Paradigm Of Strategic Management Research Articles

A Primary Research on the Validity of Enterprise Encouraging System Based on the Paradigm of Strategic Ecology Management

Aiming at the research results put forward by some Chinese scholars who claim that encouraging invalidations exist in Chinese enterprises. This article advances the following opinions. Some certain encouraging factors have no strong relativity with the enterprise performance, which cannot prove that the encouraging invalidation exists in the investigative sample enterprise. The present researches of the relationships between encouragement and enterprise performance are short of the systemic integration to the numerous influencing factors. But in the strategic ecology paradigm, when we design the interior mechanism between encouraging system and its validities, we should use thelatest research results of ecologically behavioral economics for references, especial for analyzing the interior relationships between the enterprise strategy and the validity of the enterprise encouraging system. This article research possesses guiding values for enterprises governing and its further development.

Lost in translation: exploring the link between HRM and performance in healthcare

Using data collected in 2004 from 132 Victorian (Australia) public healthcare providers, comprising metropolitan and regional hospital networks, rural hospitals and community health centres, we investigated the perceptions of HRM from the experiences of chief executive officers, HR directors and other senior managers. We found some evidence that managers in healthcare organisations reported different perceptions of strategic HRM and a limited focus on collection and linking of HR performance data with organisational performance management processes. Using multiple moderator regression and multivariate analysis of variance, significant differences were found in perceptions of strategic HRM and HR priorities between chief executive officers, HR directors and other senior managers in the large organisations. This suggested that the strategic human management paradigm is ‘lost in translation’, particularly in large organisations, and consequently opportunities to understand and develop the link between people management practices and improved organisational outcomes may be missed. There is some support for the relationship between strategic HRM and improved organisational outcomes. Implications of these findings are drawn for managerial practice.

Dialogue of the deaf: the disconnect between the research mandarins and business innovators

This paper explores the fundamental limitations of the two-step technology transfer mindset by examining three major examples of its failed application. The first example is the notorious disconnect between university research and business performance. The second evaluates the flawed national campaigns in a number of Asia Pacific countries to promote technopreneurship and the third examines the unsuccessful attempt to establish a major aircraft factory in Indonesia as part of a rapid industrialisation strategy. Drawing upon this analysis, and the successful examples of J&J, Dell and Google, the paper proposes a new strategic management paradigm, which emphasises the critical role of innovative, entrepreneurial leadership in designing business models, creating resource capabilities and converting these capabilities into new sources of customer-centred added value. The implications of this paradigm for organisational design, and especially for university research management and structures, are then outlined and depicted in an ideal model labeled Interactive Network of Value Adding Core Competencies (INOVACC).

Strategic knowledge management research: tracing the co‐evolution of strategic management and knowledge management perspectives

This article traces the evolution of strategic management and knowledge management research during the past four decades with particular emphasis on the role of knowledge in interorganizational collaborative arrangements. By outlining the main strategic management perspectives in contemporary business literature and combining them with current knowledge management perspectives, an indication of the evolution of research pertaining to strategic knowledge management emerges. It is shown that most of the current strategic knowledge management research is conducted within the existing paradigms of strategic management. A criticism of this is offered and the article concludes by offering a new, more dynamic perspective of knowledge management, focusing on the synergies of knowledge‐related capabilities in explaining the formation and economic justification of strategic collaborative arrangements.

