that there is a direct relationship between management by values and the economic performance of an organization. Research aims. The aim of the paper is to answer the following research ques‑ tions: “What are the origin and assumptions of the concept of management by values?” and “How should an organization implement and maintain MBV?”. Methodology. The authors used literature studies and the longitudinal case study method. Within the case study the authors applied participant observations (conducted in 8 years), analysis of documentation and other information about the enterprise under study such as internal reports or website. They interviewed 3 management board members and 8 employees, as well. Then they confronted empirical findings with the “Road Map” concept which is presented in the literature. Key findings. The research revealed some differences between practice and the “Road Map”. The study delivers guidelines for managers (e.g., on how to oper‑ ationalize the company’s values, how to build a reward system, or how to measure the success of MBV implementation). The paper also presents the directions for further research.

scholarly journals Accountability in Nonprofit Governance: A Process-Based Study

2017 ◽  
Vol 46 (4) ◽  
pp. 685-704 ◽  
Author(s):  
Richard Tacon ◽  
Geoff Walters ◽  
Chris Cornforth
Keyword(s):  
Nonprofit Organizations ◽  
Nonprofit Organization ◽  
Observational Research ◽  
Board Members ◽  
Longitudinal Case Study ◽  
Multiple Stakeholders ◽  
The United Kingdom ◽  
Depth Interviews ◽  
Insight Into

Accountability is a crucial element of governance. Nonprofit organizations are typically accountable to multiple stakeholders and often “do” accountability in multiple ways. But what happens when a nonprofit organization is highly dependent on a single source of funding? This article provides an empirical exploration of this issue. It draws on a longitudinal case study of one nonprofit organization in the United Kingdom that is highly dependent on a single funder to examine how accountability is constructed and enacted, with a focus on the board. It critically examines accountability processes through direct observation of board and committee meetings and in-depth interviews with board members. The analysis shows how board members work to construct broader forms of accountability beyond accountability to the funder, but then struggle to enact them. This article provides in-depth insight into the challenges that nonprofit board members face and offers a rare example of observational research on board behavior.

Making European Managers in Business Schools: A Longitudinal Case Study on Evolution, Processes, and Actors from the Late 1960s Onward

2021 ◽  
pp. 1-34
Author(s):  
ADRIEN JEAN-GUY PASSANT
Keyword(s):  
Business School ◽  
Recent Literature ◽  
Business Schools ◽  
Black Box ◽  
Longitudinal Case Study ◽  
Context Sensitive ◽  
Educational Domain ◽  
European Business ◽  
External Forces

There have been calls in recent literature for researchers to open up the “black box” of business schools to explore their dynamics and behaviors in-depth for a context-sensitive understanding of their evolution. Drawing on the case of ESCP, a leading business school in France, this article shows how European business schools’ curricula have evolved since the late 1960s in response to a combination of powerful actors’ demands and the emergence of new processes in the educational domain. This article finds that while European business schools’ curricula reflect the influence of internal and external forces, they do not converge to a common type, because of the different markets and political and cultural contexts in which they operate. It also finds that business schools in Europe purposefully do not imitate those in United States.

MRI abnormalities associated with Vigabatrin treatment – a longitudinal case study and an atypical case

2010 ◽  
Vol 41 (02) ◽  
Author(s):  
T Polster ◽  
C Thiels ◽  
S Axer ◽  
G Classen ◽  
A Hofmann-Peters ◽  
...  
Keyword(s):  
Longitudinal Case Study ◽  
Atypical Case

Neuropsychological and neuroimaging findings of developmental dysphasia: A longitudinal case study

1997 ◽  
Vol 11 (2) ◽  
pp. 139-152
Author(s):  
J. Deus ◽  
C. Junque ◽  
J. Pujol ◽  
P. Vendrell ◽  
M. Vila ◽  
...  
Keyword(s):  
Longitudinal Case Study

THE ROLE OF LOCAL SOCIAL INSTITUTION IN COMMUNITY EMPOWERMENT IN BANDUNG REGENCY, INDONESIA

2019 ◽  
Vol 3 (1) ◽  
Author(s):  
Helly Ocktilia
Keyword(s):  
Leadership Style ◽  
Social Institution ◽  
Community Empowerment ◽  
Board Members ◽  
Supportive Leadership ◽  
Community Institutions ◽  
The Social ◽  
Descriptive Method

This study aims to gain a deeper understanding of the existence of the local social organization in conducting community empowerment. The experiment was conducted at Community Empowerment Institution (In Indonesia it is referred to as Lembaga Pemberdayaan Masyarakat/LPM). LPM Cibeunying as one of the local social institution in Bandung regency. Aspects reviewed in the study include the style of leadership, processes, and stages of community empowerment, as well as the LPM network. The research method used is a case study with the descriptive method and qualitative approach. Data collection was conducted against five informants consisting of the Chairman and LPM’s Board members, village officials, and community leaders. The results show that the dominant leadership style is participative, in addition to that, a supportive leadership style and directive leadership style are also used in certain situations. The empowerment process carried out per the stages of the empowerment process is identifying and assessing the potential of the region, problems, and opportunities-chances; arranging a participative activity plan; implementing the activity plan; and monitoring and evaluating the process and results of activities. The social networking of LPM leads to a social network of power in which LPM can influence the behavior of communities and community institutions in utilizing and managing community empowerment programs. From the research, it can be concluded that the model of community empowerment implemented by LPM Cibeunying Village is enabling, empowering, and protecting.

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