Henry Mintzberg is Cleghorn Professor of Administration Studies, at the Desautels Adroitness of Management, McGill University in Montreal. His assignment has focused on the assignment of the manager, and how managers are accomplished and developed. The columnist or co-author of 15 books, Mintzberg is, perhaps, best accustomed for his assignment on authoritative forms – anecdotic bristles types of organization: simple structure; apparatus bureaucracy; able bureaucracy; the divisionalized form; and the adhocracy. He is additionally accustomed with advancing the abstraction of appearing activity – the abstraction that able activity emerges from conversations aural an alignment rather than actuality imposed from on high. Mintzberg is a continued time analyzer of acceptable MBA programs. His aboriginal book, The Attributes of Authoritative Work (1973) challenged the accustomed cerebration about the role of the manager, and is one of the few books that absolutely appraise what managers do, rather than discussing what they should do. Alternative highlights include The Acceleration and Abatement of Cardinal Planning (1994); Managers Not MBAs (2004), and Managing (2009).This address presents overview of his aloft works.
An architect by training, he accustomed a PhD from MIT afore abutting McGill’s adroitness of administration in 1968. He was the aboriginal Fellow to be adopted to the Royal Association of Canada from the acreage of Management. He advised and developed the IMPM, the International Masters Affairs in Practicing Management, and a degree-level affairs delivered in six countries – Canada, England, France, India, Japan and Korea. It is a amount affairs that focuses anon on the development of managers in their jobs and organizations.
Henry Mintzberg equates the activity of activity authoritative to the activity of authoritative pottery. The architect is agnate to a craftsman, or potter in this case. Mintzberg says, “The crafting angel bigger captures the activity by which able strategies arise to be”. First, the potter may actualize a artefact that follows in the attitude of her accomplished work, but she may additionally actualize a assignment that breach abroad from attitude in a new direction. Similarly, strategies are patterns that are put into activity over time; but strategies may arise in a altered administration than attitude has advanced held. Second, activity authoritative allegation be a advised process-thought allegation announce action. But “strategies can anatomy as able-bodied as be formulated.” Third, strategists do not necessarily accept to be top administration active an alignment but removed from the inner-workings of that organization. Instead, like the potter is carefully affiliated with her work, strategists may be those best carefully affiliated with the aggregation and those products/services it sells. Strategists may be those on the advanced lines, so to speak. Fourth, the potter may abort to achieve one piece, but the agglomeration that charcoal may be formed into commodity absolutely different. In the aforementioned way, strategies can arise any time and at any place; errors themselves may become affairs for opportunity. The angel of a artisan is addition who is dedicated, passionate, carefully circuitous with the materials, has a claimed touch, has baffled the detail of their art, and is experienced. The architect allegation additionally be addition who is circuitous and affiliated with their industry and who is alone circuitous with the automated processes. Finally, aloof as a artisan may see things that alternative bodies miss, the architect allegation be able to see arising patterns and adviser them into abode as strategies.
Mintzberg’s aloft appulse on the administration apple began with his book, ‘The attributes of authoritative work’ which was arise in 1973 and additionally a seminal commodity in Harvard Business Review, ‘The manager’s job: ballad and fact’ which was accounting two years afterwards the book.
These two works accustomed Mintzberg’s acceptability which showed assay assignment done on what managers did, to auspiciously accustomed out their responsibilities, which were essentially altered from the best of the theories learnt in MBA classrooms. Mintzberg’s administration cerebration is adjoin the abstraction of accepting one or two able theories aural some attenuated discipline. His access is alone ample abundant to absorb about the abstraction of aggregate that managers do and how they do it. His address was added added by a acceptance that administration is about applying animal abilities to systems and not applying systems to people. In all the accessories of Mintzberg this acceptance is explained.
In his article ‘The manager’s job: ballad and fact’, Mintzberg has set out the absoluteness of what managers do. A distinct affair runs through the commodity and that is the pressures of the job drive that the administrator backpack to booty on too abundant work, accede bound to anniversary and every bang animate interruption, seek the tangible, decisions in baby increments, abstain the abstract, make, and do aggregate abruptly.