Claiming the Moral High Ground: NGOs as Stakeholders

Globalization and NGOs: Transforming Business, Government and Society. Edited by Jonathan P. Doh, Hildy Teegen. Westport, CT: Praeger, 2003. 256 pp., $55.95 (ISBN: 1-56720-499-6). Jonathan Doh and Hildy Teegen—the editors of Globalization and NGOs: Transforming Business, Government and Society —state what many social scientists have argued for the past decade: that nongovernmental organizations (NGOs) matter, and that decision makers consider them important. The result of an Academy of Management meeting held in Washington, DC, in 2001, Globalization and NGOs consists of ten distinct empirical and theoretical contributions aimed at understanding how NGOs (defined loosely as nonstate organizations devoted to social change) have emerged as important stakeholders in discussions over the terms and conditions under which business, government, and multilateral institutions manage the processes of globalization. The management scholars who contributed to the volume realize that NGOs are developing more creative and innovative tactics, which are becoming more difficult for businesses to counter. Readers of this book, they insist, will be better able to recognize, leverage, and respond constructively to the power and unique resources that NGOs now contribute to society. Thus, Globalization and NGOs is aimed at predicting the situations in which NGOs are likely to be influential, assessing the different responses of businesses and governments to the growing influence of NGOs, and reevaluating the relevance of existing models, theories, and frameworks of strategic management in light of these factors. The contributors draw variously upon management, corporate political strategy, and public policy approaches, including Edward Freeman's (1984) strategic management paradigm of stakeholder analysis. Doh and Teegen extend Freeman's framework to include two additional characterizations: stakegiver and staketaker. According to this perspective, NGOs can become stakegivers when they provide such resources as prestige, legitimacy, and the aura of neutrality and moral authority. The NGOs can also provide information and serve as mediators of potential conflicts with other constituents. On the other hand, ignoring them as stakeholders, the contributors warn, will expose corporations to the risk …

Performance-Based Management for Public Organizations: Lessons Learned from the U.S. Army’s Velocity Management

This paper surveys the lessons learned from the U.S. Army’s Velocity Management for reform in pubic organizations toward a new paradigm of strategic performance-based management. The Velocity Management has adopted the multidimensional metrics of time, cost, and quality. This led to changes from the view of provider by function to customer by process. Shifts of management focus occurred from compliance and budget execution toward customer satisfaction and performance improvement. Velocity Management has used the “Define-Measure-Improve” (D-M-I) methodology analogous to systematic methodologies of leading commercial firms. This paper examines how this simple and iterative tool has lead continuous improvements efforts, and built consensus in reforming Army logistics as well as how these lessons can be applied to other non-defense public organizations.

Community strategies: mainstreaming sustainable development and strategic planning?

AbstractNew legislation places a statutory duty on all local authorities in England and Wales to prepare ‘community strategies’ for promoting the economic, social and environmental well‐being of their areas, and contributing to the achievement of sustainable development in the U.K. This paper suggests that community strategies herald the demise of the frequently marginalized Local Agenda 21 strategies and offers the prospect of mainstreaming the principles of sustainable development into the core of local governance.However, the author argues that community strategies are unlikely to be effective if their preparation is grounded on the use of the rational or classical model of strategic management. A critical review is undertaken of this model and attention is especially drawn to a number of key inherent fallacies including spurious rationality, linear as opposed to nonlinear thinking, over‐formalization and a separation of the planning and operational elements of the process. The paper concludes with some thoughts on the potential contribution of alternative strategic management paradigms, and their implications for the preparation of community strategies. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment

A Strategic Consultancy Model for Establishing a Center for Business Communication

As a result of a major revision of the undergraduate curriculum in the Darla Moore School of Business, University of South Carolina, we were given the task of establishing a center for business communication. Based on this experience, we present our strategic consultancy model for launching such a center. The model employs the strategic management paradigm of identifying the principle players in the process; identifying stakeholders; defining goals; analyzing strengths, weak nesses, opportunities, and threats (SWOT analysis); establishing consultancy relationships; and evaluating results. The model proved successful in writing a proposal for the center, implementing the center, and evaluating the center's work.

An integrative approach to enhancing customer value and corporate performance in the international hotel industry

This is a conceptual paper designed to explore the literature relating to a range of issues associated with strategic management and globalisation in the international hotel industry. More specifically it considers cultural influences and strategic orientations in relation to both the industrial organisation and resource-based strategic management paradigms, and those standardisation versus customisation decisions faced by international hotel companies. Finally, the analysis of these issues is synthesised in the presentation of a model, the `Strategic Constellation', which is designed to provoke further thought on research agendas related to this area.

