Search results

1 – 10 of 74
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 1 January 1981

Lawrence R. Jauch, Thomas N. Martin and Richard N. Osborn

There's been a flurry of CEO dismissals in recent times. What can top managers do to predict and prevent the failures that lead to such ousters? Greater emphasis on strategic…

128

Abstract

There's been a flurry of CEO dismissals in recent times. What can top managers do to predict and prevent the failures that lead to such ousters? Greater emphasis on strategic decision making may be the answer.

Details

Journal of Business Strategy, vol. 1 no. 4
Type: Research Article
ISSN: 0275-6668

Access Restricted. View access options
Article
Publication date: 22 April 1992

Kenneth L. Kraft and Lawrence R. Jauch

A procedure to assess organizational effectiveness is proposed in this paper. An OE “menu” of optionsis set out by which organizational performance can be measured. By using such…

401

Abstract

A procedure to assess organizational effectiveness is proposed in this paper. An OE “menu” of optionsis set out by which organizational performance can be measured. By using such a menu, managers’ decision making, planning, and communicating with internal and external constituencies can be enhanced.

Details

American Journal of Business, vol. 7 no. 1
Type: Research Article
ISSN: 1935-519X

Keywords

Access Restricted. View access options
Article
Publication date: 1 May 1994

Kenneth R. Gray and Robert E. Karp

The European Union (EU, formerly the European Community) celebrated, in November 1993, the ratification of the Maastrict Treaty pushing European union another step closer to…

152

Abstract

The European Union (EU, formerly the European Community) celebrated, in November 1993, the ratification of the Maastrict Treaty pushing European union another step closer to realization. In the face of growing external forces (the disequilibrium caused by the disintegration of Eastern Europe and the former Soviet Union, the war in Bosnia and global economic recession) that affect the planned progress and strategy the European Union (EU) leaders pursue, the authors of this article use a strategic management framework to analyze the EU. To our knowledge, this has not been attempted before. There is a growing volume of literature on the adaptation of the strategic management model to public sector institutions (Rainey, Backoff & Levine, 1976; Eadie & Steinbacher, 1985; Bryson & Williams, 1983; Nutt & Backoff, 1993). Public enterprises sometimes pursue objectives different from those of private — and third‐sector (non‐profit) enterprises (Jauch & Glueck, 1988). Public managers must be able to deal with more complex internal and external environments than private — and third sector managers. Despite these and other difficulties, a strategic analysis provides clues for effective strategic management in the public sector (Eadie & Steinbacher, 1985; Ring & Perry, 1985; Nutt & Backoff, 1993). A strategic management model is used here to provide a framework of analysis and direction on which critical areas of concern need to be addressed for the EU to continue with their creation of a community wholly open to the free and unimpeded circulation of people, services, capital and goods (Wechsler; Hahn, 1991).

Details

Management Research News, vol. 17 no. 5/6
Type: Research Article
ISSN: 0140-9174

Access Restricted. View access options
Article
Publication date: 1 April 1986

Osman A. Atac

A full understanding of the economic development processes of the Newly Industrialised Countries (NICs) is important both for the multinational corporations and the developing…

310

Abstract

A full understanding of the economic development processes of the Newly Industrialised Countries (NICs) is important both for the multinational corporations and the developing countries. This paper suggests a theoretical framework based on experience theory to explain how the NICs obtained their strategic comparative advantages in global markets. It is argued that the world social and economic environment of the post‐World War II period was conducive for the realisation of such advantages. Most recent changes, however, have important implications for both the developing countries and the multinational corporations in the selection of global strategies.

Details

International Marketing Review, vol. 3 no. 4
Type: Research Article
ISSN: 0265-1335

Access Restricted. View access options
Article
Publication date: 28 February 2005

Munqith M. Daghir and Kais I. H. Al Zaydi

This research suggests that strategic thinking can be measured depending on cognitive logic. By developing Jung’s model, we can reach a new model, which consists of five thinking…

843

Abstract

This research suggests that strategic thinking can be measured depending on cognitive logic. By developing Jung’s model, we can reach a new model, which consists of five thinking types of human beings. The strategic thinking type stands at the central part of this model. This is due to the fact that this type of thinking, which has become essential to every modern manager, is the function of all other types of thinking. A strategic thinker is the main changing agent in every organization. The cognitive approach applied refers to thinking as a bridge between the environment and observed behavior. Behavior is a direct reflection of thinking. It is not just a reflection of environment and its stimulus, as behaviorists believe. Strategic process matches cognitive logic much more than behavior logic does. Depending on (Z) test, we can statistically define the area of the type of strategic thinking. This area shows that strategic thinking is a unique type of thinking which can be measured through a combination of attitudes measurement and thinking process measurement. The validity of this model is checked by the strategic change attitudes of the respondents. The result shows that the measurement of strategic thinking suggested by our model is valid. Nevertheless, the researchers believe that this result can not be fullproof unless more research tests their claims.