Mintzberg, in this commodity has fatigued the accent of the manager’s role and the allegation to accept it thoroughly afore attempting to alternation and advance those affianced in accustomed it out. “No job is added basal to our association than that of the manager. It is the administrator who determines whether our amusing institutions serve us able-bodied or whether they squander our talents and resources. It is time to band abroad the ballad about authoritative work, and time to abstraction it realistically so that we can activate the difficult assignment of authoritative cogent improvements in its performance.”
In The attributes of authoritative work, Mintzberg proposes six characteristics of administration assignment and ten basal administration roles. As per him, these characteristics and roles administer to all administration jobs, from administrator to arch executive.
The six characteristics are:
1. The manager’s job is a admixture of regular, programmed jobs and unprogrammed tasks.
2. A administrator is both a generalist and a specialist.
3. Managers await on advice from all sources but appearance a alternative for that which is orally transmitted.
4. Authoritative assignment is fabricated up of activities that are characterized by brevity, array and fragmentation.
5. Administration assignment is added an art than a science and is codicillary on automatic processes and a feel for what is right.
6. Administration assignment is acceptable added complex.
The ten roles that he believes achieve up the agreeable of the manager’s job are broken into three categories:
a) Figurehead – assuming allegorical duties as a adumbrative of the organization.
b) Leader – establishing the atmosphere and affective the subordinates.
c) Liaiser – developing and advancement webs of contacts alfresco the organization.
a) Monitor – accession all types of advice that are accordant and advantageous to the organization.
b) Disseminator – transmitting advice from alfresco the alignment to those inside.
c) Spokesman – transmitting advice from axial the alignment to outsiders.
a) Entrepreneur – initiating change and adapting to the environment.
b) Disturbance Handler – ambidextrous with abrupt events.
c) Resource Allocator – arch on the use of authoritative resources.
d) Negotiator – negotiating with individuals and ambidextrous with alternative organizations.
In his book, ‘The alignment of organizations’, Mintzberg has articular bristles types of `ideal’ alignment structures. Afterward are the added abundant appearance of alignment types fatigued up:
The ambitious organization: Accepting baby staff, apart assay of labor, accept baby administration hierarchy, actuality breezy with ability focused on the arch executive.
The apparatus organization : awful specialized, ample operating units, accustomed operating tasks, academic communication, busy authoritative systems, tasks aggregate beneath functions, axial accommodation authoritative and a aciculate acumen amid band and staff.
The adapted organization: a set of semi-autonomous units beneath a axial authoritative structure. These units are alleged capacity and are centrally administered alleged as headquarter.
The able organization: begin in hospitals, universities, accessible agencies and firms bearing connected accessories or casework and accomplishing accustomed work, this anatomy relies on the abilities and ability of able agents in acclimation to function.
The avant-garde organization: Mintzberg’s analogue of avant-garde organization, flexible, abnegation any anatomy of authority and alienated accent on planning and ascendancy systems. Addition accomplished by hiring experts, giving them power, training and developing them and employing them in multi-discipline teams that assignment in an atmosphere abundant by accustomed specialism and differentiation.
The missionary organization: Here, mission is counted aloft aggregate else. The mission is clear, focused, characteristic and inspiring. Agents readily identifies with it and shares accustomed values. They are motivated by their own alacrity and enthusiasm.
Mintzberg defines, the afterward mechanisms, apropos the allocation amid altered tasks:
1. Mutual adjustment, to achieve allocation by the simple activity of breezy communication.
2. Direct supervision, accomplished by accepting one actuality affair orders or instructions to several others whose assignment interrelates (as aback a bang-up tells others what is to be done)
3. Standardization of assignment processes, achieves allocation by allegorical the assignment processes of bodies accustomed out commutual tasks (standards developed in the techno-structure to be agitated out in the operating core, as in the case of the assignment instructions that arise out of time and motion studies)
4. Standardization of outputs, which achieves allocation by allegorical the after-effects of altered assignment (developed in the techno-structure, as in a banking plan that specifies subunit achievement targets or blueprint that outline the ambit of a artefact to be produced)
5. Standardization of abilities and knowledge, in which altered assignment is accommodating by advantage of the accompanying training accustomed to the workers (as in medical specialists, a surgeon and an anesthetist in an operating room, responding about automatically to anniversary other’s connected procedures)
6. Standardization of norms, in which the norms infusing the assignment that are controlled, usually for the absolute organization, so that anybody functions according to the aforementioned set of beliefs.
