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Всего публикаций в данном разделе: 4

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все АБВГДЕЖЗИЙК ЛМНОПРСТУФХЦЧШЩЭЮЯ
A B C D EF G H IJ K L M N O P QR S TUV W XYZ
 
Названия:
АБВ ГДЕЖЗИЙКЛМНОПРСТУФХЦЧШЩЭ ЮЯ
A B C D E F GH I JKLM N O P QR S T U VWXYZ
 

Опубликовано на портале: 25-12-2002
E.Grifell Tatje, Pilar Marques Gou
2002
This paper proposes the assessment of sustained superior performance by means of two measures called Static Performance and Dynamic Performance. The first evaluates the attained superior performance, and the second gauges its sustainability over time. This proposal builds primarily on the fact that, under the strategic management perspective, a firm's prevalent objective is the pursuit of sustained superior performance. Three basic conceptual dimensions stem from this objective: relativity, sign dependence, and dynamism. They serve as the foundation to the two performance measures presented. In contrast to the measures and methods in extant literature, our proposal provides: (i) a dynamic approach by considering the progress or regress in performance over time; and (ii) a cardinal measurement of performance differences and its changes over time. The paper also develops an axiomatic framework that any measure of strategic performance should comply to be theoretically and managerially sound. Finally, an empirical application to the Spanish banking sector during 1987-1999 is used to illustrate the measures.
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Опубликовано на портале: 25-12-2002
Fredrik Tell
2002
This paper explores the notion of corporate coherence by relating it to models of experiential learning. It is suggested that corporate coherence is a determinant of strategic direction and competitive advantages of firms. Moreover, the composition of learning activities implies the range and extent of corporate coherence, due to various problems associated with myopia of learning (Levinthal and March 1993). The paper specifies a model for analyzing corporate coherence in a learning framework. The paper suggests that corporate coherence, while being a necessary component in understanding strategic management, is a multi-faceted concept. It implies multi-level learning, where learning substitution (due to simplification and specialization) takes place both within each learning activity, as well as between activities.
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Опубликовано на портале: 25-12-2002
Angelique Toit
2002
This paper aims to bridge the pluralism which exists in strategy formulation by approaching the subject from the unrelated discipline of postmodernism. At the very heart of the pluralism which has divided both the theoretical and practical approach to strategy is an either/or mentality. What is proposed with the arguments discussed in this research is an and approach to understanding strategy. As will be discussed, this approach does not prescribe or discredit what has gone before, nor is it a restriction of the diversity advocated. On the contrary, it recognises current and previous theories and applications to strategy forming the necessary parts of what collectively depicts the pastiche nature of strategy formulation. Every one of the different approaches to strategy has or had a role to play in the creation of the field of strategy. But this paper demonstrate the dominance of the functionalist approach to strategic formulation. Such a belief is underpinne by assumptions based on an objective reality which exists external to the organisation.
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Опубликовано на портале: 25-12-2002
David Tranfield, David Denyer, Palminder Smart
2002
Undertaking a review of the literature is an important part of any research project. The researcher both maps and assesses the relevant intellectual territory, in order to specify a research question, which will further develop the knowledge base. However, traditional 'narrative' reviews often lack rigour, and in many cases are not undertaken as genuine pieces of investigatory science. Consequently they can lack a means for making sense of what the collection of studies is saying. These reviews can be biased by the researcher and often lack rigour. Further, the use of reviews of the available evidence to provide insights and guidance for intervention into the operational needs of practitioners and policy-makers has largely been of secondary importance. For practitioners making sense of a mass of often contradictory evidence has become progressively harder. The quality of evidence underpinning decision making and action has been questioned, for inadequate or incomplete evidence seriously impedes policy formulation and implementation. In exploring ways in which evidence-based management reviews might be achieved, the authors evaluate the process of systematic review used in the medical sciences. Over the last 15 years medical science has attempted to improve the review process by synthesising research in a systematic, transparent and reproducible manner with the twin aims of enhancing the knowledge base and informing policy making and practice. This paper evaluates the extent to which the process of systematic review can be applied to the management field in order to produce a reliable knowledge stock and enhanced practice by developing context sensitive research. The paper highlights the challenges in developing an appropriate methodology.
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