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The purpose of this study is to revisit the conventional wisdom about a key contribution [i.e. strengths, weaknesses, opportunities, threats (SWOT) analysis] in the field of strategic management. The societal context and the role of academics, consultants and executives is taken into account in the emergence of SWOT analysis during the 1960–1980 period as a pivotal development within the broader context of the satisfactory, opportunities, faults, threats (SOFT) approach. The authors report on both the content and the approach, so that other scholars seeking to invigorate indigenous theories and/or underreported strategy practices will thrive.

Applying a historiographic approach, the authors introduce an evidence-based methodology for interpreting historical sources. This methodology incorporates source criticism, triangulation and hermeneutical interpretation, drawing upon insights from robust evidence through three iterative stages.

The underreporting of the SOFT approach/SWOT analysis can be attributed to several factors, including strategy tools being integrated into planning frameworks rather than being published as standalone materials; restricted circulation of crucial long-range planning service/theory and practice of planning reports due to copyright limitations; restricted access to the Stanford Research Institute Planning Library in California; and the enduring popularity of SOFT and SWOT variations, driven in part by their memorable acronyms.

In the spirit of a renaissance in strategic planning research, the authors unveil novel theoretical and social connections in the emergence of SWOT analysis by combining evidence from both theory and practice and delving into previously unexplored areas.

Caution is advised for scholars who examine the discrete time frame of 1960–1980 through mere bibliometric techniques. This study underscores the risks associated with gathering incomplete and/or inaccurate data, emphasizing the importance of triangulating evidence beyond scholarly databases. The paradigm shift of strategic management research due to the advent of large language models poses new challenges and the risk of conserving and perpetuating academic urban legends, myths and lies if training data is not adequately curated.

Two linked schemes have been developed to provide greater support for academics involved in the supervision of postgraduate students. One, the Training and Accreditation Programme for Postgraduate Supervisors (TAPPS), was originally designed and developed at the Institute for Animal Health (IAH) in collaboration with BBSRC. The other is a Web gateway on research supervision. The schemes provide advice, a forum for peer group discussion, training in specific aspects of supervision, recognition (accreditation) for the role and contribution of the supervisor and annotated links to relevant information sources via the Web. Details are available on www.iah.bbsrc.ac.uk/TAPPS and www.iah.bbsrc.ac.uk/supervisor‐training. This paper explores the rationale for the existence of the schemes; considers their operation – first generally and then with respect to the PhD examination; presents evidence of benefits to academics and students; and concludes with an outlook on the futures of the schemes.

An analysis of community health, its history, successes and failures, depends on an understanding of its scope, but there is little consensus as to precisely what the discipline entails. Some view it as a strict scientific discipline, others see it as a social movement, and still others conceive of it as a conglomerate of various disciplines. It is useful initially to identify the medical components of community health, and then to approach its interdisciplinary aspects. Community health, strictly defined, includes such fields as disease control, environmental sanitation, maternal and child care, dental health, nutrition, school health, geriatrics, occupational health, and the treatment of drug and alcohol abuse. This limited definition, though accurate, does not differentiate the field from the much older area of public health. Within community health, the disease focus of traditional public health epidemiology, the total health focus of community medicine, and the outcome focus of health services research are interconnected. Community health combines the public health concern for health issues of defined populations with the preventive therapeutic approach of clinical medicine. An emphasis on personal health care is the result of this combination. Robert Kane describes the field accurately and succinctly: “We envision community medicine as a general organizational framework which draws upon a number of disciplines for its tools. In this sense, it is an applied discipline which adopts the knowledge and skills of other areas in its effort to solve community health problems. The tools described here include community diagnosis (which draws upon such diverse fields as sociology, political science, economics, biostatistics, and epidemiology), epidemiology itself, and health services research (the application of epidemiologic techniques on analyzing the effects of medical care on health).”

Students with extensive supports needs (ESN) often require pervasive and intensive supports to access the full benefits of educational programming. In this chapter, the authors describe the application of both established and innovative technologies for promoting equitable access and opportunity for these students. They provide guidance for the use of technology across the areas of academic instruction, social communication, behavior supports, daily living, and employment.

The aim of this paper is to explore an important but relatively uncharted territory: the actual functioning of performance measurement systems (PMS) in their organisational context. The objective of the paper is to document the ways in which managers go about aligning operational measures with their organisation's strategy in practice.

This research adopts an interpretive multiple‐case approach in order to gather rich data on the strategies used in managing operational PMS. Data were collected from detailed interviews with managers and supervisors in four government agencies.

The expectations were that the operations managers would adjust their performance measures to support the changes in strategy. This was not the case. All the interviewees employed one or more tactics to cope with the tensions between strategy and performance measures. The ten tactics identified are collected into three strategies; do‐nothing strategy, pseudo‐realigning strategy, and distracting strategy.

