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Papers by Carla Millar

Palgrave Macmillan Ltd eBooks, 2004

... Chong Ju Choi, Brian Hilton and Carla Millar 2004 All rights reserved. ... we call 'dyna... more ... Chong Ju Choi, Brian Hilton and Carla Millar 2004 All rights reserved. ... we call 'dynamic identity', and it forms the focus of Chapter 8. However, even with such an identity significant problems ... In fact, the genie is out of the bottle and it is absolutely clear that it is extremely difficult ...

This book looks at the complexity of knowledge. It takes into account diverse disciplines such as... more This book looks at the complexity of knowledge. It takes into account diverse disciplines such as economics, social sciences, international business, and organization studies. The authors focus on knowledge internationally from a macro to a more micro level, from the state to households, from knowledge production to knowledge consumption, lifting the veil on knowledge complexities. By making the complexities more transparent, the authors enrich readers' understanding and illuminate their perception of knowledge as a key factor in the development of the 21st century world.

Palgrave Macmillan UK eBooks, 2011

This book is inspired by the observation of both practitioners and academics that, somehow, as th... more This book is inspired by the observation of both practitioners and academics that, somehow, as the millennium has turned, we seem to have ventured onto a slippery slope where one organisational scandal erupts after another. Most people are aware of Enron in the United States and Northern Rock in the United Kingdom, and the accounting scandals that led to the introduction of Sarbanes Oxley in the United States and corporate governance codes in the United Kingdom and beyond. Since then, many firms have adopted strict ethical codes of conduct, some have even appointed chief ethics officers (Fombrun, 2004), and the number of courses and modules on ‘ethics’ in business schools and uni-versities has risen dramatically. These various measures, however, did not stop the recent spate of banking scandals, and the near meltdown of the global financial system. While there were rules in place designed to make the system function smoothly and safely, it seems that those who were in charge — the leaders of organisations — took a position that allowed them to find ways around these rules, by inventing products and transactions not covered by them, or by reinterpreting them so as to permit profit maximisation. They did this without regard for the possible consequences for the rest of society, and the term ‘greed’ has often surfaced in analyses of what happened.

Research of Other Academics Repeated 27 Expected Value of the Work 28 Originality of the Work 29 ... more Research of Other Academics Repeated 27 Expected Value of the Work 28 Originality of the Work 29 Structure of the Thesis 30 Tables, Appendices and Bibliography 31 PART 1: FOUNDATIONS Chapter 1 Objectives and Methodology of Study 34 4.3.3 Keegan 108 4.3.4 Kotler 113 4.3.5 Porter 114 4.3.6 Ohmae 117 4.3.7 Buzzell 118 4.3.8 Hamel and Prahalad 119 4.4 Synthesis and Definition 119 4.4.1 Definitions of Globalisation 120 4.5 Research Issues and Scope for Theory Development 123 Chapter 5 Culture, Globalisation and International Advertising 127 Advertising/Marketing Communication 132 5.3.4 Empirical Research 133 5.4 Cultural Differences 133 5.4.1 Management's Cultural Roots 135 5.4.2 Culture-Bound Sub-Cultures 137 5.4.3 Cultural Differences Affecting the Acceptability of the Product to be Advertised 139 5.4.4 Cultural Differences Affecting Advertising / Marketing Communications 141 5.4.5 Cultural Differences Covering Advertising Approaches and Tools 5.

Social Science Research Network, Apr 13, 2010

... Carla CJM Millar is a Professor of International Marketing and Management at the University o... more ... Carla CJM Millar is a Professor of International Marketing and Management at the University of Twente, Enschede, The Netherlands (c.millar@ bbt.utwente.nl ... a painter was accepted in the ranks of the Academy and their work was accepted at the so-called Salons exhibitions the ...

