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In the academic field of business management, several potential theories were established during the last decades to explain companies' decisions, organizational behavior, consumer patterns, and internationalization, among others. As a result, businesses and scholars were able to analyze and decide based on theoretical approaches to explain the current conditions of the market. Secondary research was conducted to collect more than 36 management theories. This chapter aims to develop the most famous theories related to business applied in the international field. The novelty of this chapter relies on the compilation of recognized previous research studies from the academic literature and evidence in international business.

In this chapter, we update stakeholder salience research using the new lens of stakeholder work: the purposive processes of organization aimed at being aware of, identifying, understanding, prioritizing, and engaging stakeholders. Specifically, we focus on stakeholder prioritization work — primarily as represented by the stakeholder salience model — and discuss contributions, shortcomings, and possibilities for this literature. We suggest that future research focus on stakeholder inclusivity, the complexity of prioritization work within intra-corporate markets, the integration of stakeholder prioritization with other forms of stakeholder work, and the development of managerial tools for multiobjective decision making within the strategic management context.

Technology for training military teams has evolved through a convergence of advances in simulation technology for individual and collective training, methods for analyzing teamwork and designing training solutions, and intelligent tutoring technologies that adapt training to the student, to accelerate learning. A number of factors have slowed this evolution toward intelligent team tutoring systems (ITTS), including the challenges of processing communications data, which are the currency of teamwork, and the paucity of automated and generalizable measures of team work. Several systems fulfill a subset of the features required of an ITTS, namely the use of team training objectives, teamwork models, measures of teamwork, diagnostic capability, instructional strategies, and adaptation of training to team needs. We describe these systems: the Advanced Embedded Training System (AETS), Synthetic Cognition for Operational Team Training (SCOTT), the AWO Trainer, the Benchmarked Experiential System for Training (BEST), and the Cross-Platform Mission Visualization Tool. We close this chapter with recommendations for future research.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

In social theory, emergence is the process of novelty (1) creation, (2) growth, and (3) formation into a recognizable social object, process, or structure. Emergence is recognized as important for the existence of novel features of society such as new organizations, new practices, or new relations between actors. In this introduction to the volume on emergence, we introduce a framework for examining emergence processes and theories that have been applied or can be applied to each of the three stages. We also review each volume chapter and discuss their relation to each other. Finally, we make suggestions on the future of research on social emergence processes.

In this article, I propose a theory of network opportunity emergence. The core of the argument is that as an overall industry network structure becomes centralized, opportunities emerge for new entrants. As the institutional environment evolves toward a centralized network flow structure, innovators can identify newly emerged rich resource niches that serve as the perfect breeding ground for an entrepreneurial start-up. While the framework is an aggregate level conceptualization of market opportunities, it also identifies specific actionable opportunities at a very micro level. Examples from the networks of the airline industry illustrate the logic. I conclude by discussing the innovation and entrepreneurship implications for a wide variety of industries and network tie types, calling for utilization of the framework to answer a broad variety of research questions.

The purpose of this paper is to identify complementarities between the approaches of population ecology and evolutionary economics in order to contribute to a synthesis of organizational evolutionary dynamics and its implications for a strategic management research model. Using the metatriangulation technique to construct theories, we attempt to entwine these two perspectives. The proposed model is structured in two dimensions: the environmental selective system and the corporate adaptation process. The environmental selective system gathers together the complementary factors presented by evolutionary economics and ecology: technological innovation, demographic processes, environmental dynamism, population density and other institutional processes, and interpopulation dynamics. As ecology does not encompass the corporate adaptation process (generation, selection, and propagation of variations), the proposed model adopts the theoretical grounds underpinning evolutionary economics. The model offers three main contributions for future research into strategic management. First, it allows the development of descriptive and normative studies of the relationship among the environmental selection factors and the different types of enterprise strategies. Second, the proposed conceptual framework may be very beneficial for studies of interorganizational learning. Third, the model has the advantage of responding to the criticism of strategy theories in terms of their inability to generalize.