This Element is an attempt to contribute to the extant literature on boards and corporate governa... more This Element is an attempt to contribute to the extant literature on boards and corporate governance by exploring in detail the active involvement of the board in the purpose and strategy of the corporation in order to cope with a complex and uncertain environment.
Maandblad Voor Accountancy en Bedrijfseconomie, 1994
M a n a g em en t, a lg e m e e n A d m in istra tie en b estu u rlijk e in fo rm a tie v o o rzi... more M a n a g em en t, a lg e m e e n A d m in istra tie en b estu u rlijk e in fo rm a tie v o o rzie n in g A u to m a tiserin g , co m p u ter
Op basis van ons literatuur- en empirisch onderzoek bij 74 aan de Amsterdamse beurs genoteerde ve... more Op basis van ons literatuur- en empirisch onderzoek bij 74 aan de Amsterdamse beurs genoteerde vennootschappen komt naar voren dat deze vennootschappen strategische risico’s gelijkstellen aan externe risico’s. Doordat in de literatuur en in de Code deze begrippen niet goed of niet eenduidig worden gedefinieerd kan het zo zijn dat Nederlandse vennootschappen het moeilijk vinden om dit onderscheid ook in de praktijk te maken en derhalve beide eenvoudigweg aan elkaar gelijkstellen. Op basis van onze analyse blijkt dat strategische risico’s juist ontstaan vanwege inherente onzekerheid die ontstaat in de externe omgeving; met andere woorden het betreft externe onzekerheid die de levensvatbaarheid en continuїteit van een onderneming zou kunnen bedreigen en derhalve leiden tot strategische problemen waarvan de oplossing strategische onzekerheid of strategisch risico met zich meebrengt. Dit artikel richt zich op het omschrijven van de egrippen, externe onzekerheid, strategisch risico en str...
Since the oil shocks upset the business world in the 1970s, the use of multiple scenario analysis... more Since the oil shocks upset the business world in the 1970s, the use of multiple scenario analysis has been increasingly propagated as an approach to deal effectively with the many long-run uncertainties that surround business organisations. Since its introduction, the scenario approach has undergone some considerable changes and it is now claimed fulfils a diverse range of functions. Newly-added functions
Acoustic stimuli, like music and metronomes, are often used in sports. Adjusting movement tempo t... more Acoustic stimuli, like music and metronomes, are often used in sports. Adjusting movement tempo to acoustic stimuli (i.e., auditory-motor synchronization) may be beneficial for sports performance. However, music also possesses motivational qualities that may further enhance performance. Our objective was to examine the relative effects of auditory-motor synchronization and the motivational impact of acoustic stimuli on running performance. To this end, 19 participants ran to exhaustion on a treadmill in 1) a control condition without acoustic stimuli, 2) a metronome condition with a sequence of beeps matching participants' cadence (synchronization), and 3) a music condition with synchronous motivational music matched to participants' cadence (synchronization+motivation). Conditions were counterbalanced and measurements were taken on separate days. As expected, time to exhaustion was significantly longer with acoustic stimuli than without. Unexpectedly, however, time to exhaustion did not differ between metronome and motivational music conditions, despite differences in motivational quality. Motivational music slightly reduced perceived exertion of sub-maximal running intensity and heart rates of (near-)maximal running intensity. The beat of the stimuli -which was most salient during the metronome condition-helped runners to maintain a consistent pace by coupling cadence to the prescribed tempo. Thus, acoustic stimuli may have enhanced running performance because runners worked harder as a result of motivational aspects (most pronounced with motivational music) and more efficiently as a result of auditory-motor synchronization (most notable with metronome beeps). These findings imply that running to motivational music with a very prominent and consistent beat matched to the runner's cadence will likely yield optimal effects because it helps to elevate physiological effort at a high perceived exertion, whereas the consistent and correct cadence induced by auditory-motor synchronization helps to optimize running economy.
