Donald Nordberg
Dados Biográficos
| ID | 4972995 |
|---|---|
| NOME | Donald Nordberg |
| PRENOMES | Donald |
| SOBRENOME | Nordberg |
| ASSINATURA | NORDBERG D |
| AFILIAÇÕES | Bournemouth University |
| ORCID | 0000-0003-0857-7106 |
| VERIFICADO | Sim |
| TOTAL DE OBRAS | 6 |
| TOTAL DE CITAÇÕES | 9 |
| TOTAL COMO AUTOR | 6 |
| TOTAL COMO EDITOR | 0 |
| PRIMEIRO ANO DE PUBLICAÇÃO | 2008 |
| ANO MAIS RECENTE DE PUBLICAÇÃO | 2023 |
| ÍNDICE H | 2 |
The lens of theory
Purpose This article explicates the notion of using a “theoretical lens” to interpret research data, which has grown increasingly common in recent decades, often without a second thought about the implications of use of a mere metaphor in the pursuit of truth. Poets may not question that metaphors reveal truths, but should social scientists accept that? Design/methodology/approach It looks first at what theory means, then – and in greater detail …
Mirror, mirror on the wall
The democratisation made possible by social media presents leadership studies with an opportunity to re-evaluate the often-neglected role of power in leader–follower dynamics. Drawing on Critical Leadership Studies and using a hybrid qualitative methodology, we discover that relationships between social media leaders and followers are co-produced and largely accompanied by continuous shifts and re-negotiation of power between social media leaders…
The dark and bright sides of hubris
Hubris among corporate leaders has recently gained much academic attention, with strategy and corporate governance research focusing mainly on negative aspects, such as overreach by strategic leaders during acquisitions. However, adjacent disciplines including entrepreneurship and innovation identify positive consequences too. How comparable are these findings? Appraising the conceptual and methodological approaches, we find that while the hubris…
Creating better boards through codification
Since the beginnings of the global debate over corporate governance in the early 1990s, academics, practitioners and policymakers have focused on changing boards of directors to improve corporate governance. The financial crisis of 2007–09 arose despite two decades of codification of corporation governance, a process that continues in the light of concern about corporate performance and accountability: codes have not eliminated the problems they …
Return of the State? The G20, the Financial Crisis and Power in the World Economy
The Group of Twenty and the new world order it is meant to signify have prompted a wave of triumphalism around the world from those who, like French President Nicolas Sarkozy, bemoan the influences of ‘Anglo-Saxon capitalism’ and from neo-Marxists, who view the economic crisis as a harbinger of the resurgence of states over markets. A little over a decade ago, however, the late doyenne of international political economists, Susan Strange, wrote e…
Group projects
Group projects form a large and possibly growing component of the work undertaken for assessing students for postgraduate degrees in business. Yet the assessments sources, methods and purposes result in an array of combinations that the literature on assessment fails to capture in its full complexity. This paper builds on a new framework for discussing the assessment of group projects and reports on an exploratory piece of empirical research to e…
Mirror, mirror on the wall
The democratisation made possible by social media presents leadership studies with an opportunity to re-evaluate the often-neglected role of power in leader–follower dynamics. Drawing on Critical Leadership Studies and using a hybrid qualitative methodology, we discover that relationships between social media leaders and followers are co-produced and largely accompanied by continuous shifts and re-negotiation of power between social media leaders…
Creating better boards through codification
Since the beginnings of the global debate over corporate governance in the early 1990s, academics, practitioners and policymakers have focused on changing boards of directors to improve corporate governance. The financial crisis of 2007–09 arose despite two decades of codification of corporation governance, a process that continues in the light of concern about corporate performance and accountability: codes have not eliminated the problems they …
The dark and bright sides of hubris
Hubris among corporate leaders has recently gained much academic attention, with strategy and corporate governance research focusing mainly on negative aspects, such as overreach by strategic leaders during acquisitions. However, adjacent disciplines including entrepreneurship and innovation identify positive consequences too. How comparable are these findings? Appraising the conceptual and methodological approaches, we find that while the hubris…
Group projects
Group projects form a large and possibly growing component of the work undertaken for assessing students for postgraduate degrees in business. Yet the assessments sources, methods and purposes result in an array of combinations that the literature on assessment fails to capture in its full complexity. This paper builds on a new framework for discussing the assessment of group projects and reports on an exploratory piece of empirical research to e…
Return of the State? The G20, the Financial Crisis and Power in the World Economy
The Group of Twenty and the new world order it is meant to signify have prompted a wave of triumphalism around the world from those who, like French President Nicolas Sarkozy, bemoan the influences of ‘Anglo-Saxon capitalism’ and from neo-Marxists, who view the economic crisis as a harbinger of the resurgence of states over markets. A little over a decade ago, however, the late doyenne of international political economists, Susan Strange, wrote e…
Creating better boards through codification
Since the beginnings of the global debate over corporate governance in the early 1990s, academics, practitioners and policymakers have focused on changing boards of directors to improve corporate governance. The financial crisis of 2007–09 arose despite two decades of codification of corporation governance, a process that continues in the light of concern about corporate performance and accountability: codes have not eliminated the problems they …
Mirror, mirror on the wall
The democratisation made possible by social media presents leadership studies with an opportunity to re-evaluate the often-neglected role of power in leader–follower dynamics. Drawing on Critical Leadership Studies and using a hybrid qualitative methodology, we discover that relationships between social media leaders and followers are co-produced and largely accompanied by continuous shifts and re-negotiation of power between social media leaders…
The dark and bright sides of hubris
Hubris among corporate leaders has recently gained much academic attention, with strategy and corporate governance research focusing mainly on negative aspects, such as overreach by strategic leaders during acquisitions. However, adjacent disciplines including entrepreneurship and innovation identify positive consequences too. How comparable are these findings? Appraising the conceptual and methodological approaches, we find that while the hubris…
The lens of theory
Purpose This article explicates the notion of using a “theoretical lens” to interpret research data, which has grown increasingly common in recent decades, often without a second thought about the implications of use of a mere metaphor in the pursuit of truth. Poets may not question that metaphors reveal truths, but should social scientists accept that? Design/methodology/approach It looks first at what theory means, then – and in greater detail …
Political science (5 obras) · Sociology (4 obras) · Corporate governance (3 obras) · Management and Organizational Studies (3 obras) · Psychology (3 obras) · Public relations (3 obras) · Social science (3 obras) · Computer Science (2 obras) · Economics (2 obras) · Finance (2 obras)