Management Decision: Volume 44 Issue 3

Management: a profession in theory

Michael Thomas

Seeks to explore the responsibilities of the major players in the market‐driven, globally orientated, capitalist system. Should managers and management educators be concerned with…

Corporate blogging strategies of the Fortune 500 companies

Sang Lee, Taewon Hwang, Hong‐Hee Lee

This study aims to investigate the emerging new phenomenon of corporate blogging and its objectives. In particular, this study focuses on how Fortune 500 firms attempt to maintain…

The sand cone model: illustrating multi‐focused strategies

Josu Takala, Juha Leskinen, Henry Sivusuo, Jarkko Hirvelä, Tauno Kekäle

Researchers are keenly searching methods of analyzing, developing and implementing multi‐focused strategies. This is a challenging task because they are quite difficult to…

International joint venture (IJV) directors' contribution to board effectiveness: Learning from the literature

Jelena Petrovic, Andrew Kakabadse, Nada K. Kakabadse

This paper seeks to provide a comprehensive review of the literature on the governance of international joint ventures (IJVs).

Do CEOs shape the process of making strategic decisions? Evidence from Greece

Vassilis M. Papadakis

Seeks to investigate the extent to which CEOs shape the process of making strategic decisions (SDs). Despite the significant research interest in this topic, knowledge is still…

Qualitative risk analysis: some problems and remedies

Jan Emblemsvåg, Lars Endre Kjølstad

The article sets out to discuss and present a solution to the fact that various qualitative risk analyses of the same problem can reach significantly different conclusions.

Dominant organizational logic as an impediment to collaboration

Caroline Boivin, Joanne Roch

This paper aims to establish the role of dominant logics to assess the success potential of strategic alliances.

The impact of managerial cognitions on the structure‐conduct‐performance (SCP) paradigm: A strategic group perspective

George Panagiotou

The structure‐conduct‐performance (SCP) paradigm was devised over half a century ago in an effort to contextualise and explain industry dynamics. However, the framework suffers…

The value of the manager in the value chain

Stan Glaser

It is argued that the management of the diverse commercial imperatives of the participants in the value chain is partly achieved by negotiation. Seeks to describe the mechanism by…