This paper is about the role of scenarios in strategic management. Generally, a scenario depicts ... more This paper is about the role of scenarios in strategic management. Generally, a scenario depicts some feasible future state of an organisation's environment and mostly includes the dynamic sequence of interacting events, conditions and changes that is necessary to reach that state. The scenario approach changed considerably during the last two decades. This is reflected in the different functions ascribed to scenarios. The more traditional functions (in first generation scenarios) are tool for evaluation and selection of strategies, integration of various kinds of data, and exploration and identification of future possibilities. The more recent ones (in second generation scenarios) are making managers aware of environmental uncertainties, stretching of managers' mental models, and triggering and accelerating processes of organisational learning. The paper discusses especially the latter cluster of functions which are closely linked to each other. By linking the dynamic scena...
This paper is about the role of scenarios in strategic management. Generally, a scenario depicts ... more This paper is about the role of scenarios in strategic management. Generally, a scenario depicts some feasible future state of an organisation’s environment and mostly includes the dynamic sequence of interacting events, conditions and changes that is necessary to reach that state. The scenario approach changed considerably during the last two decades. This is reflected in the different functions ascribed to scenarios. The more traditional functions (in first generation scenarios) are tool for evaluation and selection of strategies, integration of various kinds of data, and exploration and identification of future possibilities. The more recent ones (in second generation scenarios) are making managers aware of environmental uncertainties, stretching of managers’ mental models, and triggering and accelerating processes of organisational learning. The paper discusses especially the latter cluster of functions which are closely linked to each other. By linking the dynamic scenario-deve...
With the rise of the 'Learning Organization' came a plethora of methods, instruments, int... more With the rise of the 'Learning Organization' came a plethora of methods, instruments, interventions and techniques claimed to enhance the learning capabilities of organization. One such category of methods is referred to as Large Scale Interventions (LSIs). This paper discusses LSIs based on some preliminary findings of a study of a LSI, which is currently midway its implementation. In doing so we take a rather critical perspective on LSIs by looking at the distribution of power when building 'Learning Organizations' through LSIs. Some of the intriguing questions we discuss are 'who is dominating the organizational learning process?' and 'whose learning stands central?'. LSI-theorists continually stress the open, participative and 'bottom-up' nature of their approaches but do LSIs really fulfill what LSI-theorists so emphatically stress?
This article studies a diversification-project in a medium-sized company from a cognitive perspec... more This article studies a diversification-project in a medium-sized company from a cognitive perspective. Using a set of cognitive mapping techniques, it focuses on the images which the managers in this company have of the evolving diversification project in which they are involved. At the same time, it seeks to explore the organizational learning processes that arise during diversifying. It is suggested that a strict division of activities during the course of a diversification project may hamper organizational learning, as it excludes the possibility for acquiring shared experiences and thus of creating a common frame of reference. Consequently, it is argued that organizational learning during a diversification process may benefit from the active involvement (to some extent) of the various parties in each other's activities.
Als externe risico’s zich manifesteren, kunnen ze de winstgevendheid en levensvatbaarheid van ond... more Als externe risico’s zich manifesteren, kunnen ze de winstgevendheid en levensvatbaarheid van ondernemingen hard treffen. Op basis van onderzoek naar de rapportage van externe risico’s in de jaarverslagen van alle in Nederland beursgenoteerde ondernemingen, concluderen we dat het risicomanagement op dit gebied nog onvoldoende ontwikkeld is. Dit artikel analyseert mogelijke oorzaken en beschrijft een gefaseerde aanpak om met verschillende externe risico’s om te gaan. Omdat ze in de regel voortkomen uit ambigue, complexe omstandigheden en hun oorsprong vaak buiten de eigen bedrijfstak vinden, vormt het identificeren van externe risico’s een bijzondere uitdaging. Het vereist een organisatiecultuur waarin het breed scannen van omgevingsveranderingen en het doordenken van mogelijke implicaties gemeengoed is.
