Malcolm Higgs

Dados Biográficos

ID4492490
NOMEMalcolm Higgs
PRENOMESMalcolm
SOBRENOMEHiggs
ASSINATURAHIGGS M
AFILIAÇÕESBirmingham City University
ORCID0000-0002-9032-0416
VERIFICADOSim
TOTAL DE OBRAS15
TOTAL DE CITAÇÕES3
TOTAL COMO AUTOR15
TOTAL COMO EDITOR0
PRIMEIRO ANO DE PUBLICAÇÃO1988
ANO MAIS RECENTE DE PUBLICAÇÃO2025
ÍNDICE H1

  • Legitimating Organizational Secrecy

    Open AccessNicholas Clarke, Malcolm Higgs et al.ARTICLEJournal of Business Ethics2025

    This paper brings into focus the concept of organizational secrecy by senior managers in the context of a major strategic change program. Underpinned by legitimation theory and utilizing a narrative methodology and a longitudinal investigation, we draw upon data from 52 interviews with 13 senior managers conducted at 3 months intervals over the course of 12 months. Our findings reveal that senior managers utilized seven discursive legitimation st…

  • Strategy through Personal Values

    Open AccessScott Lichtenstein, Malcolm HiggsBOOKStrategy through Personal Values2022

  • Change leadership and change embeddedness in public organizations

    Open AccessMalcolm Higgs, Malcolm J Higgs et al.ARTICLEPublic Administration2022Citada por: 3Referências: 8

    Governments initiate major public sector reforms for various reasons. Although change leadership appears crucial, its role in implementing reforms in public organizations receives scant attention. Insights from public administration and change management literature help to bridge the gap between these macrolevel and microlevel perspectives. Our multilevel study of two youth care organizations addressing public sector reform explores how leadershi…

  • Behavioural Strategy

    Scott Lichtenstein, Malcolm HiggsBOOKBehavioural Strategy2022

  • The Management of Change in Public Organizations

    Open AccessBen Kuiper, BEN S KUIPERS et al.ARTICLEPublic Administration2014

    This article presents a review of the recent literature on change management in public organizations and sets out to explore the extent to which this literature has responded to earlier critiques regarding the lack of (public) contextual factors. The review includes 133 articles published on this topic in the period from 2000 to 2010. The articles are analysed based on the themes of the context, content, process, outcome, and leadership of change…

  • Developing change leaders

    Malcolm HiggsBOOKDeveloping change leaders2009

    Implementing change is a major business challenge. Is your leadership up to the task? With change initiatives failing so frequently despite many books on the market addressing separately the topics of leadership and change management, Developing Change Leaders tackles in one concise volume the all-important question of how to develop effective change leaders who make a difference to organizational life. Providing the detailed practical guidance, …

  • Simpson, Archibald

    Malcolm HiggsCHAPTER2003

  • Aberdeen

    Malcolm HiggsCHAPTER2003

  • Glasgow

    Brian J R Blench, Malcolm Higgs et al.CHAPTER2003

  • Global HR Management and Cross‐cultural Issues

    Open AccessMalcolm Higgs, Malcolm John HiggsARTICLECross Cultural Management An…1994

    Introduction There is a growing belief that one of the most significant factors which will contribute to future business success is the effective management and development of people within the organization. A study by IBM (1992), covering some 2,000 organizations in over 20 countries, identified that both line managers and human resource (HR) specialists see HR as a critical success factor in achieving business strategic goals. Sparrow et al. (1…

  • Developing Tomorrow’s Manager

    Malcolm HiggsCHAPTERManagement Development Strategy…1988

    Having examined the need for a change in management development strategy, and identified possible future directions, it is now useful to look at what is currently happening, in development terms, in the financial sector.

  • Moving on a Broad Front

    Malcolm HiggsCHAPTERManagement Development Strategy…1988

    Previous chapters have portrayed a climate of far-reaching and, in many instances, fundamental change. Change is taking place in the business environment which is driving changes in organisation, culture, the nature of managerial jobs and perceptions and expectations of the management development process.

  • Management Development Strategy in the Financial Sector

    Malcolm HiggsBOOKManagement Development Strategy…1988

  • A Framework for Action

    Malcolm HiggsCHAPTERManagement Development Strategy…1988

    This book has set out to examine how management development strategy is being formulated, and implemented, in the financial sector. It has also examined changes in the perceptions and practices of management development. The need has been established for change, in many organisations, to enable them to survive and flourish in a volatile and fiercely competitive environment

  • The Importance of Culture

    Malcolm HiggsCHAPTERManagement Development Strategy…1988

    In the previous chapter traditional approaches to management development were examined, and the problems and limitations associated with them identified. What is clear is that an organisation’s approach to management development is significantly affected by its culture and value systems