Details

International Journal of Commerce and Management, vol. 15 no. 1
Type: Research Article
ISSN: 1056-9219

Keywords

Access Restricted. View access options
Article
Publication date: 1 April 2000

Mohinder Dugal and Shanthi Gopalakrishnan

Environmental volatility is a central construct in strategy studies. This paper argues that three factors confound the literature on volatility: asymmetry in conceptualization…

266

Abstract

Environmental volatility is a central construct in strategy studies. This paper argues that three factors confound the literature on volatility: asymmetry in conceptualization, asymmetry in operationalization, and lack of attention to level of analysis. These limitations inhibit the development of the concept and make much of the research on volatility non‐additive. However, environments do matter and to make better sense of it we need a meta‐conceptualization. To do this, the paper presents a process‐based resources‐oriented view of volatility that argues that the volatility experienced by the firm is largely a function of the resources it has available to meet the demands made of it. It is proposed that volatility originates from four basic resource configurations: managerial‐human resources configuration, physical resources‐conversion configuration, intangible resources configuration, and positional configuration. Propositions consistent with prior theories and incorporating the new resources‐oriented viewpoint are presented and discussed.

Details

The International Journal of Organizational Analysis, vol. 8 no. 4
Type: Research Article
ISSN: 1055-3185

Access Restricted. View access options
Book part
Publication date: 9 August 2016

Ginka Toegel and Karsten Jonsen

This chapter is about how leaders attempt to move from traditional to shared leadership and why they often cannot. We develop a new theoretical framework to examine whether…

Abstract

This chapter is about how leaders attempt to move from traditional to shared leadership and why they often cannot. We develop a new theoretical framework to examine whether leaders are willing to shift control from themselves to their followers and thus promote shared leadership in their teams. We argue that control shifts, while necessary for shared leadership, are particularly difficult for leaders to enact. This is because leadership is often closely bound with power and status in the organization, a reality of organizational life that is often overlooked in the quest for new forms of leadership, such as shared leadership. Our contribution lies in examining leaders’ ability to enact shared leadership through the lenses of primary and secondary control, and situating control shift in the context of global leadership including selected cultural dimensions, complexity, and paradoxes.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78635-138-8

Keywords

Access Restricted. View access options
Article
Publication date: 1 March 2000

Guido A. Krickx

This paper shows that uncertainty is a multidimensional theoretical concept, which has empirical implications for the relationship with vertical integration. In a survey of…

787

Abstract

This paper shows that uncertainty is a multidimensional theoretical concept, which has empirical implications for the relationship with vertical integration. In a survey of empirical work that tests the relation between uncertainty and vertical integration, this paper demonstrates that performance ambiguity and general measures of uncertainty are positively related with vertical integration, technological uncertainty is negatively related, while market uncertainty and complexity are not systematically related to vertical integration.

Details

The International Journal of Organizational Analysis, vol. 8 no. 3
Type: Research Article
ISSN: 1055-3185

Available. Content available
Book part
Publication date: 26 November 2016

Karin Klenke

Free Access. Free Access

Abstract

Details

Qualitative Research in the Study of Leadership
Type: Book
ISBN: 978-1-78560-651-9

Access Restricted. View access options
Article
Publication date: 1 April 2003

Anthony Pecotich, Felicity J. Purdie and John Hattie

An evaluation of executive perceptions of strategic typologies is presented in the Australian context. Specifically, four strategic typologies (growth versus retrenchment, the…

3011

Abstract

An evaluation of executive perceptions of strategic typologies is presented in the Australian context. Specifically, four strategic typologies (growth versus retrenchment, the product/market matrix, the grand strategy alternatives, and Porter's generic strategies) were compared using confirmatory factor analysis on a set of data obtained from top mangers in Australia. The results tend to support Porter's formulation of cost leadership, differentiation and focus.

Details

European Journal of Marketing, vol. 37 no. 3/4
Type: Research Article
ISSN: 0309-0566

Keywords

1 – 10 of 74
Per page
102050