Strategic Management: Theory and Practice. 3rd ed. D. E. Hussey, Elsevier Science, Oxford, 1994, 625 pp, ISBN 0 08 042562 3 (flexicover), price £19.95, ISBN 0 08 041394 3 (hardcover), price $46

1995 ◽  
Vol 4 (4) ◽  
pp. 239-240
Author(s):  
Fred Neubauer
Keyword(s):  
Strategic Management ◽  
Theory And Practice ◽  
Management Theory

Questioning the epistemic virtue of strategy: The emperor has no clothes!

2011 ◽  
Vol 17 (4) ◽  
pp. 434-447 ◽  
Author(s):  
Steven French ◽  
Alexander Kouzmin ◽  
Stephen Kelly
Keyword(s):  
Strategic Management ◽  
Critical Analysis ◽  
Current Knowledge ◽  
Theory And Practice ◽  
Management Theory ◽  
Epistemic Virtue ◽  
Complex Environments ◽  
Further Development ◽  
Dominant Paradigm

AbstractA critical analysis of contemporary strategic management theory and practice suggests that modernist, linear thinking has facilitated the development of an abstracted reality which is misleading to managers and fundamentally flawed. It is argued that formulaic strategic tools such as those propounded by Porter fail to capture the reality of the complex environments that confront firms and falsely suggest that an answer can be derived from a predetermined toolbox.As an alternative to this dominant paradigm, the complexity of markets is presented not as something to be feared and ignored, but rather as a truth to be embraced. As a basis of taking this step, current knowledge on how complex environments work, perspectives on how they can be better understood and how people and organizations can engage within them, is presented. Ultimately it is recognised that both theoretical and practical foundations need significant, further development.

scholarly journals Context: The strategic management Rosetta Stone

2007 ◽  
Vol 7 (1) ◽  
Author(s):  
R. V. Weeks
Keyword(s):  
Strategic Management ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Scenario Planning ◽  
Theory And Practice ◽  
Management Theory ◽  
Response Alternative ◽  
Making Sense ◽  
Rosetta Stone ◽  
Complex Adaptive

Purpose: The purpose of this paper is to analyse context as a means for interpreting and making sense of evolving strategic management theory and practice. Problem investigated: Traditional strategic management theory based on rational deductive methodologies assumes contextual predictability, yet contemporary conditions tend to contradict this assumption. In response, alternative theories and practices for dealing with complex contexts have emerged (Brews & Purohit, 2006; Grant, 2003; Kurt & Snowden, 2003and Stacey, 1995). Methodology: A literature study was undertaken to determine the nature of emergent strategic management theory and practice, in response to contextual complexity and how it differs from traditional practice (Mintzberg, 1994 and Weeks &Lessing, 1993). Findings: An important conclusion drawn from the study is that context acts as a determinant for making sense of the evolution of strategic management theory and practice. While traditional strategic management practice still assumes relevance in contexts of linear causality, it breaks down in complex contexts. Emergent strategic management theory, based on complex adaptive systems, is increasingly assuming relevance. Notably, many institutions are still attempting to make use of scenario planning in an attempt to deal with contextual complexity, a practice not supported by leading researchers(Stacey, 1995 and Kurt & Snowden, 2003). Value of the research: The insights gained from the study assume relevance, in view of the contextual complexity confronting modern-day institutions. The findings suggest that emergent strategy based on complex adaptive system theory needs to be considered as a means for dealing with increasing environmental turbulence. Conclusion: It is concluded that context serves as the Rosetta stone for making sense of strategic management theory and practice. In view of the research findings, as reflected in the literature, it would seem that the use of complex adaptive systems theory is gaining in relevance, as a means for dealing with complex contexts. Also important is the finding that traditional and emergent practices can in effect coexist, depending on context

Contrasting Perspectives of Strategy Making: Applications in ‘Hyper’ Environments

2007 ◽  
Vol 28 (1) ◽  
pp. 71-94 ◽  
Author(s):  
John W. Selsky ◽  
Jim Goes ◽  
Oğuz N. Babüroğlu
Keyword(s):  
Strategic Management ◽  
Theory And Practice ◽  
Environmental Turbulence ◽  
Management Theory ◽  
Healthcare Sector ◽  
Organization Studies ◽  
Original Meaning ◽  
The Us ◽  
High Volatility ◽  
Strategy Making

We revisit the original meaning of turbulence in the socioecological tradition of organization studies and outline a perspective on strategy making grounded in that tradition. This entails a contrast of the socioecological perspective with the more well-known neoclassical perspective on strategy, based on their core decision premises and their different understandings of environmental turbulence. We argue that while some mainstream strategy approaches have taken important strides toward addressing advanced turbulence, many others remain tethered to the neoclassical origins of the strategy discipline and are insufficiently responsive to the new landscape of strategy that now characterizes many industries. This new landscape is construed as the ‘hyper environment’, in which positive feedback processes and emergent field effects produce high volatility. We use two case illustrations from the US healthcare sector to examine how neoclassical and socioecological perspectives contribute to strategizing in hyper environments. Implications for strategic management theory and practice flow from this analysis.

Questioning the epistemic virtue of strategy: The emperor has no clothes!

2011 ◽  
Vol 17 (4) ◽  
pp. 434-447 ◽  
Author(s):  
Steven French ◽  
Alexander Kouzmin ◽  
Stephen Kelly
Keyword(s):  
Strategic Management ◽  
Critical Analysis ◽  
Current Knowledge ◽  
Theory And Practice ◽  
Management Theory ◽  
Epistemic Virtue ◽  
Complex Environments ◽  
Further Development ◽  
Dominant Paradigm

AbstractA critical analysis of contemporary strategic management theory and practice suggests that modernist, linear thinking has facilitated the development of an abstracted reality which is misleading to managers and fundamentally flawed. It is argued that formulaic strategic tools such as those propounded by Porter fail to capture the reality of the complex environments that confront firms and falsely suggest that an answer can be derived from a predetermined toolbox.As an alternative to this dominant paradigm, the complexity of markets is presented not as something to be feared and ignored, but rather as a truth to be embraced. As a basis of taking this step, current knowledge on how complex environments work, perspectives on how they can be better understood and how people and organizations can engage within them, is presented. Ultimately it is recognised that both theoretical and practical foundations need significant, further development.

Doctor Edwards Deming – a Thinker Against Time

2020 ◽  
Vol 27 (3) ◽  
pp. 5-10
Author(s):  
Yu.P. Adler ◽  
Keyword(s):  
Job Training ◽  
Sampling Methods ◽  
Management Practice ◽  
Theory And Practice ◽  
Mathematical Statistics ◽  
Management Theory ◽  
Modern World ◽  
Human Endeavor ◽  
On The Job Training

Dr. Edwards Deming, whose 120th birthday falls on October 14, 2020, has made outstanding contributions to management theory and practice, mathematical statistics and many other areas of human endeavor. This work, written for the anniversary of E. Deming, examines the paradoxes arising from his teachings. They relate, inter alia, to competition, motivation and remuneration, the use of sampling methods, on-the-job training, operational definitions and much more. Resolving these paradoxes is the path to a deeper understanding of the modern world and to the improvement of management practice. Already during Deming’s lifetime, numerous attempts were made to revise his teachings, and now there is a desire to abandon the use and development of his heritage. This is alarming and worrying.

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