Search results1 – 10 of over 132000
The traditional role of middle managers has been evolving into one which is increasingly concerned with participation in the strategic management process. The reasons for…
The traditional role of middle managers has been evolving into one which is increasingly concerned with participation in the strategic management process. The reasons for this evolutionary change are discussed, along with problems facing middle managers today. Suggestions are offered for redefining the role of middle managers for more effective strategic management and planning in industrial organizations.
There have been many approaches to answering the question, “What is management?” This article outlines a further, strategic‐operational approach. The discussion is intended to contribute to the development of a theory of management which managers can use to analyse and improve their individual performance and the performance of their organisations.
This study aims to identify the antecedents of strategic thinking and its relationship with competitive advantage. Further, this study analyses the mediating effect of…
This study aims to identify the antecedents of strategic thinking and its relationship with competitive advantage. Further, this study analyses the mediating effect of strategic thinking between its antecedents and competitive advantage.
A self-reported questionnaire with 51 questions was floated among 220 professionals from various industries in India. The response was analysed using the partial least squares-structural equation modelling methodology using SmartPLS software.
The direct effect of creativity, corporate culture and knowledge management are established with strategic thinking, as well as a competitive advantage. Also, the study finds a significant relationship between strategic thinking and competitive advantage. The study finds no mediation (direct effect) in the case of creativity, corporate culture and knowledge management. Further, no mediation (no relationship) is found in the case of vision.
Business must start adopting strategic thinking practices in their decision-making process to create a competitive advantage. Further, the influence of corporate culture, creativity and knowledge management on strategic thinking highlights their importance.
The study establishes the impact of antecedents of strategic thinking on competitive advantage. The study highlights the importance of other factors along with strategic thinking for achieving competitive advantage.
As a result of changes in housing policy in the 1980s and 1990s, social landlords in several European countries have to manage their stock in a more commercial way. They…
As a result of changes in housing policy in the 1980s and 1990s, social landlords in several European countries have to manage their stock in a more commercial way. They have to anticipate market developments and formulate a strategy for the development of their stock. This kind of asset management is referred to as “strategic housing management”. Being mainly a practitioners' business, and mostly of recent date, strategic housing management lacks a sound theoretical basis. Publications of “good” practice are scarce. This paper sets up a framework for strategic housing management of social landlords. The main question addressed is: “How can social landlords develop their asset management schemes in a strategic way?” From the theory on business planning and housing management, the paper defines strategic stock management and its characteristics. The paper uses Kotler's general model for strategic business planning and illustrates how this model can be applied to social landlords with various examples from The Netherlands and approaches from front‐runners among Dutch social landlords.
To expose strategic management scholars in Africa, particularly graduate students and new faculty members, to bibliometrics, a fast-growing approach for examining the…
To expose strategic management scholars in Africa, particularly graduate students and new faculty members, to bibliometrics, a fast-growing approach for examining the impact of individual and collective scholarly.
We review the bibliographic analysis approach by discussing its origin, development, and process. We then advance to a dynamic multilevel model that can be used to examine strategic management contributions at the individual and collective levels. Bibliometric analysis is being used extensively in such fields as library science, agriculture, economics, medicine, psychology, and more recently in management areas such as entrepreneurship, strategy, and international business. In addition to its wide application, bibliometric analysis has relevance for strategic management research in Africa which is characterized by major research constrains.
Illustrations are provided with procedures for conducting bibliometric analysis. We conclude by making recommendations on what to consider in using the approach for the study of strategic management in Africa.
We discuss the strengths and weaknesses of the approach as well as suggestions on maximizing its potential.
The approach is an invaluable source particularly for graduate students of strategy. They can be used to supplement other approaches in the study of strategic management impact.
To our knowledge, this chapter seems to be the first to propose bibliometric analysis for the study of strategic management in the African context. In that regard, it fills a gap in the research methodology literature. It can therefore help graduate students and junior faculty improve their careers.
One way of looking at the association between ethics and stakeholder theory – of examining the idea that stakeholder theory has a strong moral foundation – is to consider…
One way of looking at the association between ethics and stakeholder theory – of examining the idea that stakeholder theory has a strong moral foundation – is to consider how the stakeholder approach might in fact be directly driven by and guided by the moral obligations of business. An alternative perspective we offer is that stakeholder theory only indirectly derives from the moral obligations of business, with business purpose serving as a mediating factor. We work through the fairly straightforward logic behind that alternative perspective in this chapter. We argue that it is a better way to think about the association between ethics and stakeholder theory, particularly because it allows for a theoretical and practical distinction between corporate social responsibility and stakeholder theory. Stakeholder theory can thereby continue developing as a theory of strategic management, even as it brings morals to the fore in ways that other approaches to strategic management do not.
In this paper we examine some fundamental epistemological issues in building theory for applied management science, by which we mean theory that can be usefully applied in…
In this paper we examine some fundamental epistemological issues in building theory for applied management science, by which we mean theory that can be usefully applied in a scientific approach to management research and practice. We first define and distinguish “grand theory” from “mid-range theory” in the social and management sciences. We then elaborate and contrast epistemologies for (i) building “grand theory” intended to be applicable to all cases and contexts, and (ii) building “mid-range theory” intended to apply to specific kinds of contexts. We illustrate the epistemological challenges in building grand theory in management science by considering important differences in the abilities of two “grand theories” in strategic management – industry structure theory and firm resources theory – to support development of conceptually consistent models and propositions for empirical testing, theoretical refinement, and application in management practice. We then suggest how a mid-range theory building approach can help to achieve integration of the two grand strategic management theories and improve their ability to support empirical testing, theory refinement, and application of theory in practice. Finally, we suggest how the competence-based management (CBM) perspective provides the foundational concepts needed to build both mid-range theory and (potentially) grand theory in strategic management that can be usefully applied in management science.
The purpose of this study is to review the literature on strategic management in Africa with special emphasis on how strategy constructs have been measured and present a…
The purpose of this study is to review the literature on strategic management in Africa with special emphasis on how strategy constructs have been measured and present a roadmap to help improve strategy research in Africa.
A content analysis of empirical research on strategic management published in journals using data from Africa from 2000 to 2013 is conducted to examine construct measurement practices.
The findings indicate that the average sample sizes in strategy research in Africa is not large as strategy research in general, and have low statistical power. While the studies rely heavily on single-indicator measures, there were also several studies using scale or multiple measures that report reliabilities.
Limitations of the research include small number of studies used, inability to examine journal effects’ of the findings due to few numbers of papers from many of the journals, and lack of examination of the influence of the context and topical areas of the articles on the use of the construct measurement techniques.
The study provides information about the use of construct measurement techniques and power analysis in strategy research in Africa. It further encourages the use of larger sample sizes, the examination of power, and more focus on variables which allow the assessment of reliabilities and validity.
Originality and value
Little is known about construct measurement practices of the empirical research in and about Africa in the discipline of strategic management. This chapter builds on extant research on construct measurement issues in strategic management research, but with the unique value-added contribution of focusing on the African environment where the discipline is beginning to take hold.