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Article
Publication date: 18 May 2012

Interview by Gareth Bell

The purpose of this article is to provide an interview with Dr Stanley C. Abraham.

1876

Abstract

Purpose

The purpose of this article is to provide an interview with Dr Stanley C. Abraham.

Design/methodology/approach

The paper provides an interview with Stanley C. Abraham, author of Strategic Planning.

Findings

In the interview, Dr Abraham discusses his background in strategic planning and consultancy, and his role as co‐founder of the Association for Strategic Planning.

Originality/value

The interview highlights the benefits of Dr Abraham's “Strategic Analysis Model (That Works).”

Details

Strategic Direction, vol. 28 no. 7
Type: Research Article
ISSN: 0258-0543

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Article
Publication date: 1 October 2002

William C. Finnie and Stanley C. Abraham

Strategy & Leadership contributing editors interviewed researcher Jim Collins. Collins is author of two influential books: Built to Last: Successful Habits of Visionary Companies…

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Abstract

Strategy & Leadership contributing editors interviewed researcher Jim Collins. Collins is author of two influential books: Built to Last: Successful Habits of Visionary Companies co‐authored with Jerry Porras, and Good to Great: Why Some Companies Make the Leap … and Others Don’t. Some key points Collins makes are: The transition from good to great all began with a Level 5 leader. The essence of Level 5 leadership is having an ambition for the cause of the work‐the outcome, the company, the organization‐above the self; also, at the same time, having the ferocious, frightening, terrifying willfulness to act upon that ambition. Most Level 5 leaders understand that their report card only comes in when their successor succeeds. In most cases, but not all, their successors were even more successful than they were. That’s different from the comparison cases, where a number of the executives defined their success in terms of their successor failing. All the good‐to‐great CEOs said “I am not going to answer the ‘What to do’ question until I’ve got the right people. And we will not determine where to drive this bus until we decide who should be on the bus, who should be off the bus, and who should be in what seat.” In the comparison companies, you have leaders who often came in with “the what” and then tried to get everybody to go there, whereas the good‐to‐great companies had leaders who began with the “who” and then figured it out from there. The idea that you first get the right team and only later figure out where to drive the bus is absolutely contrary to what everyone learned in business school. The great companies understood what they could absolutely be the best in the world at. And also, “If we can’t be the best in the world at it then we shouldn’t be doing it.” They wanted to have a profound understanding of their economics and how to fundamentally change them. And they put a high premium on things that they were very passionate about.

Details

Strategy & Leadership, vol. 30 no. 5
Type: Research Article
ISSN: 1087-8572

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Available. Content available
Article
Publication date: 1 October 2002

Catherine Gorrell

105

Abstract

Details

Strategy & Leadership, vol. 30 no. 5
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 1 March 2013

Stan Abraham

This masterclass aims to consider a number of recent business articles and books that can help practitioners clarify the distinction between the strategy development and business

13846

Abstract

Purpose

This masterclass aims to consider a number of recent business articles and books that can help practitioners clarify the distinction between the strategy development and business model approaches and decide which is appropriate for their situation.

Design/methodology/approach

The article defines the difference between the two approaches this way: business models explain who your customers are and how you plan to make money by providing them with value; strategy identifies how you will beat competitors by being different.

Findings

The paper reveals that a business model approach has limitations. It will not help an organization develop a competitive advantage, outperform its competition, acquire or merge with another organization, or diversify. However, corporate strategy does not identify how to deliver unique value to meet customers' needs.

Practical implications

The main reason why organizations fail at business‐model innovation is too much “tweaking” – incremental attempts at improvement in myriad projects when more radical change to its business model is the answer.

Originality/value

The article proposes that businesses need both strategy development and business model innovation to adapt and thrive as conditions change.

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Article
Publication date: 1 May 2006

Stan Abraham and Robert J. Allio

The authors call attention to the rising customer dissatisfaction with the strategic‐business‐advice industry. Looking at each segment they find that some aspect of its business

934

Abstract

Purpose

The authors call attention to the rising customer dissatisfaction with the strategic‐business‐advice industry. Looking at each segment they find that some aspect of its business model has broken down. .

Design/methodology/approach

A business model describes how a firm delivers customer value. While this definition usually applies to a firm and its strategic business units, it can be applied to an industry or segment. Thus, we could ask, “What is the extant business model for management education in the US?”

Findings

Academic researchers, seeking professional advancement, put methodological rigor and peer approval ahead of creating value for business leaders and organizations. B‐schools reward research that peer reviewers assert is scientifically rigorous and that other specialists often cite –without measuring its usefulness to managers or organizations. Academic research is usually communicated exclusively to its own constituency – instead of to the world of business. Consultants, though they clearly have a stake in the welfare and success of their clients, seldom face up to their inherent conflict of interest.

Practical implications

Some specific recommendations for each segment of the strategic‐business‐advice industry: Business schools. Collaborate with corporations to identify critical issues and priorities as a guide for faculty research. Consultants. Become more client‐centered and less sales‐oriented, focusing on what the client really needs and how that differs from what the consultant has to sell. Corporations. Collaborate actively with business schools in the design of curricula and the establishment of research priorities. Journal publishers. Accelerate the review process; slash the cycle time and get their information out quickly.

