Belated recognition for work flow entrepreneurs: A case of selective perception and amnesia in management thought
LR Sayles, A Stewart - Entrepreneurship Theory and …, 1995 - journals.sagepub.com
Recent trends, such as reengineering, require work flow entrepreneurship. Important
principles about these practices were recognized in post-World War II field research, but by
the 1970s this work suffered neglect. Amnesia was caused by deeply held assumptions of
scientific management, and by a search within business schools for academic legitimacy at
the expense of praxis, which skewed the perspectives with which organizations were
viewed.
principles about these practices were recognized in post-World War II field research, but by
the 1970s this work suffered neglect. Amnesia was caused by deeply held assumptions of
scientific management, and by a search within business schools for academic legitimacy at
the expense of praxis, which skewed the perspectives with which organizations were
viewed.
BELATED RECOGNITION FOR WORK FLOW ENTREPRENEURS
LR Sayles, A Stewart - FW Taylor: Critical Evaluations in …, 2002 - books.google.com
Recent trends, such as reengineering, require work flow entrepreneurship. Important
principles about these practices were recognized in post-World War II field research, but by
the 1970s this work suffered neglect. Amnesia was caused by deeply held assumptions of
scientific management, and by a search within business schools for academic legitimacy at
the expense of praxis, which skewed the perspectives with which organizations were
viewed. Managers at a US manufacturer learn, through trial and error, how to improve …
principles about these practices were recognized in post-World War II field research, but by
the 1970s this work suffered neglect. Amnesia was caused by deeply held assumptions of
scientific management, and by a search within business schools for academic legitimacy at
the expense of praxis, which skewed the perspectives with which organizations were
viewed. Managers at a US manufacturer learn, through trial and error, how to improve …
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