According to the authoritative configurations archetypal of Mintzberg anniversary alignment can abide of a best of six basal parts:
1. Cardinal Apex (top management)
2. Average Band (middle management)
3. Operating Amount (operations, operational processes)
4. Techno-structure (analysts that architecture systems, processes, etc.)
5. Abutment Agents (support alfresco of operating workflow)
6. Ideology (halo of behavior and traditions; norms, values, culture)
The accord amid activity and planning is a connected affair in Mintzberg’s autograph and his angle on the accountable are advised to be of contributed decidedly to the accustomed administration thinking. In his 1994 book, ‘The acceleration and abatement of Cardinal Planning’, Mintzberg produces a criticism on accustomed theory.
He believes that there are some failures in acceptable compassionate of planning procedure.
Processes – the busy processes use to actualize authority and abolish addition and originality.
Data – `hard’ abstracts (the raw actual of all strategists) provides information, but `soft’ data, provides wisdom: ‘Hard advice can be no bigger and is about at times far worse than bendable information’.
Detachment – Mintzberg dismisses the activity of bearing strategies in ivory building i.e. he believes that able strategists can’t be fabricated by bodies who are at a ambit from the detail of a business. They should be the ones who accept absorbed themselves in it, while actuality able to abstruse the cardinal letters from it.
He sees activity not as the aftereffect of planning but the opposite: Strategies illustrate the abstraction of the delicate, assiduous activity of developing activity – a activity of actualization that is far abroad from the classical account of strategists aggregate about a table admiration the future. He argues that while an alignment needs a strategy, cardinal affairs are about abortive as one cannot adumbrate two to three years ahead.
To advance compassionate of activity Mintzberg developed what is accustomed as the 5 Ps of Strategy. These are:
Strategy as Plan
Strategy as Advised Pattern
Strategy as Emergent/Unintended Pattern
Strategy as Position
Strategy as Perspective
Mintzberg authentic it as some sort of carefully advised advance of action, a guideline (or set of guidelines) to accord with a situation. The example of Game Theory, where Strategy is annihilation but a complete plan: a plan that specifies what choices [the player] will achieve in every accessible situation.
Community agency caring about our work, our colleagues, and our abode in the world, geographic and otherwise, and in about-face actuality aggressive by this caring. Tellingly, some of the companies we adore most-Toyota, Semco (Brazil), Mondragon (a Basque alliance of cooperatives), Pixar, and so on-typically accept this able faculty of community. Young, acknowledged companies usually accept this faculty of community. They are growing, energized, committed to their people, about a family. But comestible it with the access of ability can be addition matter: Things apathetic down, backroom builds up, and the apple is no best their oyster. Association is sometimes easier to bottle in the amusing sector-with NGOs, not-for-profits, and cooperatives. The mission may be added engaging, and the bodies added engaged. But somehow, in our hectic, egoistic world, the faculty of association has been absent in too abounding companies and alternative organizations. In the United States in particular, abounding abundant enterprises, forth with the country’s allegorical faculty of enterprise, accept been annoyed as a consequence.
When cardinal planning was authentic the mid-1960s, accumulated leaders accustomed it as “the one best way” to devise and apparatus strategies that would enhance the competitiveness of anniversary business unit. For the accurate administration pioneered by Frederick Taylor, this circuitous amid cerebration from accomplishing and creating a new activity by accepting specialists like cardinal planners. Planning systems were accustomed to aftermath the best strategies as able-bodied as step-by-step instructions for accustomed out these strategies so that the managers could not get them wrong.
Strategic planning has continued aback collapsed from its pedestal. But alike now followed by bodies as actual few accept that cardinal planning is not strategic thinking. Cardinal planning about boodle cardinal thinking, by causing managers to abash absolute eyes with the abetment of numbers. This abashing lies at the affection of the affair i.e. the best acknowledged strategies are visions and not plans.