This paper casts some doubt on the practice, rather than the principle, of strategy‐aligned performance management. More work needs to be carried out to ascertain how other, both for profit and public sector, organisations deal with these tensions in practice.

From a practitioner point of view it raises the question as to whether senior managers are exerting sufficient control over the alignment issue or providing suitable tools, methods or indeed incentives to bring alignment about.

The paper highlights a gap between theory and practice and suggests that the way to ensure implementation of “modern management methods,” might be to deal firstly with the issues of relevance, timeliness, structure, integration, and symmetry.

There is a relationship between the organizations’ strategic objectives and their corporate communications. The latter is an important feature of organizational performance. Organizational leaders are continuously facing the challenge of communicating their strategic goals to their stakeholders. Very often, they are adopting performance management tools to meet this challenge. Consequently, this chapter explains that the Balanced Scorecard (BSC) can be used to evaluate and measure the firms’ corporate communications and their organizational performance. This tool has been widely recognized by academics and managers as it is capable of aligning organizational strategies (including their missions and visions), strategic indicators (leading and lagging indicators) and stakeholder management. A review of the relevant literature review suggests that many practitioners are becoming strategic in their corporate communications. In this light, this chapter clarifies that the BSC approach can be used to support them in their stakeholder engagement. This contribution is useful for both academics and practitioners as it aligns the corporate communication practices with organizational strategy and performance management in the digital era.

This secondary source case is based mainly on legislative documents (that tracked the initiation and progress of the Parental Rights in Education bill that later became an Act), corporate documents (published by The Walt Disney Company) and news articles from publications such as The New York Times and Bloomberg. All sources are cited in the case narrative and as end notes.

In April 2022, The Walt Disney Company and its CEO, Robert Chapek, were at the center of a controversy over the company’s opposition to the State of Florida’s Parental Rights in Education bill. The bill, dubbed “Don’t Say Gay” by its critics, prohibited instruction on sexual identity and gender orientation in the state’s elementary schools. The controversy stemmed from Disney’s initial non-reaction to the bill and its later strident opposition and call for its repeal. Chapek was pressured by negative media publicity and employee disgruntlement on the one hand and adverse economic consequences for opposing the bill by the state’s Governor, Ron DeSantis. Chapek and the Board had to respond to the political threats to Disney’s economic well-being while appeasing its employees and other stakeholders who wanted the company to be a corporate champion in diversity, equity and inclusion.

The case is best suited for advanced undergraduate or graduate leadership, strategic management and marketing courses. From a leadership and strategic management perspective, the case is well-suited for demonstrating the evolving expectations of leaders and corporate social responsibility, as well as the concepts of issue framing and nonmarket management. Instructors may also leverage the case in marketing courses (e.g. brand management), as CEO activism (i.e. messaging and practice) is one characteristic of brand activism (Animation Guild, 2022).

This paper examines the impact of the national sports lottery (toto) in 2001 and the 2002 FIFA World Cup for the Japan Professional Soccer League - J. League. In 2001 J. League attendances grew dramatically and were sustained in subsequent years, even though member clubs did not change many of their marketing strategies and chose to maintain a distance from toto. The evidence suggests that hosting the World Cup allowed the league to leverage the country's hosting of the event in order to generate long-term interest and attendance at J. League games. By contrast, toto appears to have had a short-term impact.

Places have deep-seated meaning and serve to shape our social grouping and practices. Sporting stadia are a highly influential aspect of many people’s lives that drive the inexorable journey towards team affiliation, immersive experiences, intense loyalty and the creation of an enduring, local identity. This paper aims to explore how the nature of a sporting place has been shaped to change the practice of football as a sport, as a business and as entertainment. This paper uncovers how Forest Green Rovers (FGR) differentiates itself from the historical and socio-economic roots of football and uses numerous novel sustainability initiatives to re-imagine a new type of football place, club and fandom.

Over a two-year period, the authors used multiple data collection methods, engaging in participant observation, interviews and focus groups, at FGR and related events. A thematic data analysis was conducted to pinpoint and extract key areas surrounding the unique structures, practices and reinforced behaviours that have developed in FGR.

The findings show that FGR’s place operates as a central location through which stakeholders, ideas, resources and practices have been disrupted and re-imagined around the principles of sustainability. This fundamental shift in FGR’s place, changing its composition, character and reach, means that FGR can be conceptualised as a novel place synonymous with new global social movements.

This study presents unique insights into the world’s first socially and environmentally conscious football club. This study examines the construction and operation of the place that facilitates its actions which go beyond what has been seen and maybe expected from commercial sporting institutions.