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This 15 page paper provides an overview of theories regarding the use of individual dominant logic and the correlation between dominant logic and methods for HRM. This paper outlines the theories and views in relation to how to best utilize skills in the workplace environment. Bibliography lists 10 sources.
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15 pages (~225 words per page)
File: MH11_MHdomlog.rtf
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Dominant Logic Research Compiled by M. Hall 8/2010 Please Introduction Dominant logic is based on the belief
that individuals or companies can embrace limiting perspectives, those that generally drive operations, decision-making or personal perspective and can negatively impact creativity. Looking past dominant logic is often a
part of the process of applying creative management, and the understanding of what dominant logic principles impact decision-making can be essential to this process. Transformative leaders are those who
are able to identify both the principles directing their own dominant logic and those dictating activities within the organizational setting. These leaders are able to apply an awareness of
the dominant logic to impact creative change. The Concept of Dominant Logic The concept of dominant logic has been shaped by researchers like Bettis and Prahalad since
the 1980s. The concept extended from the belief that traditional ways of thinking and operations in the organizational setting are defined by the beliefs embraced by its leaders.
Dominant logic works as a filter, creating a focus that directs behaviors, but can also quell the creative process. Dominant logic can define such rigid protocols or methods of
viewing things that it can be difficult to apply adaptations to organizational process and may be one of the factors that hinders positive change. Resistance to change can extend
from the integration of the dominant logic and the belief that the dominant logic should direct organizational process. Adaptations, then, are based on the challenging of the dominant logic
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