Journal of Management Studies, Jul 1, 2000

This paper presents the results of a comparative organizational assessment of the behaviour and o... more This paper presents the results of a comparative organizational assessment of the behaviour and organization of the British and French managers who constructed the Channel Tunnel. In the context of a common adhocratic organization, a principal components analysis of the survey results differentiates the British and French respondents on five dimensions: fonceur/procedural; competitive/collegial; involved/distanced; individualistic/supportive; and stress. These quantitative results are supported by qualitative data from interviews and open-ended questions. A preliminary explanation of the results in terms of a configurational analysis of the differences between the British and French managers surveyed is then offered. The paper argues that an organizational assessment methodology is compatible with societal approaches which attempt to understand nationally distinctive configurations of organization and management.  Of course there are difficulties, but nothing insurmountable. There is of course the language difference, but they are very talented in this respect, whereas we're just abysmal. There is also the way they think-I can't explain what it is, but our minds seem to work differently. It must be a national characteristic-one thing for sure, its not bloody-mindedness! We can sit around a table with our opposite numbers and within minutes reach an absolute agreement on any objective, and then in as many minutes both sides will arrive at precisely the opposite means of achieving it. (John Reeve, Directeur-Général TML. Cited Hunt, 1994, p. 220) The growing interpenetration of national economies both within the European Union and beyond has led to an increasing interest in comparative organization

International Journal of Human Resource Management, Jun 25, 2015

Knowledge-intensive organisations (KIOs) include universities, management consulting, the Civil S... more Knowledge-intensive organisations (KIOs) include universities, management consulting, the Civil Service/public administration, information and communication services, human resource management and ...

Technological Forecasting and Social Change

Values-driven Entrepreneurship and Societal Impact, Apr 1, 2021

Journal of Public Affairs, 2018

Culture, the missing link in value creation and governance in knowledge-intensive institutions? T... more Culture, the missing link in value creation and governance in knowledge-intensive institutions? This Special Issue focuses on the key characteristics, values, and processes of knowledge intensive organisations (KIOs) and how culturesensitive governance is needed to support creativity, entrepreneurship, and innovation. In this special issue, we emphasise leadership and culture as key factors in KIO success. The term "knowledge intensive organisation" is in practice an umbrella descriptor for a range of organisational types including knowledge intensive services (KIS), knowledge transfer industries, and knowledge creation bodies. By investigating this variety of knowledge intensive organisations, we illuminate what is necessary for them to be key facilitators of prosperity and growth. Understanding the different types of KIOs and what drives them is important now and will be increasingly important in the future (Millar, Chen, & Waller, 2017; (2008) examined public affairs' partnership routes through co-creation

Emergent Globalization, 2004

Precisely because there is no global state the role of the state is an issue in our current age o... more Precisely because there is no global state the role of the state is an issue in our current age of global emergence. As mentioned in Chapter 2, there has always been an intense debate on the role the state can play in encouraging enterprise and development, especially where it involves international business and sources of wealth beyond the bounds of the state itself. An issue for decision-makers here has always been1 whether the state can or cannot be effective in supporting the international global competitiveness of its domestic enterprise.

Journal of Management Development, Oct 24, 2018

Purpose Leader-centred teaching has often taken as normal a cyclical pattern of business, which M... more Purpose Leader-centred teaching has often taken as normal a cyclical pattern of business, which Marques (2014) argues is no longer the appropriate model. The purpose of this paper is to examine the current leadership curriculum paradigm and the case for an alternative pedagogy which better caters for the messy reality – without recurrent patterns or historical certainties – that global organisations and their business leaders currently often have to deal with. In particular, it addresses implications for the “hero” model of leadership. Design/methodology/approach The empirical findings are elicited through a combination of case studies, qualitative surveys and action research methods which include organisational development which encourages leaders to develop skills and capability to enquire into and work with their own group processes and design. Arts-based methods, such as poetry, music, painting, sculpture or music are offered as a means to help cultivate the leader’s creative potential and reach into those vulnerable places which often remain hidden amongst traditional didactic methods of facilitation. Findings The empirical findings call for a deconstruction of the hero leader through increasing reflexivity to help leaders understand their own feelings, reactions and motives. It encourages bespoke leadership competencies which can be adapted for individuality. This suggests that contemporary leaders and managers first need to understand what capacities and deficiencies they have as individuals, and second how to build an appropriate mix of skills through understanding and reflecting on their own individual experiences and actions. Originality/value The paper introduces an approach to leadership training which takes account of the demand for organisations to serve a social purpose, and the need for effectively leading a workforce where the power of the individual is growing with millennials pushing this and questioning the very premises of corporate behaviour and economic and social principles which guide it. It acknowledges that the demands on leaders are shoulder-buckling at the best of times but proposes that business school teaching on leadership must address the messiness of reality and offer means and ways of thriving in spite of such chaos.

