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This paper aims to address challenges in strategic management and tries to find ways to make a breakthrough. Strategic management theorists and practitioners need new scientific theories. In the modern turbulent environment, the extant strategic management research (SMR) and strategic management theories can neither satisfy the practical needs nor the theoretical developmental needs of strategic management.

The paper uses critique viewpoints that are unfolded according to the logic of how theories will satisfy the practical and theoretical needs. Physics and mathematics are regarded as the most beautiful and perfect scientific research fields, which help predict physical phenomena such as solar eclipse precisely. Therefore, the paper uses physics and mathematics as benchmarks to explore how SMR should make efforts to push the research further.

The paper provides a different viewpoint that will help strategic theorists and practitioners investigate and understand strategic phenomena more holistically. SMR should contribute to strategic theoretical and practical progress and not just to the game of academic game play. For the goal, the paper summarizes and refines the definition of strategic management in an alternative but practical and innovative perspective, and then delineates the criteria for SMR topic choice; identifies the dilemmas and challenges the SMR faces; and points out the new approaches the strategic management researchers should explore.

The paper challenges the mainstream of SMR by identifying the shortcomings, dilemmas, and challenges of the current SMR, and then highlights new ways to make breakthrough in SMR. The study will make strategic management scholars rethink their research and do meaningful research from the perspectives of theoretical contribution and practical guidance.

The purpose of this paper is to suggest that the theory of constraints (TOC) can serve as a general theory in operations management. The paper first investigate linkages between TOC and the core concepts/components of operations management (OM) and show how OM concepts can be integrated with TOC using examples from the published TOC literature. A second important purpose is to show that TOC, as a theory, has properties essential for a good theory.

Using a commonly accepted categorization of operations decisions (process, quality, inventory and capacity), traditional views, and approaches to operations decisions to those inherent in the TOC are compared.

The paper concludes that the TOC provides approaches to operations decisions that avoid pitfalls of local optimization by reaching across functional boundaries in organizations. In addition, while the TOC appears to meet the criteria of a good theory, it has not been empirically tested for the most part.

The TOC can serve as a unifying theory or theme for operations management, providing new insights for researchers and an organizing principle for teachers.

Lean remains popular in a wide range of private and public sectors and continues to attract a significant amount of research. However, most of this research is not grounded in theory. This paper presents and discusses different expert viewpoints on the role of theory in lean research and practice and provides guidelines for future research.

Seven experienced lean authors independently provide their views to the question “is Lean a theory?” before Rachna Shah summarizes the viewpoints and provides a holistic outlook for lean research.

Authors agree, disagree and sometimes agree to disagree. However, a close look reveals agreement on several key points. The paper concludes that Lean is not a theory but has plenty of theoretical underpinnings. Many lean-related theories provide promising opportunities for future research.

As researchers, we are asked to justify our research drawing on “theory,” but what does that mean for a practice-driven phenomenon such as lean? This paper provides answers and directions for future research.

The purpose of this paper is to identify similarities and differences between qualitative-based and quantitative-based research, and to present recommendations for designing and conducting the research so that the possibilities of publishing it in leading Operations Management (OM) journals are improved.

The paper takes its outset in contributions made at the 2016 European Operations Management Association Young Scholars Workshop. The theme of the workshop was “Designing and developing research projects in Operations Management – from concept to publication.” Taking the perspectives of the case researcher, the survey researcher and the editor/reviewer, the authors present and discuss the views on and experiences with designing research for publication.

The authors identify a number of recommendations that researchers should use when designing, conducting, and presenting their research for publication. The recommendations include the need to clearly and concisely establish relevance, account for choice of methodology as well as the operationalization, sampling, analytical, and validation methods used, and demonstrate the contribution of the paper in the discussion section. Furthermore, the authors draw attention to the importance of developing a publication strategy as early as possible. Other important aspects include the title of the paper, keywords selection, and rejection criteria. Finally, the authors stress the importance of “total quality management” in designing and executing OM research.

