Inquiry into Modern Contractual Relations in Strategic Management: Theory and Applications

2010 ◽  
Author(s):  
Seth Carnahan ◽  
Glenn P. Hoetker
Keyword(s):  
Strategic Management ◽  
Management Theory ◽  
Contractual Relations

The Non-Normality of Firm Performance and the Consequences for Strategic Management Theory

2020 ◽  
Vol 2020 (1) ◽  
pp. 17996
Author(s):  
S. Trevis Certo ◽  
Kristen Raney ◽  
Latifa Albader
Keyword(s):  
Firm Performance ◽  
Strategic Management ◽  
Management Theory

Emergency managers as change agents: Recognizing the value of management, leadership, and strategic management in the disaster profession

2016 ◽  
Vol 13 (1) ◽  
pp. 37 ◽  
Author(s):  
Heriberto Urby Jr, PhD, JD ◽  
David A. McEntire, PhD
Keyword(s):  
Strategic Management ◽  
Emergency Management ◽  
Change Agents ◽  
Transformational Change ◽  
Management Theory ◽  
The Past ◽  
Emergency Managers ◽  
Management Leadership

This article discusses the influence of management theory, some principles of leadership, four strategic management considerations, that are applied to emergency management, allow emergency managers to transform their followers, organizations, and communities at large. The authors argue that in the past there has been little recognition of the value, or application, of these three areas of emphasis in the disaster profession. Using more of these principles, emergency managers may transform into transformational change agents who make a difference in their followers' lives, who themselves transform other people and improve emergency management.

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.

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