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Extant research suggests that managing strategic change has become a key managerial function and this duty encompasses changes in organizational product-market boundaries and organizational structure among many related organizational activities. The need to achieve strategic change arises because of major shifts in the external environment and the subsequent need for the organization to remain viable and competitive in the changed environment. Therefore, the purpose of this paper is to investigate if middle managers are likely to adopt authoritative style while implementing strategic change when they sense organizational survival.

“Sensemaking” literature led to development of the authors’ hypotheses and these were tested using the responses of 117 middle managers. The authors used survey-based instrument to collect data and used regression analysis to explicate the responses of the middle managers.

Results indicate that when middle managers sense that the survival of the organization is at stake, they are likely to choose an authoritative style. The authors also investigated the moderating role of organizational commitment, strategic posture of the top management team, and hostile business environment on the relationship between perception of survival urgency and the choice of authoritative implementation style. Only organizational commitment moderates this relationship.

The authors’ data collection was survey based and the authors used a single source for each questionnaire and this process may lead to possibilities of mono-method bias. However, steps were taken to reduce the resultant mono-method bias. The respondents are from a variety of industries and future research may focus on one specific industry.

The first implication of this study allows us to expand research focus on the adoption of authoritative style, a research area that is not explored very much. The second implication of the study is that middle managers tend to focus on their emotions when it comes to implementing strategic changes. Using arguments from sensemaking the authors show that the perception of need for survival or the perception that business environment is hostile will determine how strategic change could be implemented. Middle managers must be treated as more than just the implementers of the directives/fiats/orders/edicts that originate from the top.

Role of middle managers in strategic change management is critical and the authors suggest that the perception of organizational survival at risk leads to choice managerial style by middle managers.

The authors have combined ideas from both the strategic management and organizational development fields to understand successfully the implementation of strategic change in a survival urgency situation. In the past, the strategic management literature focused primarily on understanding strategy formulation process, and the process of implementation was generally neglected. The respondents are from a variety of industries. The analysis indicate that membership to any one firm was not impacting the results obtained by the authors and as such allows for results to generalized.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the papers in context.

This research paper demonstrates how middle managers adopt an authoritative communication style when they perceive their organization to be under threat. This emotional response is even more true in managers who exhibit high levels of organizational commitment.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

In this chapter, the authors conceptualize corporate entrepreneurship as a mental model that allows firms to adapt to new competitive landscapes by facilitating the development of new cognitive scripts and schemas. The authors begin by explaining what it means for a firm to be competitively bewildered, or lost, in a rapidly changing competitive domain. The authors also describe five stages of being lost competitively. The authors then map the attributes of an entrepreneurial firm – adaptability, speed, flexibility, aggressiveness, and innovativeness – to stages of the bewilderment process wherein they may be most helpful to realign competitive realities and entrepreneurial scripts and schemas. The authors conclude by proposing contributions resulting from conceptualizing corporate entrepreneurship as a bewilderment schema and also explain how this represents a novel perspective.

The purpose of this paper is to show whether positive or negative framing of preparation messages leads to higher intentions to prepare for earthquakes, and whether the more important component of the message is the framing of the preparation action or the framing of the outcome of not preparing.

Four message conditions were created by crossing the framing of preparation actions (taking or not taking action) and the framing of outcomes (experiencing harm and avoiding harm in an earthquake). They were presented to citizens (n=240) in Wellington, New Zealand, who judged the general importance of preparation and specific preparation steps.

The study finds that intentions to undertake both general and specific preparation were higher with negatively framed outcomes than positive outcomes. With specific actions, negative outcomes led to higher intentions to prepare when the action frame was positive (i.e. being well prepared).

This research shows that negative framing should apply to outcome preparation and not to the action of preparing

These findings clarify that negative framing of outcomes is likely to increase preventive actions in relation to natural hazards.

This is the first study to show the affects of message framing on preparing for disasters.

The dominant strategy discourse projects strategy as rational and calculable. However, leading academics conclude that strategy is “elusive” and “complex”. The purpose of this paper is to unravel strategy's elusiveness and unpack its complexity through empirical hermeneutic investigation.

