This edited collection, first published in 1989, stems from the second annual meeting the British Academy of Management, held at Cardiff Business School in 1988. With the focus on important areas of change affecting management practice and theory – in markets, technology and organizational structure - this volume contains a selection of material presented at the conference by leading scholars in the field. Their contributions provide multi-disciplinary views of organizational strategy, across a wide spectrum of business and industry, which will be of significant interest to any students of business structure and management.
"Refreshingly there’s also an absence of the modern-day formulaic approach to business research, with an emphasis on critical insight into phenomenon, clarity and depth of recommendation instead". - Lowellyne James, MCQI CQP, Robert Gordon University
Tables; Figures; Preface; Part I: Understanding Management 1. Management research and the development of management practice Roger Mansfield 2. The discipline of management and academic defensive routines Chris Argyris 3. Longitudinal methods to study change: theory and practice Andrew M. Pettigrew 4. The case study: a vital yet misunderstood research method for management N. Craig Smith 5. Experimentation in reflective practice: a conceptional framework for managers in highly professionalized organizations Gethin Williams; Part II: Technology and Innovation 6. Strategic management in the innovating firm K. Pavitt 7. Technology, marketing, and culture: the politics of new product development John Hendry 8. Technological change and strategic management: technological transilience and the British automotive components sector K. J. Clarke 9. The implications of electronic point-of-sale technology on the marketing/operations interface in UK retailing J. E. Lynch 10. Interfirm collaboration and innovation: strategic alliances or reluctant partnerships? Keith Dickson, Helen Lawton Smith, and Stephen Smith; Part III: Strategy and Organizations 11. The linkage between strategy, strategic groups, and performance in the UK retail grocery industry Pam Lewis and Howard Thomas 12. An integrated approach to global competitive strategy George S. Yip 13. Linking strategic change, competitive performance and human resource management: results of a UK empirical study Chris Hendry, Andrew Pettigrew, and Paul Sparrow 14. The motivation, satisfaction and company goals of business proprietors Stanley Cromie and Simon Ayling 15. The roles of accounting in organizational maintenance and change: insights from a case study Brendan McSweeney 16. Two modes of organization Robert Cooper and Stephen Fox 17. Corporate birth, crisis, and rebirth: the emergence of four small UK service firms Martyn Pitt; Index
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