International Business Organization, 1999

A substantial amount of social science research on economic institutions and organizations has be... more A substantial amount of social science research on economic institutions and organizations has been unprepared for the major turbulence, structural change and intensifying competition in today’s global business environment. While the role of trust and other relational attributes in international business arrangements have been recognized, there is a lack of knowledge on governing and facilitating business transactions in emerging-economy contexts. Also, there is an increasing need to reexamine the issue of national competitiveness (Porter, 1990) and economic institutions in light of the recent transformation, particularly in the context of emerging economies. According to Nelson (1992), there are three clusters of analysis concerning the determinants of national competitiveness. The first views firms as the main competitive unit; the second considers the macroeconomic performance of national economies; and the third looks at microeconomic policies at the level of industries. International business studies need a conceptual framework that takes into account all three levels of analysis, while addressing the importance of the interactions between institutions and organizations.

Women Technology and Entrepreneurship, 2009

Emergent Globalization, 2004

At this stage we would like to distinguish between two major types of exchange that we find in kn... more At this stage we would like to distinguish between two major types of exchange that we find in knowledge-creating networks:

Emergent Globalization, 2004

In complex environments co-evolving emergent behaviour has a multiplicity of causes. Direct causa... more In complex environments co-evolving emergent behaviour has a multiplicity of causes. Direct causal links between intentions, decisions and outcomes disappear. Long-term prediction is impossible.1 The inherent uncertainty in complex environments is such that what evolves is not a process for forecasting followed by informed rational action, it is a process for learning and adaptation. Those who cannot adapt, fail. Those who do adapt become increasingly embedded with others who have also learned to adapt quickly. The most successful ones quickly fit co-operatively into whatever niche presents itself.2 The resulting system is a variety of enterprises and institutions rich in size, focus and purpose. Survival comes not from rational choice between alternatives but as a result of choosing the right adaptive processes to enable one to fit in what ever happens: ‘set[s] of heuristics, or rules of thumb, that perhaps can be explained (and perhaps justified) insofar as they economize on cognitive effort’ (Orbell and Dawes 1991, p. 517).

Emergent Globalization, 2004

Emergent systems1 face major challenges. To take advantage of the business opportunities availabl... more Emergent systems1 face major challenges. To take advantage of the business opportunities available they need a well-ordered institutional environment; enterprise requires this. Generally they cannot provide this themselves and thus third-party intervention is required. The states in this category have nevertheless all had phenomenal economic growth, high rates of population expansion and ever-increasing numbers of globally successful enterprises – Embraer Aircraft for Brazil, Proton cars for Malaya, Samsung electronics for Korea and, further back in time, a company like Toyota for Japan.

Emergent Globalization, 2004

If the conjectures in Chapter 9 are sustainable, then we must expect to see Asian development as ... more If the conjectures in Chapter 9 are sustainable, then we must expect to see Asian development as unique. Psychic if not technological distance will be maintained but perhaps also transformed by the process required to sustain necessary global information exchange. This has clear implications for any collaborations that may be envisaged within the emerging global business system. Potential collaboration would seem to have to aim for the differences that undoubtedly exist between the individualist shareholder-driven system, the communal stakeholder-driven system and the emergent stakeholder-less business systems.1

International Studies of Management & Organization, 2001

Abstract We review the argument for and against keeping slack during the transformation of a plan... more Abstract We review the argument for and against keeping slack during the transformation of a plan-filling organization to a profit-seeking firm. Before the demise of the command economies, organizations in Central and Eastern European (CEE) countries were typified as being overstaffed, although the degree of overstaffing (slack) varied from country to country. This article reports on two small empirical studies in East Germany and Slovenia and examines the experiences of downsizing and its effects on the remaining staff. The findings, especially from East German companies, demonstrate the potentially corrosive effects of staff cutbacks on levels of information exchange and trust among surviving work-group members. Evidence from the Slovenian firms indicates that some degree of slack can have very positive consequences for information exchange and trust. In neither case did managers perceive and attempt to mobilize slack as a strategic resource.