Op basis van ons literatuur- en empirisch onderzoek bij 74 aan de Amsterdamse beurs genoteerde ve... more Op basis van ons literatuur- en empirisch onderzoek bij 74 aan de Amsterdamse beurs genoteerde vennootschappen komt naar voren dat deze vennootschappen strategische risico’s gelijkstellen aan externe risico’s. Doordat in de literatuur en in de Code deze begrippen niet goed of niet eenduidig worden gedefinieerd kan het zo zijn dat Nederlandse vennootschappen het moeilijk vinden om dit onderscheid ook in de praktijk te maken en derhalve beide eenvoudigweg aan elkaar gelijkstellen. Op basis van onze analyse blijkt dat strategische risico’s juist ontstaan vanwege inherente onzekerheid die ontstaat in de externe omgeving; met andere woorden het betreft externe onzekerheid die de levensvatbaarheid en continuїteit van een onderneming zou kunnen bedreigen en derhalve leiden tot strategische problemen waarvan de oplossing strategische onzekerheid of strategisch risico met zich meebrengt. Dit artikel richt zich op het omschrijven van de egrippen, externe onzekerheid, strategisch risico en str...
Since the oil shocks upset the business world in the 1970s, the use of multiple scenario analysis... more Since the oil shocks upset the business world in the 1970s, the use of multiple scenario analysis has been increasingly propagated as an approach to deal effectively with the many long-run uncertainties that surround business organisations. Since its introduction, the scenario approach has undergone some considerable changes and it is now claimed fulfils a diverse range of functions. Newly-added functions
This paper is about the role of scenarios in strategic management. Generally, a scenario depicts ... more This paper is about the role of scenarios in strategic management. Generally, a scenario depicts some feasible future state of an organisation's environment and mostly includes the dynamic sequence of interacting events, conditions and changes that is necessary to reach that state. The scenario approach changed considerably during the last two decades. This is reflected in the different functions ascribed to scenarios. The more traditional functions (in first generation scenarios) are tool for evaluation and selection of strategies, integration of various kinds of data, and exploration and identification of future possibilities. The more recent ones (in second generation scenarios) are making managers aware of environmental uncertainties, stretching of managers' mental models, and triggering and accelerating processes of organisational learning. The paper discusses especially the latter cluster of functions which are closely linked to each other. By linking the dynamic scena...
This Element is an attempt to contribute to the extant literature on boards and corporate governa... more This Element is an attempt to contribute to the extant literature on boards and corporate governance by exploring in detail the active involvement of the board in the purpose and strategy of the corporation in order to cope with a complex and uncertain environment.
Maandblad Voor Accountancy en Bedrijfseconomie, 1994
M a n a g em en t, a lg e m e e n A d m in istra tie en b estu u rlijk e in fo rm a tie v o o rzi... more M a n a g em en t, a lg e m e e n A d m in istra tie en b estu u rlijk e in fo rm a tie v o o rzie n in g A u to m a tiserin g , co m p u ter
Op basis van ons literatuur- en empirisch onderzoek bij 74 aan de Amsterdamse beurs genoteerde ve... more Op basis van ons literatuur- en empirisch onderzoek bij 74 aan de Amsterdamse beurs genoteerde vennootschappen komt naar voren dat deze vennootschappen strategische risico’s gelijkstellen aan externe risico’s. Doordat in de literatuur en in de Code deze begrippen niet goed of niet eenduidig worden gedefinieerd kan het zo zijn dat Nederlandse vennootschappen het moeilijk vinden om dit onderscheid ook in de praktijk te maken en derhalve beide eenvoudigweg aan elkaar gelijkstellen. Op basis van onze analyse blijkt dat strategische risico’s juist ontstaan vanwege inherente onzekerheid die ontstaat in de externe omgeving; met andere woorden het betreft externe onzekerheid die de levensvatbaarheid en continuїteit van een onderneming zou kunnen bedreigen en derhalve leiden tot strategische problemen waarvan de oplossing strategische onzekerheid of strategisch risico met zich meebrengt. Dit artikel richt zich op het omschrijven van de egrippen, externe onzekerheid, strategisch risico en str...