Going beyond the standard author guidelines found at journal web sites, the authors present a collection of viewpoints, which are based on the authors’ experiences as reviewers, editors, and evaluators of OM research projects and their designs.

Current mainstream management theory is based on incomplete assumptions regarding the nature of human beings and human action, leading to damaging practical results. This paper aims to draw on personalism for the formulation of better assumptions for theory.

The main problems in current assumptions are analysed. A combination of the exclusion of human intentionality with a view of human beings as self‐interest maximisers who betray relationships if it is in their interest so to do, leads to practical proposals for management that distort human behaviour and tend to make people less trustworthy. Nevertheless, such assumptions are not entirely wrong; it is their incompleteness that is problematic. They need to be able to include the intrinsically relational aspect of the human being. In personalism, the human being is seen as a duality, individual‐person, which can provide a way of conceiving both the self‐interested and self‐giving aspects of human action in an integrated way.

Three brief examples of how these expanded assumptions can give us better guidance in management situations indicate the further potential of this line of research. Personalism grounds human dignity in the idea of the person as the imago dei, a Christian idea. The paper discusses the relevance of this idea for management today.

The value of the paper is that it builds a bridge between current management problems and a well‐developed philosophy, allowing the resources of this tradition of thought to be accessed towards the end of creating better management theory and practice.

Practical wisdom (PW; phronesis), as one of the human virtues, is experiencing a renewal in the contemporary management literature. The aim of this conceptual paper is first, to explore the core practices of managers and leaders in the literature and second, to demonstrate how PW can manifest itself in these practices.

The research follows the interpretivist research philosophy, inductive approach, qualitative method and the theory-building research strategy. The data collection method is a literature review. The practice ecosystem framework is applied to demonstrate the presence of PW in the core practices of managers and leaders.

The paper proposes a practice-based paradigm of management and leadership. From the literature study, envisioning, enabling, energizing, engaging and executing as five fundamental practices are identified.

The most significant literature was selected based on decisions of the author. Therefore, it might be that important sources were overlooked. The paper proposes future research questions, and it calls for an empirical validation of the proposed conceptual model in management and leadership practices context.

The practical implications for managers and leaders are in applying the framework developed in this paper as a tool or guidelines to cultivate PW in their practices. The paper offers implications for management education, traditional educational institutions and educational practitioners because they are the key influencers of wise thinking and actions of future managers and leaders.

The novelty of this paper is in making explicit how the eight features of PW can manifest themselves in the everyday actions of managers and leaders. Applying the practice ecosystem framework for this purpose is an original contribution.

The purpose of this paper is to address several challenges faced by organizational management in the contemporary context, and how managers can better reply to management challenges by integrating oriental and occidental philosophy and wisdom.

The paper first describes the characteristics of the contemporary management context and identifies challenges that managers are likely to encounter. The paper then investigates how oriental and occidental philosophy and wisdom reply to these management challenges, whilst also considering the relative advantages and disadvantages of both traditions. Based on the complementarity of these two traditions, the paper finally proposes a framework that integrates both oriental and occidental wisdom by HeXie Management Theory to better respond to management challenges.

The contemporary organizational environment is characterized by four key salient components: complexity, change, ambiguity, and uncertainty (CCAU). Managers are challenged by problems of determining causality, managing holistically, and adaptation to rapid change. Western philosophical approaches to confronting management challenges arising from CCAU, inherent in the wider economic environment, emphasize standardization and rational design on the basis of science, law, and religion. Conversely, Oriental philosophical approaches to management challenges oppose such rigid systems in favour of flexibility and adaptability which emphasize harmony and morality. Essentially, whereas western thought intends to limit the occurrence of unpredicted events through the development of scientific systems, oriental thinking aims to provide a flexible and fluid system which absorbs the effects of CCAU, thus limiting and using its impact. These two perspectives both have their own advantages and disadvantages when facing management challenges in the context of CCAU. By integrating these two complementary approaches, the authors propose HeXie Management Theory (HXMT). HXMT establishes a clear vision and mission to direct the development of organizations; to organize an integrated management system through the HeXie Theme and HeXie Coupling, and to apply the component “He Principle” and “Xie Principle” as basic mechanisms to cope with management challenges.