Shifting the strategic management paradigm

Traditional theory and practice of strategic management explains the behavior of organizations in their business environments. Current turbulence means traditional models of strategic management are having to give way to alternative explanations. John Camillus reviews the ‘predictive’ and ‘learning’ paradigms accepted in the early evolution of strategic management, and points out their weaknesses in the face of massive discontinuous change, both external and internal to the company. New forms of organization have arisen in the current climate of change which are better explained by a ‘transformational’ paradigm which is pro-active and well-suited to bridge discontinuities. The author provides corporate examples of the adoption of the new paradigm.

HRM and the legitimacy market

This article develops and proposes the concept of the legitimacy market as a counterpoint to the product market in strategic FIRM analysis and practice. It is driven by three major concerns. First, in much of the contemporary literature, internal efficiency pursuits and product market equirements appear to be the dominant reference points in HRM analysis and practice. Criteria of environmental legitimacy are scarcely recognized. Second, despite the many claims that HRM is novel and distinctive, there appears to have been little social science development in the field of HRM. Third, the dominance of the strategic management paradigm in HRM has obscured the distinctiveness of HRM in organizations, especially its role in reflecting the external social and cultural environment. These concerns are addressed through the concept of the legitimacy market. The concept, it is argued, should help to conceptualize and analyse more effectively the environmental determinants of HRM, in particular culture and ideology, as well as suggesting alternatives for practitioners to follow. The core proposition upon which the article is predicated is that legitimacy and efficiency are the two central concerns of management.

Negotiating the Evolution of the Hr Function: Practical Advice From the Health Care Sector

This paper has two aims. First, to consider explanations for the apparent gap between the paradigm of strategic human resource management on the one hand and actual HR practice on the other. Second, to generate practical advice for senior HR specialists who are aspriring to develop a strategic role for their function. the research underpinning these findings was based on case studies in three hospitals in Adelaide and a comparison of the findings with the situation at Leicester General NHS Trust where the first named author of this article was the HR director and a senior board member. the analysis reveals that specific features of each organisation's history, current structure and management, shape powerfully the nature of the HR function. Moreover, the local shaping factors define the degrees of freedom open to the HR function, so much so, that the notion that it can choose its organisational stance is here challenged.

THE DEVELOPMENT OF A STRATEGIC MANAGEMENT MODEL FOR SOUTH AFRICAN AGRICULTURAL COOPERATIVES / DIE ONTWIKKELING VAN 'N STRATEGIESE BESTUURSMODEL VIR SUID-AFRIKAANSE LANDBOUKOÖPERASIES

A freer and less regulated market for agriculture is envisaged for the nineties while agricultural cooperatives will not receive the same degree of protection and financial aid from the government as in the past. Surviving this changed situation will require a greater degree of strategic decision-making ability from cooperative managements and boards of directors. This article firstly describes the strategic management paradigm and secondly proposes a strategic management model which takes account of the changing environment and the unique nature of cooperatives.

Towards an Information Technology Management Framework for Developing Countries

Information technology management methods evolved and designed in western, first world countries are not appropriate for third world countries. Furthermore, they are now becoming inadequate because the current thinking on management theory - upon which Information Technology Management is defined - is changing significantly. The salient points of this shift in the paradigm of strategic management are outlined and an indication is given of how this will impact the management of information technology, with specific regard to the requirements of developing countries. An outline of an adapted model is attempted, using a simple fourcomponent framework. The area of information technology planning will need to change. The character of the day-to-day management, however, is most significantly affected, mainly by an increased use of external agents in what will probably be new and innovative forms of alliance. The concept of an information technology keiretsu is investigated as a useful model for how such alliances could be structured and how they could act as a catalyst for accelerated learning and thus lead to more effective transfer of skills and technology for Information Technology Management. Issues of designing and implementing such a keiretsu as well as the role of its members are discussed. Suggestions for government support are outlined. A direction for further research is set out, concluding that using action research in a pilot keiretsu in a developing country would be the most promising approach.