Palgrave Macmillan Ltd eBooks, 2004

... Chong Ju Choi, Brian Hilton and Carla Millar 2004 All rights reserved. ... we call 'dyna... more ... Chong Ju Choi, Brian Hilton and Carla Millar 2004 All rights reserved. ... we call 'dynamic identity', and it forms the focus of Chapter 8. However, even with such an identity significant problems ... In fact, the genie is out of the bottle and it is absolutely clear that it is extremely difficult ...

This book looks at the complexity of knowledge. It takes into account diverse disciplines such as... more This book looks at the complexity of knowledge. It takes into account diverse disciplines such as economics, social sciences, international business, and organization studies. The authors focus on knowledge internationally from a macro to a more micro level, from the state to households, from knowledge production to knowledge consumption, lifting the veil on knowledge complexities. By making the complexities more transparent, the authors enrich readers' understanding and illuminate their perception of knowledge as a key factor in the development of the 21st century world.

Palgrave Macmillan UK eBooks, 2011

This book is inspired by the observation of both practitioners and academics that, somehow, as th... more This book is inspired by the observation of both practitioners and academics that, somehow, as the millennium has turned, we seem to have ventured onto a slippery slope where one organisational scandal erupts after another. Most people are aware of Enron in the United States and Northern Rock in the United Kingdom, and the accounting scandals that led to the introduction of Sarbanes Oxley in the United States and corporate governance codes in the United Kingdom and beyond. Since then, many firms have adopted strict ethical codes of conduct, some have even appointed chief ethics officers (Fombrun, 2004), and the number of courses and modules on ‘ethics’ in business schools and uni-versities has risen dramatically. These various measures, however, did not stop the recent spate of banking scandals, and the near meltdown of the global financial system. While there were rules in place designed to make the system function smoothly and safely, it seems that those who were in charge — the leaders of organisations — took a position that allowed them to find ways around these rules, by inventing products and transactions not covered by them, or by reinterpreting them so as to permit profit maximisation. They did this without regard for the possible consequences for the rest of society, and the term ‘greed’ has often surfaced in analyses of what happened.

Research of Other Academics Repeated 27 Expected Value of the Work 28 Originality of the Work 29 ... more Research of Other Academics Repeated 27 Expected Value of the Work 28 Originality of the Work 29 Structure of the Thesis 30 Tables, Appendices and Bibliography 31 PART 1: FOUNDATIONS Chapter 1 Objectives and Methodology of Study 34 4.3.3 Keegan 108 4.3.4 Kotler 113 4.3.5 Porter 114 4.3.6 Ohmae 117 4.3.7 Buzzell 118 4.3.8 Hamel and Prahalad 119 4.4 Synthesis and Definition 119 4.4.1 Definitions of Globalisation 120 4.5 Research Issues and Scope for Theory Development 123 Chapter 5 Culture, Globalisation and International Advertising 127 Advertising/Marketing Communication 132 5.3.4 Empirical Research 133 5.4 Cultural Differences 133 5.4.1 Management's Cultural Roots 135 5.4.2 Culture-Bound Sub-Cultures 137 5.4.3 Cultural Differences Affecting the Acceptability of the Product to be Advertised 139 5.4.4 Cultural Differences Affecting Advertising / Marketing Communications 141 5.4.5 Cultural Differences Covering Advertising Approaches and Tools 5.

Social Science Research Network, Apr 13, 2010

... Carla CJM Millar is a Professor of International Marketing and Management at the University o... more ... Carla CJM Millar is a Professor of International Marketing and Management at the University of Twente, Enschede, The Netherlands (c.millar@ bbt.utwente.nl ... a painter was accepted in the ranks of the Academy and their work was accepted at the so-called Salons exhibitions the ...