Strauss' grounded theory is used to investigate leisure and cultural managers' understanding of strategy‐making. Data were collected through multiple interviews with senior managers of a local authority, and the organisation's strategy documents were examined. The grounded theory's transferability to organisations in, and outside, public leisure and culture was provisionally tested.

It was found that in making strategy, managers engage in purposeful, complex processes, here termed “navigational translation” which have mutually impacting relationships with organisational resources, the environment and managers' character, explaining its complexity and elusiveness. The provisional testing of navigational translation's transferability suggests that it has scope beyond public sector leisure and cultural strategy.

As this research focused on theory generation, a main limitation is its small‐scale testing of navigational translation's transferability. Future research could test transferability with more organisations in leisure, culture and other fields.

This explanation provides a robust understanding of strategy that could improve practice. It empowers managers so that they are no longer subjugated to unrealisable expectations that rationalistic strategy tools will work in a complex world.

Navigational translation offers a richer, practitioner‐oriented understanding of strategy, which utilises leading academic explanations from the various, competing and divergent strategy schools into a pragmatic, multiparadigmatic framework.

The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD became self‐confident and dynamic. This period was not only highly experimental but established the principles of OD for much of the twentieth century. By the end of the twentieth century new images of OD had occurred and much of the earlier thinking had been transformed. This review illustrates some examples under a series of themes that have had a major impact on the discipline of OD and on the wider thinking of organizational theorists and researchers.

The purpose of this article is to establish a strategic management framework that supports the integration of corporate social responsibility principles and stakeholder approaches into mainstream business strategy.

A top‐down and bottom‐up approach was used to develop the proposed framework. The top‐down approach focused on analyzing the main strategic management theories including social responsibility movements to identify complementary concepts and create a relevant topology. The bottom‐up approach was based on empirical research on the views of business companies on corporate social responsibility, a review of best practices and case studies mainly in Greece.

The paper describes a stakeholder‐oriented integrative strategic management framework linking the main strategic management theories across value, responsiveness and responsibility dimensions. A mathematical model is presented describing the synergistic development of advantage‐creating knowledge and advantage‐creating stakeholder relations in accordance with the criteria of the resource‐based theory.

The proposed management framework is based on the results of research projects and is not fully developed and tested. The approach will be refined, exploiting results from ongoing research including further empirical research and testing in business organizations.

The paper defines a novel conceptual framework extending the resource‐ and stakeholder‐based approaches by introducing two interlinked concepts: advantage‐creating knowledge and advantage‐creating stakeholder relations.

The purpose of this paper is to illustrate the plans for and implementation of critical dramatic inquiry with middle school youth. The authors also provide a theoretical frame for understanding dramatic inquiry as an embodied, persuasive and reflexive practice that can inform and transform the ways youth and their teachers experience their own and others’ worlds. Throughout, the authors argue for the centrality of imagination in youth literacies and critical inquiry.

Working with Stetsenko’s (2008) concepts of contribution and agency, the authors considered the different ways youth “found [their] place among other people and ultimately, [found] a way to contribute to the continuous flow of sociocultural practices” (p. 17). Further, the authors considered Stetsenko’s (2012) reference to moral philosophy and the idea that “humans are understood as being connected with the world precisely through their own acts – through what has been termed “engaged agency” in moral philosophy (Taylor, 1995, p. 7)”. The authors read and annotated documents, noting key moments in the videos where youth collaborated in “finding a place among other people” and became “connected with the world […] through their own acts”.

The authors identified three ways dramatic inquiry orients youth in time-space, offering addresses and possibilities for answerability that direct their actions toward critical, ethical questions: creating a life through embodied positioning, reflecting on action through transformation of representations and establishing a direction for one’s own becoming through persuasion and answerability. These three modes of contributing to a dramatic inquiry extend current research and thought about drama by pointing to specific contributions to and purposes for action in drama experiences.

This work represents a single two-session workshop of teacher research with middle school youth engaged in dramatic inquiry, and is, therefore, the beginning of a conceptual framework for understanding dramatic inquiry as critical sociocultural practice. As such, this work will need to be developed with the aim of extending the dramatic inquiry work across several days or weeks, to trace youth insights and subsequent actions.

