By Donald D. Bergh, David J. Ketchen
This publication sequence' undertaking is to supply a discussion board for critique, statement, and dialogue approximately key examine technique matters within the strategic administration box. Strategic administration is determined by an array of advanced equipment drawn from a number of allied disciplines to envision how managers try to lead their organizations towards luck. With this in brain this 6th quantity of the sequence is outfitted round the topic of 'Building methodological bridges'.
Within this overarching subject matter, this quantity contains subthemes. the 1st is 'Bridges among macro and micro examine' and the second one is 'Bridges to more desirable designs and analysis'. With authors from an array of backgrounds, together with notion leaders from not just strategic administration, but additionally from organizational habit, human source administration, and entrepreneurship, we're convinced that the chapters provided within the present quantity will construct bridges for the organizational sciences towards better methodological rigor and creativity
Read Online or Download Building Methodological Bridges PDF
Best systems & planning books
Present developments show that expanding depth at paintings has significant outcomes at person, organizational and societal degrees. New organizational techniques to paintings are wanted so the stability among in depth and sustainable paintings might be completed, but there aren't any guiding versions, theories or examples on how this is performed.
Über Ursachen für die stagnierende Verbreitung von betrieblicher Gesundheitsförderung (BGF) wird vielfältig spekuliert. Judith Goldgruber untersucht unter Einbezug von Organisationstheorien, ob systematische Erklärungsansätze in der Unterschiedlichkeit der Organisationen liegen. Sie entwickelt Hypothesen über die Eignung unterschiedlicher Typen von Organisationskulturen für Gesundheitsförderung und diskutiert diese im Rahmen einer Delphi-Befragung mit renommierten Experten.
- The Subtle Art of Strategy: Organizational Planning in Uncertain Times
- The Art of What Works: How Success Really Happens
- Value Driven Management: How to Create and Maximize Value Over Time for Organizational Success
- Cases on Business and Management in the Mena Region: New Trends and Opportunities
- Living networks : anniversary edition
- The Other "F" Word: How Smart Leaders, Teams, and Entrepreneurs Put Failure to Work
Extra info for Building Methodological Bridges
In particular, part of what it means to be associated with managerial capabilities has to do with power and inﬂuence. In addition to formal authority, this may mean tracking individuals’ level of informal inﬂuence as a way to differentiate the relevant subject cohort, for example, study managers who are central actors (Pappas & Wooldridge, 2007). In large cohorts, random selection may play a role (Mantere, 2005), but it seems likely that a more theory-driven approach would lead to a more coherent set of ﬁndings, for example, concerning middle-level managers relationship to capability.
Barnard, C. (1938). Functions of the executive. Cambridge, MA: Harvard University Press. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99. Billett, M. , & Qian, Y. (2008). Are overconﬁdent CEOs born or made? Evidence of selfattribution bias from frequent acquirers. Management Science, 54(6), 1037–1051. , & van Witteloostuijn, A. (1996). CEO locus of control and small ﬁrm performance: An integrative framework and empirical test. Journal of Management Studies, 33(5), 667–699.
UE research can be accused of being preoccupied with who top managers are, that is, their demographic characteristics. By assuming that elites are the locus of strategic activity, this research stream has neglected the activity itself as an antecedent of ﬁrm performance. , 2004). , 2006), nonproﬁts (Maitlis & Lawrence, 2003; Pappas & Wooldridge, 2007), and organizations in the public sector (Currie & Procter, 2005). Doing so will increase opportunities for access, but as noted above, may also impose bounds on external validity.