Journal of Management Studies, Jul 1, 2000

This paper presents the results of a comparative organizational assessment of the behaviour and o... more This paper presents the results of a comparative organizational assessment of the behaviour and organization of the British and French managers who constructed the Channel Tunnel. In the context of a common adhocratic organization, a principal components analysis of the survey results differentiates the British and French respondents on five dimensions: fonceur/procedural; competitive/collegial; involved/distanced; individualistic/supportive; and stress. These quantitative results are supported by qualitative data from interviews and open-ended questions. A preliminary explanation of the results in terms of a configurational analysis of the differences between the British and French managers surveyed is then offered. The paper argues that an organizational assessment methodology is compatible with societal approaches which attempt to understand nationally distinctive configurations of organization and management.  Of course there are difficulties, but nothing insurmountable. There is of course the language difference, but they are very talented in this respect, whereas we're just abysmal. There is also the way they think-I can't explain what it is, but our minds seem to work differently. It must be a national characteristic-one thing for sure, its not bloody-mindedness! We can sit around a table with our opposite numbers and within minutes reach an absolute agreement on any objective, and then in as many minutes both sides will arrive at precisely the opposite means of achieving it. (John Reeve, Directeur-Général TML. Cited Hunt, 1994, p. 220) The growing interpenetration of national economies both within the European Union and beyond has led to an increasing interest in comparative organization

International Journal of Human Resource Management, Jun 25, 2015

Knowledge-intensive organisations (KIOs) include universities, management consulting, the Civil S... more Knowledge-intensive organisations (KIOs) include universities, management consulting, the Civil Service/public administration, information and communication services, human resource management and ...

Technological Forecasting and Social Change

Values-driven Entrepreneurship and Societal Impact, Apr 1, 2021

Journal of Public Affairs, 2018

Culture, the missing link in value creation and governance in knowledge-intensive institutions? T... more Culture, the missing link in value creation and governance in knowledge-intensive institutions? This Special Issue focuses on the key characteristics, values, and processes of knowledge intensive organisations (KIOs) and how culturesensitive governance is needed to support creativity, entrepreneurship, and innovation. In this special issue, we emphasise leadership and culture as key factors in KIO success. The term "knowledge intensive organisation" is in practice an umbrella descriptor for a range of organisational types including knowledge intensive services (KIS), knowledge transfer industries, and knowledge creation bodies. By investigating this variety of knowledge intensive organisations, we illuminate what is necessary for them to be key facilitators of prosperity and growth. Understanding the different types of KIOs and what drives them is important now and will be increasingly important in the future (Millar, Chen, & Waller, 2017; (2008) examined public affairs' partnership routes through co-creation

Emergent Globalization, 2004

Precisely because there is no global state the role of the state is an issue in our current age o... more Precisely because there is no global state the role of the state is an issue in our current age of global emergence. As mentioned in Chapter 2, there has always been an intense debate on the role the state can play in encouraging enterprise and development, especially where it involves international business and sources of wealth beyond the bounds of the state itself. An issue for decision-makers here has always been1 whether the state can or cannot be effective in supporting the international global competitiveness of its domestic enterprise.

Journal of Management Development, Oct 24, 2018

Purpose Leader-centred teaching has often taken as normal a cyclical pattern of business, which M... more Purpose Leader-centred teaching has often taken as normal a cyclical pattern of business, which Marques (2014) argues is no longer the appropriate model. The purpose of this paper is to examine the current leadership curriculum paradigm and the case for an alternative pedagogy which better caters for the messy reality – without recurrent patterns or historical certainties – that global organisations and their business leaders currently often have to deal with. In particular, it addresses implications for the “hero” model of leadership. Design/methodology/approach The empirical findings are elicited through a combination of case studies, qualitative surveys and action research methods which include organisational development which encourages leaders to develop skills and capability to enquire into and work with their own group processes and design. Arts-based methods, such as poetry, music, painting, sculpture or music are offered as a means to help cultivate the leader’s creative potential and reach into those vulnerable places which often remain hidden amongst traditional didactic methods of facilitation. Findings The empirical findings call for a deconstruction of the hero leader through increasing reflexivity to help leaders understand their own feelings, reactions and motives. It encourages bespoke leadership competencies which can be adapted for individuality. This suggests that contemporary leaders and managers first need to understand what capacities and deficiencies they have as individuals, and second how to build an appropriate mix of skills through understanding and reflecting on their own individual experiences and actions. Originality/value The paper introduces an approach to leadership training which takes account of the demand for organisations to serve a social purpose, and the need for effectively leading a workforce where the power of the individual is growing with millennials pushing this and questioning the very premises of corporate behaviour and economic and social principles which guide it. It acknowledges that the demands on leaders are shoulder-buckling at the best of times but proposes that business school teaching on leadership must address the messiness of reality and offer means and ways of thriving in spite of such chaos.