Core competence and learning alliances – the new face of information management?

Information management methods are now becoming inadequate for the demand placed upon them. A process of evolutionary change, initiated during the 1980s, may not suffice because the current thinking on management theory – upon which information management is defined – is changing significantly. The salient points of this shift in the paradigm of strategic management are outlined and an indication is given of how this will impact the management of information technology. An outline of an adapted model is attempted, using a simple four-component framework: The most influence will be felt in the area of information technology planning. Systems acquisition will need to develop new, proprietary methods. The character of the day-to-day management is also significantly affected, mainly by an increased use of external agents in what will probably be new and innovative forms of alliance. The idea of an information technology keiretsu is used as an example of how such alliances could be structured.

Core Competence and Learning Alliances – the New Face of Information Management?

Information management methods are now becoming inadequate for the demand placed upon them. A process of evolutionary change, initiated during the 1980s, may not suffice because the current thinking on management theory – upon which information management is defined – is changing significantly. The salient points of this shift in the paradigm of strategic management are outlined and an indication is given of how this will impact the management of information technology. An outline of an adapted model is attempted, using a simple four-component framework: The most influence will be felt in the area of information technology planning. Systems acquisition will need to develop new, proprietary methods. The character of the day-to-day management is also significantly affected, mainly by an increased use of external agents in what will probably be new and innovative forms of alliance. The idea of an information technology keiretsu is used as an example of how such alliances could be structured.

A comment on Gilbert's the twilight of corporate strategy'

AbstractThis communication offers comment on Gilbert's critique of the strategic management paradigm for failing to recognize the role and justice of the individual purpose in business organizations.

The Strategic Management Paradigm and the Wood Building Products Industry: A Model of Strategies and Firm Profitability

Abstract A model of strategies and firm profitability was developed and tested for the North American wood building products industry. Five strategic variables (adoption of process technology, grade sector focus, investment intensity, forward integration, relative market share) were used to predict firm profitability as measured by return on sales for the largest producers of wood building products in North America. Adoption of process technologies, grade sector focus (i.e., product quality), and investment intensity all had significant positive impacts on return on sales. From a managerial perspective, this research shows no advantage in larger market share beyond a minimal efficient scale. However, superior firm profitability was linked to the application of new process technologies, investment intensity, and the production of higher grade products. For. Sci. 38(4):786-805.

The evolution and strategic management of new technology-based sectors: the case of computerized business systems

Accepted paradigms of strategic management can be expected to be adapted for new technology where inter alia, the pace of technological change is rapid, uncertainty intense, and product life cycles short. It is argued that there are generic drivers of the euolutzon of such new technology sectors, and that the early identification of anticipation of and adaptatzon to these general forces can in theory provide businesses with a strategic advantage. Businesses, however, are often possessed of considerable inertia whilst the managerial perception of such sector trends can be affected by inter alia earlier commit-ments and experiences. This paper analyses such issues of strategic management with reference to the computerized business systems sector i n which the authors have conducted extensive empirical research over a two-year period.

Capstone Renaissance = Simulation + Interaction + DSS

The capstone course in schools of business has been shifting from functional areas” to a strategic management paradigm. Some of these courses now incorporate a simulation game, but the emphasis of these courses tends to focus on content of strategy concepts. At the same time, computer literacy and decision support systems have emerged as prime concerns in business schools. Yet, these concepts have not been well integrated into extant strategy courses or the simulations used in them. This paper proposes a new “capstone” course based on a simulation which returns to the idea of integrating all areas, including decision support systems, in order to provide application of skills and execution of decisions within an integrated knowledge framework.