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Abstracts prior to volume 5(1) have been archived!

Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106) 



JOURNAL OF APPLIED BUSINESS AND ECONOMICS


The Big Picture: How the New Use of an Old Theory will Enhance Leaders’ Perspective on Management



Author(s): David Snow    

Citation: David Snow, (2019) "The Big Picture: How the New Use of an Old Theory will Enhance Leaders’ Perspective on Management," Journal of Applied Business and Economics, Vol. 21, Iss.1,  pp. 117-130

Article Type: Research paper

Publisher: North American Business Press

​Abstract:

Managers experience difficulty focusing their time on higher-level management activities (strategy, innovation, change, etc.) to promote the success of their companies because lower-level issues arise requiring their attention. These interruptions are disruptive to managers because they interfere with creating opportunities for organizational growth. Alderfer’s ERG theory is a model of individual motivation. However, this research proposes its utility in examining organization-level activity and management. The two goals of this research are to establish the practicality of the ERG theory for organization-level analysis and to show the negative impact of interruptions and how they affect managers.