scholarly journals Strategic Management and Organizational Behavior in Dental Education: Reflections on Key Issues in an Environment of Change

2009 ◽  
Vol 73 (6) ◽  
pp. 689-695 ◽  
Author(s):  
David G. Dunning ◽  
Timothy M. Durham ◽  
Brian M. Lange ◽  
Mert N. Aksu
Keyword(s):  
Organizational Behavior ◽  
Strategic Management ◽  
Dental Education ◽  
Key Issues

Configuration Research in Strategic Management: Key Issues and Suggestions

1993 ◽  
Vol 19 (4) ◽  
pp. 775-795 ◽  
Author(s):  
Gregory G. Dess ◽  
Stephanie Newport ◽  
Abdul M. A. Rasheed
Keyword(s):  
Strategic Management ◽  
Data Aggregation ◽  
Temporal Stability ◽  
Methodological Issues ◽  
Research Methodologies ◽  
Unit Of Analysis ◽  
Key Issues ◽  
Theoretical Issues

This paper discusses major theoretical and methodological issues that strategic management researchers must consider when developing and testing configuration theories. The theoretical issues include: (1) number of domains, (2) causality, and (3) temporal stability. The methodological issues are: (I) specification of key constructs, (2) effects of data aggregation, (3) the choice of unit of analysis, and (4) the appropriateness of research methodologies. Greater attention to these issues should result in more accurate findings and more meaningful interpretations.

Perspective—Chance Explanations in the Management Sciences

2015 ◽  
Vol 26 (3) ◽  
pp. 923-940 ◽  
Author(s):  
Jerker Denrell ◽  
Christina Fang ◽  
Chengwei Liu
Keyword(s):  
Organizational Behavior ◽  
Strategic Management ◽  
Management Practice ◽  
Macro Level ◽  
Empirical Testing ◽  
Theoretical Integration ◽  
Chance Events ◽  
Empirical Regularities ◽  
Structured System ◽  
Random Variation

We propose that random variation should be considered one of the most important explanatory mechanisms in the management sciences. There are good theoretical reasons to expect that chance events strongly impact organizational behavior and outcomes. We argue that models built on random variation can provide parsimonious explanations of several important empirical regularities in strategic management and organizational behavior. The reason is that random variation in a structured system can give rise to systematic patterns at the macro level. Here, we define the concept of a chance explanation; describe the theoretical mechanisms by which random variation generates patterns at the macro level; outline how key empirical regularities in management can be explained by chance models; and discuss the implications of chance models for theoretical integration, empirical testing, and management practice.

Strategic Management of the Family Business: Past Research and Future Challenges

1997 ◽  
Vol 10 (1) ◽  
pp. 1-35 ◽  
Author(s):  
Pramodita Sharma ◽  
James J. Chrisman ◽  
Jess H. Chua
Keyword(s):  
Strategic Management ◽  
Family Business ◽  
Family Relationships ◽  
Family Firms ◽  
Management Practices ◽  
Past Research ◽  
Management Perspective ◽  
Future Challenges ◽  
Key Issues ◽  
And Performance

This article reviews the literature on family business from a strategic management perspective. In general, this literature is dominated by descriptive articles that typically focus on family relationships. However, the literature does not usually address how these relationships affect the performance of a family business. Taking a strategic management perspective, we outline a new set of objectives for family-business research. We also identify some of the key issues and gaps that should be explored in future studies if research is to contribute to improving the management practices and performance of family firms.

Cost of employee loyalty@Anand Finance

2016 ◽  
Vol 6 (1) ◽  
pp. 1-26
Author(s):  
Nagendra V. Chowdary ◽  
Vandana Jayakumar ◽  
R. Muthukumar
Keyword(s):  
Organizational Behavior ◽  
Strategic Management ◽  
Financial Services ◽  
Best Practice ◽  
Subject Area ◽  
Harvard Business Review ◽  
Employee Loyalty ◽  
Content Type ◽  
Course Of Action

