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Microfoundations in Management Studies

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タイトル: Microfoundations in Management Studies
著者: Hoshino, Mitsuhide
発行日: 2014年 9月25日
出版者: 長崎大学経済学会 / Economics Society of Nagasaki University
引用: 経営と経済, 94(1-2), pp.27-39; 2014
抄録: Little consensus exists on the definition of microfoundations in management studies. This paper proposes a simple definition of microfoundations in management studies from a practical point of view as comprising involvement of and interactions between individuals that entail value creation at a firm. This involvement should include every individual within an organization. For interactions to be successful in terms of value creation, both leadership and common goals (visions and missions statements) are important. This definition will be supported by drawing on the literature and practical examples to illustrate its functional effectiveness and practicality. Since this definition, with its description and examples, includes important factors of organizational performance, practitioners could use it while planning, reviewing, and implementing strategies.
キーワード: microfoundations / organizational performance / value creation
URI: http://hdl.handle.net/10069/34955
ISSN: 02869101
資料タイプ: Departmental Bulletin Paper
原稿種類: publisher
出現コレクション:第94巻 第1-2号

引用URI : http://hdl.handle.net/10069/34955



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