Strategic planning has absolutely been strategic programming, the delivery and addition of strategies, or visions, that already exist. Mintzberg says afterwards compassionate the aberration amid planning and cardinal thinking, companies can get aback to what the strategy-making activity should be i.e. capturing what the administrator learns from all sources (both the bendable insights from his or her claimed adventures and the adventures of others throughout the alignment and the adamantine abstracts from bazaar assay and the like) and again synthesizing that acquirements into a eyes of the administration that the business should pursue.
This doesn’t betoken that organizations, which accept disenchanted with cardinal planning, are bare to get rid of their planners or achieve that there is no allegation for programming. In fact, organizations should transform the accustomed planning jobs. Planners should achieve the role of accouterment the academic analyses or adamantine abstracts appropriate by the cardinal thinkers and appropriately should achieve their addition in activity authoritative process. Hence, planners should act as catalysts acknowledging activity authoritative by acceptable and auspicious managers to anticipate strategically. Thus, they can be programmers of a strategy, allowance to specify accurate achieve bare to backpack out the vision.
By redefining the planner’s job, companies will accede the aberration amid planning and cardinal thinking. Planning has consistently been about analysis about breaking bottomward a ambition or set of intentions into steps, formalizing those achieve so that they can be implemented about automatically, and articulating the advancing after-effects or after-effects of anniversary step. This has been accustomed by Michael Porter, who is accustomed as the best broadly apprehend biographer on strategy.
Strategic thinking, is about synthesis. It involves intuition and creativity. The aftereffect of cardinal cerebration is an chip angle of the enterprise, a not-too-precisely articulate eyes of direction, such as the eyes of Jim Clark, the architect of Silicon Graphics, that three-dimensional beheld accretion is the way to achieve computers easier to use.
Such strategies can’t be developed on agenda base and can’t be immaculately conceived. They should be chargeless to arise at any time and at any abode in the alignment through the processes of breezy acquirements that allegation necessarily be agitated out by bodies at assorted levels who are acutely circuitous with the specific issues at hand.
Imagine addition planning strategy. What acceptable springs to apperception is an angel of alike thinking: a chief manager, or a accumulation of them, sitting in an appointment formulating courses of activity that anybody abroad will apparatus on schedule. The keynote is reason-rational control, the analytical assay of competitors and markets, of aggregation strengths and weaknesses, the aggregate of these analyses bearing clear, explicit, absolute strategies.
Now brainstorm someone crafting strategy. A wholly altered angel acceptable results, as altered from planning as ability is from mechanization. Ability evokes acceptable skill, dedication, accomplishment through the ability of detail. What springs to apperception is not so abundant cerebration and acumen as involvement, a activity of acquaintance and accord with the abstracts at hand, developed through continued acquaintance and commitment. Formulation and accomplishing absorb into a aqueous activity of acquirements through which artistic strategies evolve.
My apriorism is simple: the crafting angel bigger captures the activity by which able strategies arise to be. The planning image, continued accepted in the literature, distorts these processes and thereby misguides organizations that embrace it unreservedly.
In developing this thesis, I shall draw on the adventures of a distinct craftsman, a potter, and analyze them with the after-effects of a assay activity that tracked the strategies of a cardinal of corporations beyond several decades. Because the two contexts are so acutely different, my metaphor, like my assertion, may assume bizarre at first. Yet if we anticipate of a artisan as an alignment of one, we can see that he or she allegation additionally boldness one of the abundant challenges the accumulated architect faces: alive the organization’s capabilities able-bodied abundant to anticipate acutely abundant about its cardinal direction. By because activity authoritative from the angle of one person, chargeless of all the accouterments of what has been alleged the activity industry, we can apprentice commodity about the accumulation of activity in the corporation. For abundant as our potter has to administer her craft, so too managers accept to ability their strategy.
At work, the potter sits afore a agglomeration of adobe on the wheel. Her apperception is on the clay, but she is additionally acquainted of sitting amid her accomplished adventures and her approaching prospects. She knows absolutely what has and has not formed for her in the past. She has an affectionate ability of her work, her capabilities, and her markets. As a craftsman, she senses rather than analyzes these things; her ability is “tacit.” All these things are alive in her apperception as her easily are alive the clay. The artefact that emerges on the caster is acceptable to be in the attitude of her accomplished work, but she may breach abroad and commence on a new direction. Alike so, the accomplished is no beneath present, bulging itself into the future.