Since the oil shocks upset the business world in the 1970s, the use of multiple scenario analysis... more Since the oil shocks upset the business world in the 1970s, the use of multiple scenario analysis has been increasingly propagated as an approach to deal effectively with the many long-run uncertainties that surround business organisations. Since its introduction, the scenario approach has undergone some considerable changes and it is now claimed fulfils a diverse range of functions. Newly-added functions
Acoustic stimuli, like music and metronomes, are often used in sports. Adjusting movement tempo t... more Acoustic stimuli, like music and metronomes, are often used in sports. Adjusting movement tempo to acoustic stimuli (i.e., auditory-motor synchronization) may be beneficial for sports performance. However, music also possesses motivational qualities that may further enhance performance. Our objective was to examine the relative effects of auditory-motor synchronization and the motivational impact of acoustic stimuli on running performance. To this end, 19 participants ran to exhaustion on a treadmill in 1) a control condition without acoustic stimuli, 2) a metronome condition with a sequence of beeps matching participants' cadence (synchronization), and 3) a music condition with synchronous motivational music matched to participants' cadence (synchronization+motivation). Conditions were counterbalanced and measurements were taken on separate days. As expected, time to exhaustion was significantly longer with acoustic stimuli than without. Unexpectedly, however, time to exhaustion did not differ between metronome and motivational music conditions, despite differences in motivational quality. Motivational music slightly reduced perceived exertion of sub-maximal running intensity and heart rates of (near-)maximal running intensity. The beat of the stimuli -which was most salient during the metronome condition-helped runners to maintain a consistent pace by coupling cadence to the prescribed tempo. Thus, acoustic stimuli may have enhanced running performance because runners worked harder as a result of motivational aspects (most pronounced with motivational music) and more efficiently as a result of auditory-motor synchronization (most notable with metronome beeps). These findings imply that running to motivational music with a very prominent and consistent beat matched to the runner's cadence will likely yield optimal effects because it helps to elevate physiological effort at a high perceived exertion, whereas the consistent and correct cadence induced by auditory-motor synchronization helps to optimize running economy.
This paper is about the role of scenarios in strategic management. Generally, a scenario depicts ... more This paper is about the role of scenarios in strategic management. Generally, a scenario depicts some feasible future state of an organisation's environment and mostly includes the dynamic sequence of interacting events, conditions and changes that is necessary to reach that state. The scenario approach changed considerably during the last two decades. This is reflected in the different functions ascribed to scenarios. The more traditional functions (in first generation scenarios) are tool for evaluation and selection of strategies, integration of various kinds of data, and exploration and identification of future possibilities. The more recent ones (in second generation scenarios) are making managers aware of environmental uncertainties, stretching of managers' mental models, and triggering and accelerating processes of organisational learning. The paper discusses especially the latter cluster of functions which are closely linked to each other. By linking the dynamic scena...
This paper is about the role of scenarios in strategic management. Generally, a scenario depicts ... more This paper is about the role of scenarios in strategic management. Generally, a scenario depicts some feasible future state of an organisation’s environment and mostly includes the dynamic sequence of interacting events, conditions and changes that is necessary to reach that state. The scenario approach changed considerably during the last two decades. This is reflected in the different functions ascribed to scenarios. The more traditional functions (in first generation scenarios) are tool for evaluation and selection of strategies, integration of various kinds of data, and exploration and identification of future possibilities. The more recent ones (in second generation scenarios) are making managers aware of environmental uncertainties, stretching of managers’ mental models, and triggering and accelerating processes of organisational learning. The paper discusses especially the latter cluster of functions which are closely linked to each other. By linking the dynamic scenario-deve...
With the rise of the 'Learning Organization' came a plethora of methods, instruments, int... more With the rise of the 'Learning Organization' came a plethora of methods, instruments, interventions and techniques claimed to enhance the learning capabilities of organization. One such category of methods is referred to as Large Scale Interventions (LSIs). This paper discusses LSIs based on some preliminary findings of a study of a LSI, which is currently midway its implementation. In doing so we take a rather critical perspective on LSIs by looking at the distribution of power when building 'Learning Organizations' through LSIs. Some of the intriguing questions we discuss are 'who is dominating the organizational learning process?' and 'whose learning stands central?'. LSI-theorists continually stress the open, participative and 'bottom-up' nature of their approaches but do LSIs really fulfill what LSI-theorists so emphatically stress?