Originality/value

The article examines the strategic‐business‐advice industry as a set of business models that need rethinking and it suggests astute solutions..

Details

Strategy & Leadership, vol. 34 no. 3
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 4 July 2008

David W. Crain and Stan Abraham

The paper aims to offer a five‐step method for discovering a customer's particular strategic needs based on a unique application of value‐chain analysis.

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Abstract

Purpose

The paper aims to offer a five‐step method for discovering a customer's particular strategic needs based on a unique application of value‐chain analysis.

Design/methodology/approach

The paper presents a five‐step approach. Step 1 explains how internal and external value chains can be used separately and in related ways. Step 2 shows how to construct a customer's value chain. Step 3 shows how to identify the customer's business strategy by examining this value chain and using other kinds of information. Step 4 explains how to use additional information and intelligence to leverage that understanding into strategic needs and priorities. Step 5 explains how a firm's marketing function can best use this method of value‐chain analysis as a new strategic capability.

Findings

The benefits for doing this analysis on important customers include: identifying new high value business opportunities (and improving revenue); and strengthening the business‐to‐business (B2B) customer relationship: clarifying their strategic priorities allows enhanced alignment of actions with desired results.

Practical implications

A value‐chain analysis – combined with other kinds of information –is key to discovering the B2B customers' strategic needs and creating new business that will not only get a receptive audience but also command premium margins.

Originality/value

For B2B service companies, it is the external value chain that presents many new opportunities for business growth. Even though these processes occur outside the corporation, the strategic opportunities they reveal and areas of risk they highlight warrant careful study.

Details

Strategy & Leadership, vol. 36 no. 4
Type: Research Article
ISSN: 1087-8572

Keywords

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Book part
Publication date: 4 September 2017

Jerika C. Norona and Spencer B. Olmstead

Romantic dissolution is a common experience throughout the life course, particularly during emerging adulthood (ages 18–29). The purpose of this review was to summarize and…

Abstract

Romantic dissolution is a common experience throughout the life course, particularly during emerging adulthood (ages 18–29). The purpose of this review was to summarize and critique theoretical approaches and empirical findings of the aftermath of dating relationship dissolution.

Article searches were conducted within PsycINFO. We utilized terms related to romantic relationship dissolution (i.e., breakup, romantic breakup, relationship termination, relationship dissolution, romantic dissolution, romantic termination, post-dissolution) in a search for key words. We narrowed the results further by limiting the search to include participants between the ages of 18 and 29.

Experiencing romantic dissolution can result in both positive and negative emotional reactions and behaviors, including personal growth and self-expansion as well as experiencing physical and emotional abuse from ex-partners. Furthermore, former romantic partners commonly form other types of friendships and casual sexual relationships after the termination of committed romantic relationships. Many theoretical frameworks are used to guide these investigations, and some articles lack a theoretical framework.

Developmental Systems Theory might be a theoretical framework that best shapes our investigations of romantic dissolution in dating relationships that occur in emerging adulthood.

Relationship education programs would be enhanced by discussing the developmental needs that are important for young people and the ways in which their romantic experiences can or cannot meet those needs. In addition to learning about how to have healthy romantic relationships, young people can also benefit from learning how to identify when romantic relationships should end, and how to end them successfully.

Details

Intimate Relationships and Social Change
Type: Book
ISBN: 978-1-78714-610-5

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Book part
Publication date: 8 December 2023

Matamela Makongoza, Peace Kiguwa and Simangele Mayisela

Intimate partner violence (IPV) is a social issue that continues to haunt humans globally. Despite the magnitude of research that has been conducted, the Sustainable Developmental…

Abstract

Intimate partner violence (IPV) is a social issue that continues to haunt humans globally. Despite the magnitude of research that has been conducted, the Sustainable Developmental Goals target 5.2, and the South African proposed National Strategic Plan on Gender-Based Violence and Femicide, South Africa experiences high incidences of IPV. In heterosexual couples, violence incidences are a concern that requires further research by scholars because cohabiting relationships are an increasing phenomenon within the African context. This study attempts to theorize from an African philosophical stance, focusing particularly on the African psychological perspective. In this chapter, The authors illuminate the nature and forms of violence that manifest in cohabiting relationships. This research explores participants’ experiences of IPV in cohabiting relationships.

This enquiry has been conceptualized using a qualitative constructivism paradigm with in-depth, unstructured one-on-one interviews. Interviews were conducted with 10 participants between the ages of 18 and 24 years recruited from the Thohoyandou Victim Empowerment Programme in Vhembe District in Limpopo Province, South Africa. Thematic analysis was used to generate themes while narrative analysis was used for the participants’ stories. Participants shared their self-reflections on their IPV experiences, deciding to leave their relationships, and threats from their partners when they tried to leave the relationships.

Details

Cohabitation and the Evolving Nature of Intimate and Family Relationships
Type: Book
ISBN: 978-1-80455-418-0

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Book part
Publication date: 25 August 2022

Jo Roberts

Abstract

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Gendered Justice? How Women's Attempts to Cope With, Survive, or Escape Domestic Abuse Can Drive Them into Crime
Type: Book
ISBN: 978-1-80262-069-6

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Book part
Publication date: 7 September 2023

Martin Götz and Ernest H. O’Boyle

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and…

Abstract

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

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