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This study aims to identify the effective operational strategies for airlines in a pandemic that allow them to recover and bounce back smoothly.

This study adopted quantitative methodology based on secondary data published by the airlines related to operational and performance indicators. The total number of airlines surveyed was 145. The sample of study covers all the following regions: Africa, Asia, Europe, the Middle East, North America and South America. The data analysis of this research passed through several phases to compare the situation before and during pandemic period.

The effective operational strategy patterns during the outbreak of the COVID-19 pandemic comprise three hybrid strategies and one scheduling strategy. It appears from these strategy models that four strategic alternatives are available for international airlines to adopt, while two strategic alternatives are available for regional airlines. The strategy alternatives for regional and international airlines are all effective, but those of the international airlines are the more effective ones.

Previous studies rarely adopted the theory of operations strategy configuration (emphasizing taxonomies-based perspective) and the organizational resilience theory (emphasizing capability-based perspective) to identify the effective airlines operations strategy patterns in a pandemic, that allow airlines to recover and bounce back smoothly by analyzing the practices of airlines from different geographic regions worldwide.

Barrett compared the perceptions of female management students and senior female managers about effective and probable workplace communication strategies, and the extent to which each group's perceptions were influenced by gender norms in communication. The purpose of this paper is to compare male students' perceptions of the strategies to those of female students and female managers.

In total, 255 second‐year male management students evaluated strategies for the same dilemmas as the two female groups.

Overall, male students resemble female students rather than senior female managers. They reject some stereotypically male strategies, seeing them as more effective for women. Yet, male students regard an ineffective but probable approach to getting credit for ideas as even less effective for men than for women, and an effective, but feminine, strategy for getting noticed for promotion as more effective for women. Male students may believe using overtly feminine strategies penalizes men. Like female students, male students' confidence affects their personal choice of strategy.

The study used a limited number of dilemmas and demographic factors, limiting the results' generalizability. “Paper” scenarios, even if drawn from typical workplace dilemmas, may not reflect the work world. Nevertheless, the findings suggest language ideologies at work are changing for both genders.

This paper describes the first study comparing students' and senior women managers' reactions to classic workplace communication problems. In addition, it investigates the perceptions of young men rather than stereotypical males.

Understanding a lack of strategy execution research, especially a lack of execution frameworks, the purpose of this paper is to focus on building a model of one of the most classic aspects of effective strategy execution, i.e. alignment. The proposed framework of alignment demonstrates linkages among different factors of alignment and suggests a managerial action plan to successfully convert strategic goals into execution performance.

This study develops an empirically tested framework of “alignment” that can be used to plan effective strategy execution. The research context of the study is the firms operating in the infrastructure sector of India. A multi-method approach, combining qualitative and quantitative techniques, has been adopted with emphasis on the interpretation of the framework to suggest managerial actions.

This study shows that structure-strategy linkage is the most fundamental task of strategy execution. However, there are other aspects of alignment also that are critical. Also, there exist hierarchical relationships among different alignments. The structural understanding of alignment is required to set strong foundation for execution process.

This study is limited to firms in the infrastructure sector of India. A questionnaire survey approach may invite some bias in response. Also, a large sample size could have been more useful to generalize findings. The proposed framework in this study suggest that the alignment of structure with strategy is important but not sufficient for effective strategy execution. There exist hierarchical relationships, among the factors of alignment, showing a dependence-driving relationship.

Strategy execution is one of the biggest challenges that corporations have been facing. The existing literature has identified many issues leading to effective strategy execution. The “alignment” aspect of execution has been the most talked about. There are different levels of alignment required for successful strategy execution. Literature suggests some of the key areas of alignment. However, there has been a lack of frameworks demonstrating linkages among different alignments to facilitate effective strategy execution.

There is a lack of strategy execution frameworks, especially reflecting on the alignment aspect of strategy execution. This study focuses not only on “how” of the framework development but also on the “why” aspect of the same. The interpretation approach also helps in pondering on the contextual realities.

Changing language ideology and the decreased popularity of overt feminism suggest that aspiring female managers may be less influenced than senior women managers by the gender of the speaker in evaluating whether specific communication strategies are effective and probable. The purpose of this paper is to investigate this issue.

A total of 255 second‐year female management students evaluate strategies for the same workplace dilemmas as senior women managers (Barrett).

For short‐ and medium‐term dilemmas students, like senior women managers, regard masculine communication strategies with a feminine element as effective. They are less influenced by the speaker's gender than senior women managers in evaluating the strategies' probability. But when seeking promotion, students avoid some strategies they consider effective, and believe men would use. Students' confidence as communicators affects their personal choice of strategy.

The paper investigates a limited number of dilemmas and sought information about a limited number of demographic factors, limiting the results' generalizability. Nevertheless, it suggests future women managers could learn from their senior counterparts if they want to advance at work. Future research should investigate whether future male managers' reactions to these dilemmas are similar to women students and senior managers, and whether scenarios using female dyads yield similar results. Cross‐cultural extensions of the research are also possible.

