Management Decision: Volume 38 Issue 10

Anatomy of a merger: behavior of organizational factors and processes throughout the pre‐ during‐ post‐ stages (part 2)

Steven H. Appelbaum, Joy Gandell, Barbara T. Shapiro, Pierre Belisle, Eugene Hoeven

The multiple organizational factors impacting upon a merger as well as those processes being impacted upon throughout the merger process will be examined. Part 1 of this article…

Does strategic planning create value? The stock market’s belief

Ashay B. Desai

This article addresses a key issue: is strategic planning rewarded by the stock market? Using event‐study methodology, this article examined the market values of companies during…

Top management team impact on strategic assets accumulation capabilities

C. Carl Pegels, Baik Yang

The impact of the cognitive and demographic characteristics of top management teams (TMTs) on the strategic assets acquisition performance in organizations is evaluated. The…

A model for creating innovative strategies for an enterprise and its application to a rural enterprise

Miika Kajanus

Innovations are argued to be one of the main sources of sustainable competitive advantage. This study presents a model for creating ideas and formulating them into strategic…

The development of theories from the analysis of the organisation: case studies by the patterns of behaviour

Mariano Nieto, Waldo Pérez

This study presents an adaptation of case studies denominated by the patterns of behaviour, an ideal methodology for the development of theories explaining the organisation and…

Enhancing organisational creativity: the process of perpetual challenging

Constantine Andriopoulos, Andy Lowe

Pressures have increased for both profit and non‐profit organisations to become “innovative organisations”. This study has revealed the grounded theory of perpetual challenging as…