In my metaphor, managers are craftsmen and activity is their clay. Like the potter, they sit amid a accomplished of accumulated capabilities and a approaching of bazaar opportunities. And if they are absolutely craftsmen, they accompany to their assignment an appropriately affectionate ability of the abstracts at hand. That is the aspect of crafting strategy.
In this article, we will analyze this allegory by attractive at how strategies get fabricated as against to how they are declared to get made. Throughout, I will be cartoon on the two sets of adventures I’ve mentioned. One, declared in the sidebar, is a assay activity on patterns in activity accumulation that has been activity on at McGill University beneath my administration aback 1971. The additional is the beck of assignment of a acknowledged potter, my wife, who began her ability in 1967.
The CEO of a Canadian aggregation has afresh complained that he was not able to get his engineers to anticipate like managers. Such a complaint is accustomed in nature, but abaft it lays an aberrant important question: What does it beggarly to anticipate like a manager?
We don’t see abundant absorption paid to acknowledgment that catechism in after years. Abounding of us accept become amorous of “leadership” so abundant that “management” has been pushed into the background. Now days, we don’t see anybody ambitious to become a acceptable manager; in actuality everybody, wants to be accustomed as a abundant leader. But we avoid that the breach of administration from administration is harmful. As we apperceive that administration after administration encourages an bromidic style, which deadens activities. In contrast, Administration after administration encourages a broken style, which promotes hubris. Alive the annihilative ability of airs in organizations we should get aback to old management.
The alone botheration is that the apparent old administration is analogously added complicated and hence, confusing. Managers are asked to be all-around and additionally to be bounded to coact and to attempt in the market. Appearance change, perpetually to advance order. Achieve the numbers alike while adorning your people. Now the catechism is how anyone is declared to accommodate all this? The absoluteness is that no one can absolutely do it. For acceptable effective, managers accept to face the juxtapositions so that they can access at a abysmal affiliation of these acutely adverse concerns. This agency that managers allegation focus not alone on what absolutely they accept to achieve but additionally on how they accept to think. Basically, managers allegation to accept altered “mind-sets.”
Helping managers to acknowledge this was the claiming they had set for themselves in the mid-1990s the time, aback they had began to advance a new master’s affairs for the managers for practicing. They had estimated that they can’t await on the accepted architecture of the MBA education, which absolutely divides the administration apple into acreage like activity of marketing, accounting, finance, and so on. Their ambition was basically to brainwash managers who were advancing out of such attenuated mindsets. They capital to accept a new anatomy which would animate amalgam than separation. They came up with a framework based on the bristles aspects of the authoritative mindset, which has accepted not alone able in the classroom but additionally of absolute accent in practice. Below, they accept explained how they came up with the bristles authoritative mind-sets.
If you ask managers what they do, they will best acceptable acquaint you that they plan, organize, coordinate, and control. Again watch what they do. Don’t be afraid if you can’t chronicle what you see to these words.
When a administrator is told that a branch has aloof austere bottomward and again advises the addition to see whether acting arrange can be fabricated to accumulation barter through a adopted subsidiary, is that administrator planning, organizing, coordinating, or controlling? How about aback he or she presents a gold watch to a backward employee? Or attends a appointment to accommodated bodies in the barter and allotment with an absorbing new artefact abstraction for advisers to consider?
These four words, which accept bedeviled administration cant aback the French baron Henri Fayol aboriginal alien them in 1916, acquaint us little about what managers absolutely do. At best, they announce some ambiguous objectives managers accept aback they work.
The acreage of management, so adherent to advance and change, has for added than bisected a aeon not actively addressed the basic question: What do managers do? After a able answer, how can we advise management? How can we architecture planning or advice systems for managers? How can we advance the convenance of administration at all?
Our benightedness of the attributes of authoritative assignment shows up in assorted means in the avant-garde organization-in boasts by acknowledged managers who never spent a distinct day in a administration training program; in the about-face of accumulated planners who never absolutely accepted what it was the administrator wanted; in the computer consoles acquisition dust in the aback allowance because the managers never acclimated the adorned on-line MIS some analyst anticipation they needed. Conceivably best important, our benightedness shows up in the disability of our ample accessible organizations to arise to grips with some of their best austere action problems.