This is the first study comparing aspiring and senior women managers' reactions to classic workplace communication problems. The findings show similarities between aspiring managers and their senior sisters, but also differences which could affect aspiring managers' career success.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

Implementing a new organizational strategy effectively nowadays is said to require open strategizing practices. The purpose of this paper is to examine the adoption of three intertwined open strategizing practices in conjunction with a transformational leadership style towards effective strategy implementation.

The study was conducted within 37 geographically dispersed locations of a Dutch governmental organization. The top managers and senior managers were surveyed at two points in time (n T1 = 548; n T2 = 414) and group interviewed at T2. Exploratory factor and linear regression analyses were performed. The qualitative data pertaining to the specific way in which leaders can impact the relationship between open strategizing practices and strategy implementation was analyzed using the Gioia methodology.

As hypothesized, transformational leadership moderates the positive relationship between open strategizing practices and effective strategy implementation. This moderating effect was corroborated through the interview data in which the managers stressed the need for “intrinsically motivated” and “empowering” leaders to effectively support the adoption of their own locally-developed location strategy, as part of the overall strategy.

Despite the timely focus on the three intertwined open strategizing practices, the findings are only based on the perceptions of the various top and senior managers employed by one Western public sector organization.

Top and senior managers who need to improve their organization's strategy implementation can apply the here tested three open strategizing practices. They should also be aware of the key role of transformational leadership.

The authors contribute to the “open” strategy-as-practice domain by showing how top and senior managers' transformational leadership style supports the beneficial effects of adopting the three practices.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The purpose of this study is to develop a model of strategic performance factors for effective strategy execution.

This study uses multiple methods combining both the qualitative and quantitative research routes to unearth a more complete picture of the phenomenon facilitating accurate, generalizable, and practically useful theory.

There is a lack of literature on strategic performance factors and their role in effective strategy execution, which turns out be a barrier to the success of strategy execution. This study not only reviews the SPFs in the context of effective performance management leading to effective strategy execution but also identifies linkages among the SPFs to demonstrate the relative criticality of SPFs and how one SPF leads to another SPF. Interestingly, the situation and actor factors, which were explained in a very limited way in traditional models, have emerged as the most influential strategic performance factors.

Although this study attempts to synergize multiple research methods to increase the significance of the findings, a comparatively large sample size would be more useful to test the reliability of the results. Additionally, the SPFs are contextual in nature and, therefore, this study requires extended efforts to test the research propositions in different research settings and reveals the generalized as well as differentiated results. The possible bias in ISM exercise can be improved by having multiple discussions with the respondents. This study extends the theoretical debate on balancing the strategic and operational performance measures for successful strategy execution. The study also fills the gap in the literature by proposing the model of strategic performance factors. Adding methodological value extending triangulation along with the interpretative tool, this study also suggests methodological implication of the research design.

The proposed model of SPF could be useful in measuring the right thing in the right way to ensure effective strategy execution. Management of SPFs such as situation and actor is a further value addition to the debate on balancing lead and lag measures or financial and non‐financial measures. The study demonstrates that organizations should go beyond operation measures (both financial and non‐financial) and also focus on strategic factors such as situation and actors, which actually lead to the other SPFs.

This study took unique steps to integrate the multiple perspectives of performance measures and develop a model which can facilitate effective strategy execution. It not only fills the gaps in the literature but also provides a strategic perspective of the performance measurement and management systems. The methodological experimentation to not only bring rigor in model building but also use interpretive tools is an innovative attempt to clarify the “what”, “how” as well as “why” aspects of model building.

The paper discusses some gender debates in linguistic behaviour and suggests how scenario‐based research techniques may contribute. It then presents a survey‐based study of 157 Australian female, organisationally senior, managers. For each of three workplace communication dilemmas, participants evaluated a series of strategic responses, indicating both how effective and how probable they thought the responses were. Despite the participants’ seniority and confidence as communicators, their evaluation of the strategies often varied with whether they believed the communication strategist in the scenario was male or female. This suggests that even confident, organisationally senior women still maintain some traditional gender‐based ideas about good communication. Despite this, the participants’ own preferred communication strategies did not vary with their seniority or their confidence in expressing opinions. The study's theoretical and practical implications and some limitations are discussed, together with topics for further research.

The purpose of this paper is to analyze the importance of purchasing strategies contribution on manufacturing performance, realizing purchasing function as a key component in organizations.

A total of 750 questionnaires were distributed via e‐mail and resulted in 158 questionnaires or 21 percent being returned with complete information and used for statistical analysis, to study the significant level of the constructed model among manufacturing firms located in major industrial states in Malaysia.

The results obtained reveal that purchasing strategies create significant positive impact on manufacturing performance which comprises the competitive priorities of the firms in terms of quality, cost, cycle time, new product introduction time line, delivery speed and dependability and finally, customization responsiveness performance.

Manufacturing firms should focus on purchasing strategies, effective negotiation, supplier collaborative relationship and interaction; effective cost management and supply base management as navigators for their excellence performance in the current volatile market conditions.

The paper shows that purchasing strategies are vital for manufacturing firms in order to remain competitive and relevant in the challenging and competitive business environment.