A5004754007- Organizational Learning and Leadership
- Management and Organizational Studies
- Business Strategy and Innovation
- Family and Disability Support Research
- Competitive and Knowledge Intelligence
- Water Quality and Resources Studies
- Leadership and Management in Organizations
- Ethics in Business and Education
- Food Security and Health in Diverse Populations
- Organizational Change and Leadership
- Innovation and Knowledge Management
- Organizational Leadership and Management Strategies
- Human Resource and Talent Management
- Complex Systems and Decision Making
- Corporate Finance and Governance
- Corporate Social Responsibility Reporting
- Service-Learning and Community Engagement
- Management, Economics, and Public Policy
- Archaeology and Natural History
- Management Theory and Practice
- Groundwater flow and contamination studies
- Leadership, Human Resources, Global Affairs
- Family Business Performance and Succession
- Groundwater and Isotope Geochemistry
- Private Equity and Venture Capital
Bentley University
2013-2023
Academy of Management
2021
Copenhagen Business School
2007-2018
Trinity College
2018
University of Milano-Bicocca
2007
Digital Research Alliance of Canada
2006
Enel (Italy)
1984
An extended case study of a recent merger between two mutual savings banks is studied from the perspective organizational culture. Data on culture and climate are analyzed pre- post-merger interviews, observations, archival information, survey questionnaires. Results suggest that even within same industry, there major difficulties in trying to merge different though viable cultures.
This article features the service learning program at Bentley College in Waltham, Massachusetts. Service-learning plays a vital, ever-growing role education of our students–tomorrow's managers. Through service-learning experiences, students deepen their understanding management concepts as they apply them to actual organizational and social problems. In addition, develop ability reflect critically on these experiences under guidance faculty mentor. Perhaps most important, provides with an...
Although social movements and legislation have provided the impetus for women to enter managerial ranks, relatively few females become top-level managers. Using sociological theory of marginality, paper explores this phenomenon suggests that are still caught between emerging corporate traditional roles. Implications marginal status then examined in context multistaged process organizational socialization.
Although strategic alliances are increasingly commonplace, our understanding of these ventures is still evolving. Drawing on a consulting experience in network organization, presents an intervention framework focused issues related to creation, maintenance and assessment. Emphasizes lessons learned for managing such partnerships.
Most merger and acquisition strategies are still dominated by financial analyses, legal considerations power plays dominant groups as individuals jockey for position influence. Rather than focusing on the inherent dysfunctions that can emerge in combined organization due to informal held organizational members – low productivity, poor quality, reduced commitment, voluntary turnover, related hidden costs untapped potential far too many companies seem meander through post‐combination...