International Journal of Business and Management, 2013
Middle managers play critical roles in the implementation of organizational strategies. Yet, litt... more Middle managers play critical roles in the implementation of organizational strategies. Yet, little is known about the views of middle managers on the organizational factors influencing strategy implementation. This paper is an attempt to extend existing understandings on the organizational factors influencing strategy implementation from the viewpoints of middle managers, including the contribution of middle managers in the implementation of organizational strategies and the challenges associated with the implementation process. Data were collected using semistructured in-depth email interviews with 12 middle managers. This research demonstrates that management style, strategic alignment, internal communication, and middle management contribution are critical factors influencing strategy implementation.
[ILLUSTRATION OMITTED] ON 23 JULY 2008, Army Lieutenant General (LTG) Ann E. Dunwoody was confirm... more [ILLUSTRATION OMITTED] ON 23 JULY 2008, Army Lieutenant General (LTG) Ann E. Dunwoody was confirmed by the U.S. Senate for promotion to the rank of general (four stars). This promotion is historically groundbreaking because Dunwoody is the first woman in the U.S. military to attain the rank of general. Her achievement is a milestone that has taken 12 years to reach since LTG Carol Mutter, U.S. Marine Corps, was nominated and approved as the first woman to attain three-star rank in 1996. LTG Claudia Kennedy followed Mutter a year later as the Army's first woman three-star. Progress to the four-star tier has been slow in coming, given the relative numbers of women officers, but the July 2008 Army promotion list to Brigadier General (which had five women selected for promotion) inspires hope that competent women in the Army can and are advancing to the highest levels in the male-dominated hierarchy. Research on the views and opinions of senior women leaders in the U.S. military is rare. Army nurse Anna May Hayes was the first Army woman promoted to brigadier general in June 1970. Including BG Hayes, only 42 women have been selected and promoted to general officer (GO) rank in the active duty Army. (1) Even in progressive societies, male dominance remains a fact of life, a legacy from a pre-reflective, pre-technological past. Except for history's handful of warrior queens, senior military leadership positions have always belonged to men. Biographies and histories document pervasive male dominance in military roles. Female progress in military leadership has yet to be documented beyond mere statistics. This article's research data clearly point to factors and competencies the male-dominated Army had already enshrined as roles, norms, and values. In that sense, my results differ not at all from what one would expect from an all-male GO study. Does this convergence of expectations for Army officers represent an objective, legitimate validation of the roles, norms, and values--or is it an unavoidable solidarity, perpetuating male-dominance within a social construction? Post-modern analysis has not yet varnished the perceptions and experiences that the women in this study have articulated, and this study cannot address the question of whether the military culture is hopelessly chauvinistic, or not. Their answers to questions simply reflect what leadership factors and competencies they think enhanced their ability to be selected for senior leadership positions. One can only observe that it would be surprising and ironic if these factors and competencies did not reflect already well-defined Army expectations. My analysis reveals seven universal themes: * Professional competency and doing a good job. * The value of interpersonal skills, including good. communication skills and taking care of people. * Being known by your good reputation. * Taking and excelling in demanding positions. such as being a commander. * Luck and timing. * Not aspiring to make general officer too early. * Mentoring, sponsoring, and coaching. The above suggest that the same expectations and behaviors contribute to career progression and selection as a general officer, regardless of one's gender. Background of Women in the Army Although women have been in the U.S. Army unofficially since the Revolutionary War and members of the Women's Army Corps (WAC) since its inception, Congress did not pass the Women's Armed Services Integration Act until 1948. The act made women (other than nurses) eligible to serve in the active duty military in times of peace as permanent regular and reserve members of the Army, Navy, Marines, and the then recently formed Air Force. (2) It also set limits on the number of women who could serve in the Armed Forces. Enlisted women could total no more than 2 percent of the total force in each branch of the service, while women officers (excluding nurses) could not exceed 10 percent of the enlisted women strength. …
Although there are a myriad of federal U.S. law enforcement agencies that are assigned to and par... more Although there are a myriad of federal U.S. law enforcement agencies that are assigned to and partner with the Department of Homeland Security (DHS), no law enforcement agency is exclusively dedicated to the task of fighting terrorism. Compelling data and sentiments of professionals and experts in the field of antiterrorism (interviewed in 2011) supported the establishment of a law enforcement agency or unit that is exclusively dedicated to antiterrorism. Law enforcement’s role in the detection, apprehension, and adjudication of suspected terrorists may require more concentration.
International Journal of Finance and Accounting, 2016
The purpose of this phenomenological study was to explore strategies microfinance bank executives... more The purpose of this phenomenological study was to explore strategies microfinance bank executives use to maintain business sustainability. The concepts of microfinance banking, sustainability value, and strategic management theory formed the conceptual framework for this study. Twenty executives from microfinance banks in Anambra state of Nigeria participated in semi-structured interviews. The data analysis process involved the use of Moustakas’ modified van Kaam process, which resulted in the emergence of three themes: strategic management, fear of microlending, and maintaining sustainability. The findings indicated the practice of strategic management, but indulgence in commercial activities instead of microlending to maintain business sustainability. The outcome reinforced the necessity for a strategic management focus on the expansion of microlending services, implementation of best practices, and technological input.
