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

scholarly journals Impact of strategic management, corporate social responsibility on firm performance in the post mandate period: evidence from India

2021 ◽  
Vol 6 (1) ◽  
Author(s):  
Nayan Mitra
Keyword(s):  
Corporate Social Responsibility ◽  
Firm Performance ◽  
Social Responsibility ◽  
Strategic Management ◽  
Emerging Economies ◽  
Brand Building ◽  
The Government ◽  
To Come ◽  
Key Aspects ◽  
Corporate Social

AbstractCorporate Social Responsibility (CSR) is like a chameleon, that changes its colour according to the context it is in. In the developed economy, it takes the form of sustainability and/ or philanthropy, whereas, in emerging economies, it speaks the language of religious, political and/ or mandated CSR. India, in recent times came into the limelight with its mandated CSR policy that was incorporated into its Companies Act 2013, which became operational from the financial year 2014 - 2015. Mandated CSR is thus a new area of study that is based on the philosophy that ‘CSR should contribute to the national agenda in emerging economies,’ under some statutory guidelines as laid down by the Government.But, business houses, do look for maximising its profit. Profit can be financial and/ or non-financial. If not money, then at least the effort must be compensated with reputation, image, that helps in brand building! And, to have this as an objective, their efforts should be strategic! But, does all strategies work? With these questions and conceptual thinking, this empirical research aims to identify the key aspects of Strategic Management, CSR and Firm Performance and establish relationship between them; apart from developing a valid and reliable scale to do so. This is indeed one of the first researches and documentations done among the large Indian firms in India immediately in the post mandate period and thus forms a base for understanding the CSR dynamics in the years to come.

Tackling Weaknesses in Students’ Financial Analysis Capabilities: A Value-Based Exercise for Strategic Management Courses

2020 ◽  
pp. 237929812090951
Author(s):  
William R. Carter
Keyword(s):  
Quantitative Analysis ◽  
Firm Performance ◽  
Strategic Management ◽  
Financial Analysis ◽  
Management Process ◽  
Strategy Execution ◽  
Current Strategy ◽  
A Value ◽  
Strategic Management Process

Appraising firm performance is an important aspect of the strategic management process. Unfortunately, many students in strategic management courses do not have adequate financial analysis skills to do this task. This deficiency affects their ability to learn and perform the full scope of the strategic management process. This article presents an exercise designed to address this challenge. The exercise emphasizes the central objective of strategic management, that is, the achievement of superior levels of creating and capturing value. The brief lesson and exercise enable students to use simple accounting metrics to appraise the quality of a firm’s current strategy, execution capabilities, and resulting competitive position. Primarily for undergraduate courses in which numerous students are challenged by quantitative analysis tasks, this exercise alleviates the need for instructors to invest an inordinate amount of time reteaching financial analysis.

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.

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