Building Methodological Bridges by Donald D. Bergh, David J. Ketchen

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

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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.

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