International Journal of Applied Management and Technology
More than 50% of business failures in the United States are because of leaders’ inability to mana... more More than 50% of business failures in the United States are because of leaders’ inability to manage working capital. This qualitative, multiple case study is grounded in the cash conversion cycle theory. The purpose is to explore the strategies bank leaders have used to improve working capital management in three banks in Kentucky to increase bank profitability and improve financial stability. Data were collected using semistructured interviews with three different banking leaders who have implemented successful working capital strategies. Using methodological triangulation and Yin’s five-step data analysis resulted: (a) risk and liquidity, (b) top-down approach, and (c) investment approach. The findings from this study include strategies for improving the use of working capital, leading to business profitability and increases in employment opportunities.
Kotter advocates leaders use his eight-stage model to lead transformational change in organizatio... more Kotter advocates leaders use his eight-stage model to lead transformational change in organizations. Kotter's eight stages are: a) Establishing a sense of urgency, b) Creating the guiding coalition, c) Developing a vision and strategy, d) Communicating the change vision, e) Empowering broad-based action, f) Generating short-term wins, g) Consolidating gains and producing more change, and h) Anchoring new approaches in the culture. In 1999, General Shinseki, United States Army Chief of Staff, initiated transformational change in ...
Kotter advocates leaders use his eight-stage model to lead transformational change in organizatio... more Kotter advocates leaders use his eight-stage model to lead transformational change in organizations. Kotter's eight stages are: a) Establishing a sense of urgency, b) Creating the guiding coalition, c) Developing a vision and strategy, d) Communicating the change vision, e) Empowering broad-based action, f) Generating short-term wins, g) Consolidating gains and producing more change, and h) Anchoring new approaches in the culture. In 1999, General Shinseki, United States Army Chief of Staff, initiated transformational change in ...
Middle managers play critical roles in the implementation of organizational strategies. Yet, litt... more Middle managers play critical roles in the implementation of organizational strategies. Yet, little is known about the views of middle managers on the organizational factors influencing strategy implementation. This paper is an attempt to extend existing understandings on the organizational factors influencing strategy implementation from the viewpoints of middle managers, including the contribution of middle managers in the implementation of organizational strategies and the challenges associated with the implementation process. Data were collected using semistructured in-depth email interviews with 12 middle managers. This research demonstrates that management style, strategic alignment, internal communication, and middle management contribution are critical factors influencing strategy implementation.
International Journal of Business and Management, 2013
Middle managers play critical roles in the implementation of organizational strategies. Yet, litt... more Middle managers play critical roles in the implementation of organizational strategies. Yet, little is known about the views of middle managers on the organizational factors influencing strategy implementation. This paper is an attempt to extend existing understandings on the organizational factors influencing strategy implementation from the viewpoints of middle managers, including the contribution of middle managers in the implementation of organizational strategies and the challenges associated with the implementation process. Data were collected using semistructured in-depth email interviews with 12 middle managers. This research demonstrates that management style, strategic alignment, internal communication, and middle management contribution are critical factors influencing strategy implementation.
[ILLUSTRATION OMITTED] ON 23 JULY 2008, Army Lieutenant General (LTG) Ann E. Dunwoody was confirm... more [ILLUSTRATION OMITTED] ON 23 JULY 2008, Army Lieutenant General (LTG) Ann E. Dunwoody was confirmed by the U.S. Senate for promotion to the rank of general (four stars). This promotion is historically groundbreaking because Dunwoody is the first woman in the U.S. military to attain the rank of general. Her achievement is a milestone that has taken 12 years to reach since LTG Carol Mutter, U.S. Marine Corps, was nominated and approved as the first woman to attain three-star rank in 1996. LTG Claudia Kennedy followed Mutter a year later as the Army's first woman three-star. Progress to the four-star tier has been slow in coming, given the relative numbers of women officers, but the July 2008 Army promotion list to Brigadier General (which had five women selected for promotion) inspires hope that competent women in the Army can and are advancing to the highest levels in the male-dominated hierarchy. Research on the views and opinions of senior women leaders in the U.S. military is rare. Army nurse Anna May Hayes was the first Army woman promoted to brigadier general in June 1970. Including BG Hayes, only 42 women have been selected and promoted to general officer (GO) rank in the active duty Army. (1) Even in progressive societies, male dominance remains a fact of life, a legacy from a pre-reflective, pre-technological past. Except for history's handful of warrior queens, senior military leadership positions have always belonged to men. Biographies and histories document pervasive male dominance in military roles. Female progress in military leadership has yet to be documented beyond mere statistics. This article's research data clearly point to factors and competencies the male-dominated Army had already enshrined as roles, norms, and values. In that sense, my results differ not at all from what one would expect from an all-male GO study. Does this convergence of expectations for Army officers represent an objective, legitimate validation of the roles, norms, and values--or is it an unavoidable solidarity, perpetuating male-dominance within a social construction? Post-modern analysis has not yet varnished the perceptions and experiences that the women in this study have articulated, and this study cannot address the question of whether the military culture is hopelessly chauvinistic, or not. Their answers to questions simply reflect