Alfred Uhl, Julian Strizek, Blaine Stothard, Axel Klein and Aysel Sultan
Confusion over definitions, and particularly between everyday and scientific meanings, are a problem for all those working in the health prevention field. So are methodological…
Abstract
Confusion over definitions, and particularly between everyday and scientific meanings, are a problem for all those working in the health prevention field. So are methodological shortcomings common in research in this area. Drawing on work done in the EC‐funded COST‐A6 project: evaluation of primary prevention in the field of illicit drugs, this paper sorts out some muddles and proposes some solutions.
EVERY librarian in his inmost heart dislikes newspapers. He regards them as bad literature; attractors of undesirable readers; a drain upon the limited resources of the library;…
Abstract
EVERY librarian in his inmost heart dislikes newspapers. He regards them as bad literature; attractors of undesirable readers; a drain upon the limited resources of the library; and a target against which the detractors of public libraries are constantly battering. From the standpoint of the librarian, newspapers are the most expensive and least productive articles stocked by a library, and their lavish provision is, perhaps, the most costly method of purchasing waste‐paper ever devised. Pressure of circumstances and local conditions combine, however, to muzzle the average librarian, and the consequence is that a perfectly honest and outspoken discussion of the newspaper question is very rarely seen. In these circumstances, an attempt to marshal the arguments for and against the newspaper, together with some account of a successful practical experiment at limitation, may prove interesting to readers of this magazine.
David A. Waldman and Mansour Javidan
The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership theory that…
Abstract
The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership theory that could help cast light on this important area of strategic management. In so doing, we attempt to move charismatic leadership theory in some new directions by bridging micro-and macro-level conceptualizations. The upper echelons perspective from the strategic management literature is first summarized. We then identify problems in conceptualization and measurement that have served to limit the usefulness of this theoretical approach with regard to understanding the leadership role and effects of CEOs. We present two alternative new models that incorporate the constructs of strategic change, CEO charisma, and perceived environmental uncertainty. Data are also presented, suggesting mixed support for the models. Suggestions are made with regard to future quantitative and qualitative research.
Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.
Details
Keywords
The implicit and indirect influence of classical science on strategic management has been of utmost importance in the development of the discipline. Classical science has…
Abstract
Purpose
The implicit and indirect influence of classical science on strategic management has been of utmost importance in the development of the discipline. Classical science has underpinned the main and even contrasting strategic management cultures. Classical science has undoubtedly allowed strategic management to thrive. Nevertheless, important limitations, roadblocks and challenges have also been produced. This paper aims to explore the influence of classical science on the main positivist and interpretive strategic management cultures.
Design/methodology/approach
A conceptual review is done on the influence of classical science on positivist and interpretivist traditions in strategic management.
Findings
The benefits and shortcomings of classical science in strategic management are explored and presented. Furthermore, the convoluted implicit relationship between strategic management and science is shown to be changing but persisting, as to face some of the challenges of the classical science culture of strategic management, a complexity culture, also inspired partially on science, seems to be developing in strategic management. Complexity seems to be emerging as an alternative, which might allow strategic management to solve some of its current dilemmas and, thus, change its implicit relationship with science.
Originality/value
The paper presents a novel way to conceptualize historical cultures of strategic management via their connection with academic cultures that have historically emerged from science. Through the analysis here done, a possible candidate for a Kuhninan normal strategic management and its potential revolution will be suggested, based on the recognition of the inheritance of classical science and currently complexity theory in strategic management.