Items where Author is "Stiles, Philip"

This paper seeks to extend the literature on how change occurs in organizational routines by examining the link between routines and schemata and showing the cognitive and motivational factors involved. Using an in‐depth analysis of a Japanese multinational, we develop an account of how a newly‐implemented centralized performance management routine is interpreted by managers at two subsidiaries. We show how different performances of subroutines emerge into a new ostensive pattern of a routine, and how the cognitive and motivational aspects of individual agency are manifested in this process and how they affect the espoused organizational schema.

To determine how leading companies in North America, Europe, and Asia develop and sustain strong talent pipelines, this research investigates talent management processes and practices in a sample of 37 multinational corporations, selected on the basis of their international scope, reputation, and long-term performance. In-depth case studies and a Web-based survey of human resources professionals identify various effective practices that can help companies attract, select, develop, and retain talent. However, the results suggest that competitive advantage comes not primarily from designing and implementing best practices but rather from the proper internal alignment of various elements of a company's talent management system, as well as their embeddedness in the value system of the firm, their links to business strategy, and their global coordination. (author's abstract)

The coalition government has shown the potential of political brokering. At an organisational level, write Jonathan Trevor and Philip Stiles, this is a role HR should take on board if it wants to create the innovative cultures needed for long-term success