what leadership factors and competencies they think enhanced their ability to be selected for senior leadership positions. One can only observe that it would be surprising and ironic if these factors and competencies did not reflect already well-defined Army expectations. My analysis reveals seven universal themes: * Professional competency and doing a good job. * The value of interpersonal skills, including good. communication skills and taking care of people. * Being known by your good reputation. * Taking and excelling in demanding positions. such as being a commander. * Luck and timing. * Not aspiring to make general officer too early. * Mentoring, sponsoring, and coaching. The above suggest that the same expectations and behaviors contribute to career progression and selection as a general officer, regardless of one's gender. Background of Women in the Army Although women have been in the U.S. Army unofficially since the Revolutionary War and members of the Women's Army Corps (WAC) since its inception, Congress did not pass the Women's Armed Services Integration Act until 1948. The act made women (other than nurses) eligible to serve in the active duty military in times of peace as permanent regular and reserve members of the Army, Navy, Marines, and the then recently formed Air Force. (2) It also set limits on the number of women who could serve in the Armed Forces. Enlisted women could total no more than 2 percent of the total force in each branch of the service, while women officers (excluding nurses) could not exceed 10 percent of the enlisted women strength. …
Although there are a myriad of federal U.S. law enforcement agencies that are assigned to and par... more Although there are a myriad of federal U.S. law enforcement agencies that are assigned to and partner with the Department of Homeland Security (DHS), no law enforcement agency is exclusively dedicated to the task of fighting terrorism. Compelling data and sentiments of professionals and experts in the field of antiterrorism (interviewed in 2011) supported the establishment of a law enforcement agency or unit that is exclusively dedicated to antiterrorism. Law enforcement’s role in the detection, apprehension, and adjudication of suspected terrorists may require more concentration.
International Journal of Finance and Accounting, 2016
The purpose of this phenomenological study was to explore strategies microfinance bank executives... more The purpose of this phenomenological study was to explore strategies microfinance bank executives use to maintain business sustainability. The concepts of microfinance banking, sustainability value, and strategic management theory formed the conceptual framework for this study. Twenty executives from microfinance banks in Anambra state of Nigeria participated in semi-structured interviews. The data analysis process involved the use of Moustakas’ modified van Kaam process, which resulted in the emergence of three themes: strategic management, fear of microlending, and maintaining sustainability. The findings indicated the practice of strategic management, but indulgence in commercial activities instead of microlending to maintain business sustainability. The outcome reinforced the necessity for a strategic management focus on the expansion of microlending services, implementation of best practices, and technological input.
International Journal of Applied Management and Technology
More than 50% of business failures in the United States are because of leaders’ inability to mana... more More than 50% of business failures in the United States are because of leaders’ inability to manage working capital. This qualitative, multiple case study is grounded in the cash conversion cycle theory. The purpose is to explore the strategies bank leaders have used to improve working capital management in three banks in Kentucky to increase bank profitability and improve financial stability. Data were collected using semistructured interviews with three different banking leaders who have implemented successful working capital strategies. Using methodological triangulation and Yin’s five-step data analysis resulted: (a) risk and liquidity, (b) top-down approach, and (c) investment approach. The findings from this study include strategies for improving the use of working capital, leading to business profitability and increases in employment opportunities.
Kotter advocates leaders use his eight-stage model to lead transformational change in organizatio... more Kotter advocates leaders use his eight-stage model to lead transformational change in organizations. Kotter's eight stages are: a) Establishing a sense of urgency, b) Creating the guiding coalition, c) Developing a vision and strategy, d) Communicating the change vision, e) Empowering broad-based action, f) Generating short-term wins, g) Consolidating gains and producing more change, and h) Anchoring new approaches in the culture. In 1999, General Shinseki, United States Army Chief of Staff, initiated transformational change in ...
Kotter advocates leaders use his eight-stage model to lead transformational change in organizatio... more Kotter advocates leaders use his eight-stage model to lead transformational change in organizations. Kotter's eight stages are: a) Establishing a sense of urgency, b) Creating the guiding coalition, c) Developing a vision and strategy, d) Communicating the change vision, e) Empowering broad-based action, f) Generating short-term wins, g) Consolidating gains and producing more change, and h) Anchoring new approaches in the culture. In 1999, General Shinseki, United States Army Chief of Staff, initiated transformational change in ...
Middle managers play critical roles in the implementation of organizational strategies. Yet, litt... more Middle managers play critical roles in the implementation of organizational strategies. Yet, little is known about the views of middle managers on the organizational factors influencing strategy implementation. This paper is an attempt to extend existing understandings on the organizational factors influencing strategy implementation from the viewpoints of middle managers, including the contribution of middle managers in the implementation of organizational strategies and the challenges associated with the implementation process. Data were collected using semistructured in-depth email interviews with 12 middle managers. This research demonstrates that management style, strategic alignment, internal communication, and middle management contribution are critical factors influencing strategy implementation.
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Papers by Yvonne Doll