International Business Organization, 1999

A substantial amount of social science research on economic institutions and organizations has be... more A substantial amount of social science research on economic institutions and organizations has been unprepared for the major turbulence, structural change and intensifying competition in today’s global business environment. While the role of trust and other relational attributes in international business arrangements have been recognized, there is a lack of knowledge on governing and facilitating business transactions in emerging-economy contexts. Also, there is an increasing need to reexamine the issue of national competitiveness (Porter, 1990) and economic institutions in light of the recent transformation, particularly in the context of emerging economies. According to Nelson (1992), there are three clusters of analysis concerning the determinants of national competitiveness. The first views firms as the main competitive unit; the second considers the macroeconomic performance of national economies; and the third looks at microeconomic policies at the level of industries. International business studies need a conceptual framework that takes into account all three levels of analysis, while addressing the importance of the interactions between institutions and organizations.

Women Technology and Entrepreneurship, 2009

Emergent Globalization, 2004

At this stage we would like to distinguish between two major types of exchange that we find in kn... more At this stage we would like to distinguish between two major types of exchange that we find in knowledge-creating networks:

Emergent Globalization, 2004

In complex environments co-evolving emergent behaviour has a multiplicity of causes. Direct causa... more In complex environments co-evolving emergent behaviour has a multiplicity of causes. Direct causal links between intentions, decisions and outcomes disappear. Long-term prediction is impossible.1 The inherent uncertainty in complex environments is such that what evolves is not a process for forecasting followed by informed rational action, it is a process for learning and adaptation. Those who cannot adapt, fail. Those who do adapt become increasingly embedded with others who have also learned to adapt quickly. The most successful ones quickly fit co-operatively into whatever niche presents itself.2 The resulting system is a variety of enterprises and institutions rich in size, focus and purpose. Survival comes not from rational choice between alternatives but as a result of choosing the right adaptive processes to enable one to fit in what ever happens: ‘set[s] of heuristics, or rules of thumb, that perhaps can be explained (and perhaps justified) insofar as they economize on cognitive effort’ (Orbell and Dawes 1991, p. 517).

Emergent Globalization, 2004

Emergent systems1 face major challenges. To take advantage of the business opportunities availabl... more Emergent systems1 face major challenges. To take advantage of the business opportunities available they need a well-ordered institutional environment; enterprise requires this. Generally they cannot provide this themselves and thus third-party intervention is required. The states in this category have nevertheless all had phenomenal economic growth, high rates of population expansion and ever-increasing numbers of globally successful enterprises – Embraer Aircraft for Brazil, Proton cars for Malaya, Samsung electronics for Korea and, further back in time, a company like Toyota for Japan.

Emergent Globalization, 2004

If the conjectures in Chapter 9 are sustainable, then we must expect to see Asian development as ... more If the conjectures in Chapter 9 are sustainable, then we must expect to see Asian development as unique. Psychic if not technological distance will be maintained but perhaps also transformed by the process required to sustain necessary global information exchange. This has clear implications for any collaborations that may be envisaged within the emerging global business system. Potential collaboration would seem to have to aim for the differences that undoubtedly exist between the individualist shareholder-driven system, the communal stakeholder-driven system and the emergent stakeholder-less business systems.1

International Studies of Management & Organization, 2001

Abstract We review the argument for and against keeping slack during the transformation of a plan... more Abstract We review the argument for and against keeping slack during the transformation of a plan-filling organization to a profit-seeking firm. Before the demise of the command economies, organizations in Central and Eastern European (CEE) countries were typified as being overstaffed, although the degree of overstaffing (slack) varied from country to country. This article reports on two small empirical studies in East Germany and Slovenia and examines the experiences of downsizing and its effects on the remaining staff. The findings, especially from East German companies, demonstrate the potentially corrosive effects of staff cutbacks on levels of information exchange and trust among surviving work-group members. Evidence from the Slovenian firms indicates that some degree of slack can have very positive consequences for information exchange and trust. In neither case did managers perceive and attempt to mobilize slack as a strategic resource.