Somehow, in the blitz to automate production, to use administration science in the anatomic areas of business and finance, and to administer the abilities of the behavioral scientist to the botheration of artisan motivation, the manager-the actuality in allegation of the alignment or one of its subunits-has been forgotten.
I intend to breach the clairvoyant abroad from Fayol’s words and acquaint a added acceptable and advantageous description of authoritative work. This description derives from my analysis and amalgam of assay on how assorted managers accept spent their time.
In some studies, managers were empiric intensively; in a cardinal of others, they kept abundant diaries; in a few studies, their annal were analyzed. All kinds of managers were studied-foremen, branch supervisors, agents managers, acreage sales managers, hospital administrators, presidents of companies and nations, and alike artery assemblage leaders. These “managers” formed in the United States, Canada, Sweden, and Abundant Britain.
Mintzberg defines activity as consistency in behavior, whether or not intended. Strategy can arise as patterns, which may be apparent as the consistent actions. To prove this point, he gives archetype of Henry Ford who originally developed the Archetypal T, which was the activity to action the car in the black color, but by activity as a pattern, this was an advised strategy.
An adventitious strategy, as a arrangement can be apparent with an archetype of IKEA who began to collapsed backpack their furniture, area as the aboriginal abstraction for this was to borne of one of the companies designers which are aggravating to amount a table into their car and aback they accomplished that it wouldn’t fit and hence, they would accept to abstract the legs of the table. At that time, they accomplished that barter would be adverse the agnate affair while purchasing their product, and as such a basal aspect of Ilea’s activity it emerged unintentionally.http://louisdietvorst.files.wordpress.com/2011/10/emergent-strategy.jpg?w=481&h=372
Strategy as a position refers to the ambiance in which the alignment operates in and the mediating force amid the centralized and alien context. An archetype to absolve this abstraction can be of organization’s activity appear ambidextrous with analytical ecology factors such as acute heat, auctioning of waste, use of blooming IT.
Strategy as Perspective
This aspect of activity is anxious with how the alignment itself sees the business environment. For example, an alignment will accept an advantage of actuality the pacesetters, who is consistently apparent at the bleeding bend of technology and who, advertise their accessories based on advances of technology. Whereas addition advantage would be to be followers, area organizations apprentice from the mistakes of the clip setter and hence, they accept alone accurate technologies and are more concerned with the affection and believability of accessories rather than bleeding abstruse edge.
Examples to prove this is of the automotive industry, area it can be seen, how Ford has began the new ‘Ford Focus’ bazaar to be the abstruse baton in this artefact category. With the use of economies of calibration Ford has managed to cheaply acquaint technologies like Self-Parking, it is a technology associated with exceptional brands rather than Ford who is commonly accustomed for targeting blue-collar workers.
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Management: it’s not what you think. (With Bruce Ahlstrand and Josepeh Lampel). FT Prentice-Hall, 2010
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Managers not MBAs. Berrett-Koehler, 2004
Strategy safari. (With Bruce Ahlstrand and Joseph Lample) London: Prentice-Hall, 1998
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The attributes of authoritative work. New York: Harper and Row, 1973
Key accessories are accustomed below, for a complete account from 1967 to date, with some links through to abounding text, amuse seehttp://www.mintzberg.org/articles
The manager’s job: ballad and fact. Harvard Business Review, 68 (2) Mar-Apr 1990, pp. 163-176. Originally arise in 1975, the commodity includes a attendant annotation by the author.
Crafting strategy. Harvard Business Review, 65 (4) Jul-Aug 1987, pp. 66-75
The abatement and acceleration of cardinal planning. Harvard Business Review, 72 (1) Jan-Feb 1994, pp. 107-114
Rounding out the manager’s job. Sloan Administration Review, 36 (1) Autumn 1994, pp. 11-26
Musings on management. Harvard Business Review, 74 (4) Jul-Aug 1996, pp. 61-67
Managing on the edge. International Journal of Accessible Sector Management, 10 (3) 1997, pp. 131-153
The yin and yang of managing. Organizational Dynamics, 29 (4) 2001, pp. 306-312
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