• Research Paper on:
    Management Functions - Article Reviews

    Number of Pages: 53


    Summary of the research paper:

    A 53 page paper. The literature identifies four managerial functions: leadership, planning, controlling and organizing. This essay reviews one article in each of these broad functional areas. The headings for each article are: why that particular article was selected, the purpose/objective of the article, the key research questions, the appropriateness of the design or methodology, key findings in the article, and practical lessons learned. The articles are not experimental-research designs but do incorporate research in them. The article for leadership compares transactional leadership to transitional leadership in knowledge management functions. The article for planning addresses strategy processes in relation to performance outcomes. The article for controlling addresses performance management. The article for organizing focuses on organizing the IT function, including principles and models found to be successful. 1 Table included. Bibliography lists 4 sources.

    Name of Research Paper File: MM12_PGmgfna.rtf

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    Unformatted Sample Text from the Research Paper:
    model essay.] Leadership Reason for Selection: Knowledge management has been a topic of discussion for a number of years. The literature consistently states that the appropriate management of knowledge can  give a company a competitive advantage. Therefore, leaders and managers need to gain insight into effective processes and strategies for managing knowledge. The second inherent issue then is how best  to manage knowledge. The article by Bryant compares the appropriateness and effectiveness of two specific leadership models, transformational and transactional, in terms of which may be more effective for the  different aspects of knowledge management. Leaders need these insights. Purpose/Objective of Article Bryant states the purpose is to contribute to the existing literature on organizational knowledge by  "exploring the impact of transformational and transactional leadership on organizational knowledge" (Bryant, 2003, p. 32). Bryant also states that he builds on the information by exploring which of these two  leadership models is most appropriate for each of the three key "knowledge processes -- creating, sharing and exploiting knowledge. . ." (Bryant, 2003, p. 32). Key Research Questions  While the questions are not explicitly stated in Bryants article, they could be subsumed to be: * Is transformational leadership or transactional leadership more effective for creating knowledge to achieve  a sustainable competitive advantage? * Is transformational leadership or transactional leadership more effective for sharing knowledge to achieve a sustainable competitive advantage? * Is transformational leadership or transactional leadership more  effective for exploiting knowledge to achieve a sustainable competitive advantage? Research Design and Methodology Bryants justification for the article is expressed: "If knowledge is a key organizational resource capable  of creating a sustainable competitive advantage, then it is important to examine how firms manage knowledge" (Bryant, 2003, p. 32). The author offers a comprehensive review of the literature 

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