business-theorists-from-canada

"Until the mid-1970s, the prominent approach in organization and management theory emphasized adaptive change in organizations. In this view, as environments change, leaders or dominant coalitions in organizations alter appropriate organizational features to realign their fit to environmental demands (e.g. Lawrence and Lorsch 1967; Thompson 1967; Child 1972; Chandler 1977; Pfeffer and Salancik 1978; Porter 1980; Rumelt 1986). Since then, an approach to studying organizational change that places more emphasis on environmental selection processes, introduced at about that time (Aldrich and Pfeffer 1976; Hannan and Freeman 1977; Aldrich 1979; McKelvey 1982), has become increasingly influential. The stream of research on ecological perspectives of organizational change has generated tremendous excitement, controversy and debate in the community of organization and management theory scholars. Inspired by the question, Why are there so many kinds of organizations?"

"This study examined the impact of institutional linkages on the failure of child care service organizations in Metropolitan Toronto, Canada, between 1971 and 1987. A dynamic analysis shows that organizations with institutional linkages exhibited a significant survival advantage that increased with the intensity of competition. The effectiveness of institutional linkages in contributing to survival also depended on the characteristics of organizations that established ties and the external legitimacy of the ties themselves. Institutional linkages also had a significant moderating influence on the relationship between organizational transformation and the risk of failure. The findings of this study suggest that efforts to establish the prepotency of institutional versus ecological explanations of organizational survival should not preclude inquiry into the causal consistencies and interactions between these theories' predictions."

"Strategy and organizations scholars have long noted that young firms have higher failure rates than established firms. In his seminal paper, Stinchcombe (1965) proposed that this propensity to fail exists because young firms have not established effective work roles and relationships and because they lack a track record with outside buyers and suppliers. While there has been much debate (for a review see Baum, 1996) concerning the underlying source of the hazards facing new firms—whether a liability of newness or a liability of smallness—most of the research in this debate implicitly assumes that new entrants are typified by a lack of stable relationships and sufficient resources."

"Blockchain technology may reduce the costs and size of government, but we’ll still need new Laws in many areas. There are technological and business model solutions to the challenges of intellectual property and rights ownership. So we should be rewriting or trashing old laws that stifle innovation through overprotection of patents. Better antitrust action must stem the trend toward monopolies so that no one overpays for, say, basic Internet or financial services."

"If we design for integrity, power, value, privacy, security, rights, and inclusion, then we will be redesigning our economy and social institutions to be worthy of trust. We now turn our attention to how this could roll out and what you should consider doing."

"We believe that blockchain technology could be an important tool for protecting and preserving humanity and the rights of every human being, a means of communicating the truth, distributing prosperity, and—as the network rejects the fraudulent transactions—of rejecting those early cancerous cells from a society that can grow into the unthinkable."

"Today, both of us are excited about the potential of this next round of the Internet. We’re enthusiastic about the massive wave of innovation that is being unleashed and its potential for prosperity and a better world. This book is our case to you to become interested, understand this next wave, and take action to ensure that the promise is fulfilled."

"We look at how blockchain technologies can change what it means to be a citizen and participate in the political process, from voting and accessing social services to solving some of society’s big hairy problems and holding elected representatives accountable for the promises that got them elected."

"(...) we’re talking about building twenty-first-century companies, some that may be massive wealth creators and powerful in their respective markets. We do think enterprises will look more like networks rather than the vertically integrated hierarchies of the industrial age. As such there is an opportunity to distribute (not redistribute) wealth more democratically."

"Distributed ledger technology can liberate many financial services from the confines of old institutions, fostering competition and innovation. That’s good for the end user. Even when connected to the old Internet, billions of people are excluded from the economy for the simple reason that financial institutions don’t provide services like banking to them because they would be unprofitable and risky customers."

"Imagine instead of the centralized company Airbnb, a distributed application—call it blockchain Airbnb or bAirbnb—essentially a cooperative owned by its members. When a renter wants to find a listing, the bAirbnb software scans the blockchain for all the listings and filters and displays those that meet her criteria. Because the network creates a record of the transaction on the blockchain, a positive user review improves their respective reputations and establishes their identities—now without an intermediary."

"In this book, you’ll read dozens of stories about initiatives enabled by this trust protocol that create new opportunities for a more prosperous world. Prosperity first and foremost is about one’s standard of living."

"Every ten minutes, like the heartbeat of the bitcoin network, all the transactions conducted are verified, cleared, and stored in a block which is linked to the preceding block, thereby creating a chain."