Critical literacy educators who want to implement dramatic inquiry will find clear descriptions of practices and an analytic framework that supports planning for and reflection on social change arts-based experiences with youth.

The authors argue that educators who aim to support youth actions, in relation to multiple viewpoints and possible futures, need to pose imagined and dramatized addresses to which youth can imagine and embody possibilities and express possible answers (Bakhtin). Based on Stetsenko’s transformative activist stance, the authors argue that drama-based experiences disrupt the everyday so youth may collectively explore and contribute to an emerging vision of equity and belonging.

Few studies have engaged Stetsenko’s transformative activist stance as a way to understand learning, social change and the role of imagination. This study describes and explores a unique instantiation of process drama informed by critical sociocultural theory.

This study analyses the relationship between the networks of business incubators (BIs) and new venture performance. It proposes an integrated model for identifying the influence of BIs' internal and external networks on new venture performance through the entrepreneurial orientation (EO) and environmental dynamism.

The study uses multiple regression analysis on a sample of 205 new ventures in Chinese BIs.

Both the internal and external networks of BIs positively affect new venture performance and EO has a mediating effect in this relationship. Environmental dynamism plays a positive moderating role in the relationship between BIs' internal and external networks and EO.

Based on the results of this study, incubator managers should focus on creating internal and external networks and leveraging network embeddedness to influence new venture performance. Further, new ventures should focus on strengthening their EO and fully consider the impact of environmental dynamism on EO implementation.

To address the research gaps in understanding how BI networks can support new venture growth, this study integrates BIs' internal and external networks and explores their impacts on new venture performance using co-production theory and the resource-based view. It thus opens the black box on how BI's networks affect performance from the EO perspective. Moreover, this study fully clarifies chain relationships by identifying and analysing the moderating role of environmental dynamism.

This paper aims to offer Sitio San Roque, an informal settlement in the Philippines as a case study to explore long-term "forgetful" urban development planning in the Philippines, and the renewed visibility of the urban poor under COVID-19 lockdown. It connects scholarship on informality to issues of housing and political rights in Metro Manila to further investigate how vulnerable communities in the Global South are faring in the pandemic.

This is an exploration of Sitio San Roque, an informal settler community in Metropolitan "Metro" Manila, Philippines. This paper refers to recent journalistic reports pertaining to the community's ongoing evictions and arrests while under Metro Manila's "enhanced community quarantine." Furthermore, it converses with literature from disciplines including health-care policy, urban studies and recent studies on COVID-19 and vulnerable communities to critically discuss the plight of the urban poor in the pandemic-stricken Metro Manila.

The urban poor and members of informal communities such as Sitio San Roque are especially vulnerable to contracting COVID-19 because of precarious livelihoods and housing instability. The creation of informality in Metro Manila can be traced to political tensions, economic agendas and development planning since the time of Marcos' administration and also to global restructuring during the 1990s. However, also important to note is that under Metro Manila's lockdown, informal settlers are further disenfranchised and stigmatized via ongoing demolitions and evictions, as well as by processes of policing and criminalization by the state. The use of military and police personnel as a way to enforce lockdown in the metropolis further impedes on the rights of informal settlers and the urban poor.

Recent scholarship and reports discuss the challenges for informal communities and the urban poor in navigating the COVID-19 pandemic, mainly due to their housing conditions and loss of economic stability. This paper contributes to a critical understanding of these issues by adding the dimensions of political and housing rights. It refers to the case study of members of Sitio San Roque, who have experienced continuous threats of demolitions and arrests by state police for protesting the lack of government aid under lockdown. Both military approaches of governance and housing informality work in tandem to expose the vulnerabilities of the urban poor in Metro Manila's pandemic. Finally, this paper extends on urban studies scholar Gavin Shatkin's concept of “forgetful planning” (2004) by applying his discussions to the current context. Informal settlers have long been “forgotten” by the state's development plans, but are now remembered and deemed more visible in Metro Manila's ECQ.