This study contributes to research on relationships between organizations and environment by providing a holistic analysis, and adds knowledge about how to reply to management challenges by constructing ambidextrous organizations based on HeXie Management Theory.

There remains a critical issue in sport management scholarship in that the field lacks a well-defined framework for delineating practical implications in research. This research aims to answer the following research questions: (1) What types of practical implications can be identified in sport management research? (2) How can sport management research frame the practical implications of the study in a way that is both theoretically sound and useful for practitioners?

Through a scoping review and within the lens of Jaworski (2011)'s framework for managerial relevance, the study examined 427 articles from European Sport Management Quarterly, Journal of Sport Management and Sport Management Review published between 2000 and 2020.

This study presents a five-pronged framework that identifies target managers, organizational tasks, time horizons, philosophical impact and desired outcomes. Furthermore, the current research offers suggestions for how to present managerial implications in sport management research.

The findings shed light on the managerial relevance of the recent sport management body of work, developing an important framework for practical implications for the field to reflect and incorporate into future studies. With a theoretical understanding of how to frame the practical implications of sport management research, the gap between academia and industry can continue to narrow, and the relevance to the industry may be more pertinent than ever before.

This study aims to link environmental disclosure quality (EDQ) to firm performance and examine the moderating role of board independence in this relationship.

Drawing on agency theory and stakeholder theory, the authors developed and tested hypotheses using original survey data from 720 firm-year observations collected from 120 Iranian companies over six years between 2011 and 2016. In this paper, they conducted static and dynamic panel data analysis.

After correcting for endogeneity bias, the results showed that there is a significant positive relationship between EDQ and firm performance. The results also showed that board independence significantly reinforces the positive effect of EDQ on performance, and firms with more independent board members are involved environmental disclosure for improved performance. This is consistent with agency theory, which posits that a more independent board of directors can better monitor the CEO and reduce incentives for pursuing personal interests, which in turn improves performance. The results are robust after performing sensitivity tests.

This paper takes the perspective of corporate governance to empirically examine the effect of EDQ on firm performance. This study makes a contribution to the literature by showing that board independence moderates the effects of EDQ on firm performance.

The evidence supports the emphasis that recent policy statements have put on increasing the number of independent directors on corporate boards. This study offers insights to policymakers interested in enhancing the monitoring role of corporate boards.

The study adds value to the understanding of the effect of the EDQ on performance and how board independence influences this relationship, particularly in an emerging economy like Iran.

There is little consensus among academics on how to treat management fashions. The aim of this paper is to point out how management scientists have previously dealt with consulting concepts and which ways of dealing with them seem to be appropriate.

The debate surrounding management fashions alludes to the topic, how academia demarks its borders. Thus, a concept is required with which management studies and practice can be described as distinct entities in order to juxtapose the two spheres. This is done by applying Niklas Luhmann's systems theory to the realm of management studies.

The development of academia's attitude toward consulting concepts can be subdivided into three different phases: management academics considered consulting concepts as quasi‐scientific element; these concepts were then interpreted as a “foreign body”: and, finally, they were an object of scientific reflection. The last phase includes a transformation that has started only recently. From the perspective of the theory of self‐referential systems this change can be described as a sound development and it seems unlikely that academic approaches and consulting concepts will converge. In this perspective the non‐academic character of such consultancy‐concepts becomes evident‐just like their hidden usefulness.

Provides insights on how management scientists deal appropriately with consulting concepts. The change in attitude towards fashionable management concepts provides information not only about the consultancy concepts, but also about an altered self‐conception of management studies.