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Article
Publication date: 1 May 1975

George A. Steiner

This article is concerned with four major propositions: 1) The next major thrust in long‐range planning will come in the public sector, and is a thrust long overdue. 2) Over the…

30

Abstract

This article is concerned with four major propositions: 1) The next major thrust in long‐range planning will come in the public sector, and is a thrust long overdue. 2) Over the past two decades we have significantly improved corporate planning in the private sector. We still have much to learn, but compared with the early efforts we are now high on the learning curve. 3) The fundamental lessons we have learned in the private sector in doing comprehensive long‐range planning are applicable to the introduction, development, and success of aggregate integrated long‐range planning in the public sector. 4) It is imperative that a dialogue begin immediately between practitioners of long‐range planning in the private sector and those in the public sector who are directly involved in the development of this process. Both groups have much to learn from each other, but it is particularly important that those in the public sector be exposed to the first‐hand experience of those in the private sector.

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Planning Review, vol. 3 no. 5
Type: Research Article
ISSN: 0094-064X

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Article
Publication date: 1 May 1981

George A. Steiner

The system is inextricably interwoven into the entire process of management.

126

Abstract

The system is inextricably interwoven into the entire process of management.

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Planning Review, vol. 9 no. 5
Type: Research Article
ISSN: 0094-064X

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Article
Publication date: 1 January 1984

Archie B. Carroll and Frank Hoy

The 1960s saw the birth of corporate social responsibility. In the 1970s, companies focused on the management of social responsiveness. In the 1980s, corporations are grappling…

1159

Abstract

The 1960s saw the birth of corporate social responsibility. In the 1970s, companies focused on the management of social responsiveness. In the 1980s, corporations are grappling with the issue of making social responsibility a part of overall strategic management. The authors examine some of the ramifications of the search for a new definition of social responsibility.

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Journal of Business Strategy, vol. 4 no. 3
Type: Research Article
ISSN: 0275-6668

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Publication date: 14 May 2018

William C. Frederick

Corporate social responsibility (CSR) is presented as a series of evolving stages characterized by shifting attitudes and behaviors by business firms, their stakeholders, and…

Abstract

Corporate social responsibility (CSR) is presented as a series of evolving stages characterized by shifting attitudes and behaviors by business firms, their stakeholders, and public policies. Five major phases of CSR are described: CSR-1: Corporate Social Trusteeship; CSR-2: Corporate Social Responsiveness; CSR-3 Corporate-Business Ethics; CSR-4: Corporate Global Citizenship; and CSR-5: Toward a Millennial Future. Accompanying the first four CSR phases are the principal drivers and policy instruments that have activated those four CSR stages. An evolving set of generational values and attitudes about CSR — from Silent Generation to Baby Boomers to Gen-Xers to today’s Millennials — reveal the continuing development and relevance of — and the major questions and challenges about — Corporate Social Responsibility in the Millennial future.

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Article
Publication date: 1 September 2003

Soraya Phuttipaitoon and Brian H. Kleiner

Ethics are viewed as one of the most important aspects of business and industry today. However, breach of ethical behaviour is not uncommon in an organisation. Because business…

509

Abstract

Ethics are viewed as one of the most important aspects of business and industry today. However, breach of ethical behaviour is not uncommon in an organisation. Because business and industry function in a highly competitive environment, management will often make decisions in their self‐interest rather than supporting the company’s code of ethics. When an employer complains about an illegal or unethical practice, instead of commending the employee, he or she is called a “whistleblower” and terminated. Ettorre states “The sad fact is that in today’s supposedly enlightened business world, corporate America continues to treat its whistleblowers poorly”.

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Equal Opportunities International, vol. 22 no. 6/7
Type: Research Article
ISSN: 0261-0159

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Available. Open Access. Open Access
Article
Publication date: 18 June 2024

Richard W. Puyt, Finn Birger Lie and Dag Øivind Madsen

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…

3014

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality

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.

Research implications

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.

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Journal of Management History, vol. 31 no. 2
Type: Research Article
ISSN: 1751-1348

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Article
Publication date: 1 July 1971

HERBERT COBLANS

Those of us who look back on a lifetime of work in librarianship, documentation and education—what is nowadays called communication—are often tempted to try to define our terms…

28

Abstract

Those of us who look back on a lifetime of work in librarianship, documentation and education—what is nowadays called communication—are often tempted to try to define our terms. Subconsciously we are probably trying to separate the sheep from the goats. Precision in terminology is necessary, especially in the sciences. But what I am going to talk about is more akin to the arts. I would like to take a more general, broader view of our function, our stake in the continuity and the quality of civilization as a whole.

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Aslib Proceedings, vol. 23 no. 7
Type: Research Article
ISSN: 0001-253X

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Article
Publication date: 1 July 1993

Kenneth R. Gray and Robert E. Karp

The traditional role of business as essentially fulfilling a limited economic role has its articulate proponents (Milton Friedman, 1962; Theodore Levitt, 1958; Frederick Hayek…

129

Abstract

The traditional role of business as essentially fulfilling a limited economic role has its articulate proponents (Milton Friedman, 1962; Theodore Levitt, 1958; Frederick Hayek, 1944). Friedman and others who see business as having a very central but limited role in society contend that the business of business is business — not social issues or politics.

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International Journal of Sociology and Social Policy, vol. 13 no. 7
Type: Research Article
ISSN: 0144-333X

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Article
Publication date: 1 June 1977

Darryl J. Ellis and Peter P. Pekar

Out of the minds of chief executives comes the direction the corporation will take—be it expansion into new markets, expansion of current operations, acquisition of new lines of…

20

Abstract

Out of the minds of chief executives comes the direction the corporation will take—be it expansion into new markets, expansion of current operations, acquisition of new lines of business, divestiture of selected business units, or contraction of certain operations. Two questions come to mind: How well prepared to make those decisions (in terms of breadth of background) are the men who fill these jobs? And, considering the environmental changes, can chief executives operate in the future as they have in the past? We believe that planning must and will, by the force of events, play a more vital role in the development and generation of CEOs.

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Planning Review, vol. 5 no. 6
Type: Research Article
ISSN: 0094-064X

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Article
Publication date: 1 January 2014

Hugh Sockett

140

Abstract

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International Journal for Lesson and Learning Studies, vol. 3 no. 1
Type: Research Article
ISSN: 2046-8253

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