This article studies a diversification-project in a medium-sized company from a cognitive perspec... more This article studies a diversification-project in a medium-sized company from a cognitive perspective. Using a set of cognitive mapping techniques, it focuses on the images which the managers in this company have of the evolving diversification project in which they are involved. At the same time, it seeks to explore the organizational learning processes that arise during diversifying. It is suggested that a strict division of activities during the course of a diversification project may hamper organizational learning, as it excludes the possibility for acquiring shared experiences and thus of creating a common frame of reference. Consequently, it is argued that organizational learning during a diversification process may benefit from the active involvement (to some extent) of the various parties in each other's activities.
Als externe risico’s zich manifesteren, kunnen ze de winstgevendheid en levensvatbaarheid van ond... more Als externe risico’s zich manifesteren, kunnen ze de winstgevendheid en levensvatbaarheid van ondernemingen hard treffen. Op basis van onderzoek naar de rapportage van externe risico’s in de jaarverslagen van alle in Nederland beursgenoteerde ondernemingen, concluderen we dat het risicomanagement op dit gebied nog onvoldoende ontwikkeld is. Dit artikel analyseert mogelijke oorzaken en beschrijft een gefaseerde aanpak om met verschillende externe risico’s om te gaan. Omdat ze in de regel voortkomen uit ambigue, complexe omstandigheden en hun oorsprong vaak buiten de eigen bedrijfstak vinden, vormt het identificeren van externe risico’s een bijzondere uitdaging. Het vereist een organisatiecultuur waarin het breed scannen van omgevingsveranderingen en het doordenken van mogelijke implicaties gemeengoed is.
Op basis van ons literatuur- en empirisch onderzoek bij 74 aan de Amsterdamse beurs genoteerde ve... more Op basis van ons literatuur- en empirisch onderzoek bij 74 aan de Amsterdamse beurs genoteerde vennootschappen komt naar voren dat deze vennootschappen strategische risico’s gelijkstellen aan externe risico’s. Doordat in de literatuur en in de Code deze begrippen niet goed of niet eenduidig worden gedefinieerd kan het zo zijn dat Nederlandse vennootschappen het moeilijk vinden om dit onderscheid ook in de praktijk te maken en derhalve beide eenvoudigweg aan elkaar gelijkstellen. Op basis van onze analyse blijkt dat strategische risico’s juist ontstaan vanwege inherente onzekerheid die ontstaat in de externe omgeving; met andere woorden het betreft externe onzekerheid die de levensvatbaarheid en continuїteit van een onderneming zou kunnen bedreigen en derhalve leiden tot strategische problemen waarvan de oplossing strategische onzekerheid of strategisch risico met zich meebrengt. Dit artikel richt zich op het omschrijven van de egrippen, externe onzekerheid, strategisch risico en str...
Since the oil shocks upset the business world in the 1970s, the use of multiple scenario analysis... more Since the oil shocks upset the business world in the 1970s, the use of multiple scenario analysis has been increasingly propagated as an approach to deal effectively with the many long-run uncertainties that surround business organisations. Since its introduction, the scenario approach has undergone some considerable changes and it is now claimed fulfils a diverse range of functions. Newly-added functions
This paper is about the role of scenarios in strategic management. Generally, a scenario depicts ... more This paper is about the role of scenarios in strategic management. Generally, a scenario depicts some feasible future state of an organisation's environment and mostly includes the dynamic sequence of interacting events, conditions and changes that is necessary to reach that state. The scenario approach changed considerably during the last two decades. This is reflected in the different functions ascribed to scenarios. The more traditional functions (in first generation scenarios) are tool for evaluation and selection of strategies, integration of various kinds of data, and exploration and identification of future possibilities. The more recent ones (in second generation scenarios) are making managers aware of environmental uncertainties, stretching of managers' mental models, and triggering and accelerating processes of organisational learning. The paper discusses especially the latter cluster of functions which are closely linked to each other. By linking the dynamic scena...
Uploads
Papers by Robert Bood