"Technology doesn’t create prosperity any more than it destroys privacy."

"Just as the Internet drops transaction and collaboration costs in business and government, it also drops the cost of dissent, of rebellion, and even insurrection."

"Collaboration is important not just because it's a better way to learn. The spirit of collaboration is penetrating every institution and all of our lives. So learning to collaborate is part of equipping yourself for effectiveness, problem solving, innovation and life-long learning in an ever-changing networked economy."

"Industrial capitalism brought representative democracy, but with a weak public mandate and inert citizenry. The digital age offers a new democracy based on public deliberation and active citizenship."

"A fundamental change is taking place in the nature and application of technology in business, a change with profound and far-reaching implications for companies of every size and shape. A multimillion dollar research program conducted by the DMR Group, Inc., studied more than 4,500 organizations in North America, Europe, and the Far East to investigate the nature and impact of changes in technology. The synthesis and analysis of this information indicate that information technology is going through its first paradigm shift. Driven by the demands of the competitive business environment and profound changes in the nature of computers, the information age is evolving into a second era. Computing platforms in most organizations today are not able to deliver the goods for corporate rebirth. It is only through open network computing that the open networked client/server enterprise can be achieved. In nontechnical language this book shows managers and professionals how to take immediate action for the short-term benefits of the new technology while positioning their organizations for long-term growth and transformation..."

"Rather than simply regulating, governments can improve the behavior of industries by making them more transparent and boosting civic engagement—not as a substitute for better regulation but as a complement to the existing systems. We believe effective regulation and, by extension, effective governance come from a multistakeholder approach where transparency and public participation are valued more highly and weigh more heavily in decision making."

"On one level, then, Cadbury can be seen as a classic example of Victorian industrial paternalism, albeit carried to greater lengths than in most other companies of the day. On another level, however, the Cadbury system resulted in a very strong, highly flexible organisation which, thanks to the strong levels of employee commitment and participation, could draw on a large bank of experience and intelligence to solve problems and undertake what amounted to continuous improvement. The employee participation system in particular meant that Cadbury was constantly upgrading its processes and products. Herbert Casson regarded Cadbury in the 1920s as one of the best-run companies in Britain, if not the world, and summed up the key to its success very succinctly: ‘At Cadbury, everybody thinks.’"

"The most influential thinker, in my life, has been the psychologist . He basically gave me my view of the world."

"“Outlier” is a scientific term to describe things or phenomena that lie outside normal experience. In the summer, in Paris, we expect most days to be somewhere between warm and very hot. But imagine if you had a day in the middle of August where the temperature fell below freezing. That day would be outlier. And while we have a very good understanding of why summer days in Paris are warm or hot, we know a good deal less about why a summer day in Paris might be freezing cold. In this book I’m interested in people who are outliers—in men and women who, for one reason or another, are so accomplished and so extraordinary and so outside of ordinary experience that they are as puzzling to the rest of us as a cold day in August."

"What do we tell our children? Haste makes waste. Look before you leap. Stop and think. Don't judge a book by its cover. We believe that we are always better off gathering as much information as possible and spending as much time as possible in deliberation."

"Herbert Casson was a highly prolific writer on management, with a career as a management guru spanning some four decades. A skilled writer who was also a successful entrepreneur, he used his own experiences and acute observations of the world around him to develop a philosophy of management based on the concept of ‘efficiency’. He published more than seventy books, which by the time of his death had sold more than half a million copies around the world. Something of a maverick, he was never really accepted by the business academic community in either Britain or America. His books were popular and populist, highly entertaining and full of penetrating insight."

"If you make a great number of predictions, the ones that were wrong will soon be forgotten, and the ones that turn out to be true will make you famous."

"It's those who lie outside ordinary experience who have the most to teach us."

"…You can’t separate race from police shooting cases, but you also can’t say that’s the whole story. There’s something out of whack with the way we’ve structured relationships—not just between police officers and civilians, but between strangers of all kinds."

"You’re always, as a journalist, walking this fine line between faithfully representing the complexity of the thing you’re writing about and retaining your readers. The finest piece of journalism in the world is of no use if no one reads it. And getting people to read it requires compromises and sacrifices and all kinds of things. It is very hard to get it perfectly right. But I feel like over time, most good journalists, I think, do a pretty good job of balancing those things…"

"The problems with framing it in terms of race is not that it is inaccurate, it absolutely is effective…but the minute you raise race, you derail the conversation and it becomes possible to dismiss this whole story as a story about a racist cop. Now he may be a racist cop, but that is not the issue, the issue is that the system with the best intentions set him up in a certain way."

"The bottom line is that civil society simply cannot function without default to truth…I can’t converse with you, for instance, if I subject every statement that comes out of your mouth to critical scrutiny before I accept it as true. Conversation cannot proceed without default to truth."

"Gareth Morgan is best known as the creator of the concept of 'organisational metaphors' as a management tool. His greatest insight has been to determine that, while there is no one model of organisation that can entirely capture the essence of organisation, it is possible by means of metaphors to look at organisations from different angles and see different facets"

"In retrospect, Mooney’s mission looks incredibly naive. It is astonishing that he could have been so close to affairs in Germany and yet not have realised the true nature of the Nazi regime; but it seems this was so. His efforts, though made in good faith, were kept secret at first, but eventually news leaked out and in the summer of 1940 PM magazine in the USA ran a series of articles accusing Mooney of Nazi sympathies and linking his meeting with Hitler to his earlier receipt of the German Order of Merit for services to industry in 1938."

"Arie de Geus is a former executive with Royal Dutch/Shell who, together with Peter M. Senge, is responsible for the development of the concept of the ‘learning organisation’. In the early 1990s it was Senge, through his best-selling book The Fifth Discipline (1990), who did most to disseminate and popularise the concept. More recently, however, de Geus has produced an important body of writing in his own right, notably The Living Company (1997), in which he takes an organic and holistic view of organisations and closely links their ability to learn with the extent to which they are integrated into their environment."

""Safety first" has been the motto of the human race for half a million years; but it has never been the motto of leaders. A leader must face danger. He must take the risk and the blame, and the brunt of the storm."

"Scientific management consists in correct interpretation of phenomena, in exact knowledge of laws, principle and the influence of conditions upon results: and in the skilled use of methods adapted to the almost infinitely varying circumstances of individual cases - Engineering magazine -"

"The principles of Efficiency were first applied to war by Moltke. Result - the conquest of France in seven weeks. Second, they were applied to manufacturing by Taylor, Emerson, and others. Result - lower costs, higher profits, higher wages, and nearly twice the output. Third, they were applied to the Ordnance Department of the U. S. Government. Result - the official approval of the Government. (See report by Brigadier General William Crozier, Nov. 2, 1911.)"

"What has worked so well in the acquisition of knowledge and in the production of commodities may work just as well in the distribution of those commodities."

"As yet the efficiency of selling goods has not been worked out. Most salesmen believe it cannot be done. They claim that there are too many variables in the problem. Perhaps there are, but nobody knows until the experiment has been thoroughly tried. In every case the victories of Efficiency have been won in spite of the most stubborn opposition from the men who were being helped. And one fact is sure - that the first Advertisers and Sales Managers who try out Efficiency and succeed will find themselves in a gold mine. They will have found a better way to enter a market that handles, in an average year, thirty thousand million dollars worth of goods."

"According to Taylor, the principles of Efficiency are:"

"Emerson is more specific and gives twelve principles, as follows:"

"No American can afford to treat salesmanship as a small matter. Why? Because the United States had a salesmanship basis - because only thirteen States were gained by war and all the others were gained by purchase and bargaining."

"At , everybody thinks."

"The average man takes life as a trouble. He is in a chronic state of irritation at the whole performance. He does not learn to differentiate between troubles and difficulties, usually, until some real trouble bowls him over. He fusses about pin-pricks until a mule kicks him. Then he learns the difference."

"There are always obstacles and competitors. There is never an open road, except the wide road that leads to failure. Every great success has always been achieved by fight. Every winner has scars. The men who succeed are the efficient few. They are the few who have the ambition and will power to develop themselves."

"Goodness is always an asset. A man who is straight, friendly and useful may never be famous, but he is respected and liked by all who know him. He has laid a sound foundation for success and he will have a worthwhile life."

"In handling men, there are three feelings that a man must not possess - fear, dislike and contempt. If he is afraid of men he cannot handle them. Neither can he influence them in his favor if he dislikes or scorns them. He must neither cringe nor sneer. He must have both self-respect and respect for others."

"There is no fate that plans men's lives. Whatever comes to us, good or bad, is usually the result of our own action or lack of action."

"Steel can be tempered and hardened, and so can men. In this world of struggle, which was not designed for softies, a man must be harder than what hits him. Yes, he must be diamond-hard. Then he'll not be "fed up" with his little personal troubles."

"If money is all that a man makes, then he will be poor — poor in happiness, poor in all that makes life worth living."

"There is more power in the open hand than in the clenched fist."