Subject area Organizational Behavior and Strategic Management. Study level/applicability MBA, Management/Executive development programs. Case overview This case study can be used effectively for understanding the nuances of employee loyalty, especially if there is a cost of employee loyalty. While Anand Finance is happy that its workforce has largely been loyal, the volatile, uncertain, complex and ambiguous times force it to chart new course of action. The newly appointed Business Head, Ashok Singh's challenges compound when he finds that there was not’t a single innovation or best practice adopted over the past three years. Given his mandate to make Anand Finance as the Walmart of financial services, can he aspire to rally the forces behind the new mission? This case study facilitates an interesting discussion on the significance of operational and strategic alignment at organizations in the backdrop of an interesting story of Anand Finance, one of the leading non-banking financial companies (NBFCs) in India. The non-alignment was noticed by Ashok Singh (Singh) who took over as the Business Head of Anand Finance. While the company boasted of long-standing employees, Singh was quick to notice that the company had been paying a cost for employee loyalty. What was the cost of employee loyalty? Singh could also sense that the company was in a state of active inertia. Expected to make Anand Finance Walmart for financial services by 2025, Singh had a big task at hand given the lack of strategic orientation of the employees. What would be the likely course of Singh's actions? As the case study deals with strategic dilemmas related to the organizational culture, it can be suitably used for organizational behavior and strategic management courses. This case study is meant highlight that even if an organization is operationally sound and successful, it cannot afford to be strategically disoriented, as its strengths may prove to be its weaknesses with changing business conditions. Expected learning outcomes At the end of this case discussion, the participants are expected to know the merits and demerits of employee loyalty and the implications of the same for organizational change; whether employees’ relatively longer stints at companies would contribute to active inertia (as defined by Donald N. Sull in Harvard Business Review article, “Why Good Companies Go Bad”); and the ways to align operational orientation with strategic mindset, especially in the case of employees who rose through the ranks and had been serving the company for relatively longer period. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Upsides to Dark and Downsides to Bright Personality: A Multidomain Review and Future Research Agenda

2017 ◽  
Vol 44 (1) ◽  
pp. 191-217 ◽  
Author(s):  
Mickey B. Smith ◽  
Aaron D. Hill ◽  
J. Craig Wallace ◽  
Tessa Recendes ◽  
Timothy A. Judge
Keyword(s):  
Human Resources ◽  
Organizational Behavior ◽  
Strategic Management ◽  
Personality Traits ◽  
Research Agenda ◽  
Recent Trend ◽  
Future Research ◽  
Future Research Agenda ◽  
Growing Body

It has become common practice to refer to personality traits as being either bright or dark, and a wealth of research has provided support for the effects of both bright traits and dark traits in organizations. This research has largely focused on explaining the downside of dark traits and the upside of bright traits. However, a recent trend has emerged in which scholars are challenging the long-standing convention that bright traits are always beneficial and dark traits are always detrimental. Instead, novel research has begun to explore the potential upside of dark traits and downside of bright traits. In this review, we adopt a multidomain perspective—integrating work from organizational behavior, human resources, strategic management, and entrepreneurship—to highlight this growing body of research. Specifically, we focus on the work advancing our understanding of the complexity of personality, such as identifying situations in which dark traits may be advantageous or beneficial and detecting curvilinear effects that suggest too much of a bright trait may be disadvantageous. Furthermore, we provide a brief discussion on special considerations for the measurement of both bright and dark traits and close with a series of avenues for future research.

Effects of Key Issues On The Financial Performance of Hospitality Firms

1988 ◽  
Vol 12 (2) ◽  
pp. 83-90 ◽  
Author(s):  
Rob Heiman
Keyword(s):  
Longitudinal Study ◽  
Organizational Behavior ◽  
Financial Performance ◽  
Stock Price ◽  
Food Service ◽  
Hospitality Management ◽  
Vested Interest ◽  
Service Organizations ◽  
Key Issues ◽  
Hospitality Firms

The overall financial objective of publicly-held corporations can be flatly stated as “increasing the price of stock, thereby increasing the wealth of the shareholders.” Therefore as this statement reads, students of hospitality management should have vital and vested interest in the causes, situations, events, trends, and developments that will effect the price of stock. The students' concern would be directed toward those firms which have as its primary business, as the activity of selling food, beverage, lodging, service, or a combination of the above. As partial requirement for an undergraduate senior-level organizational behavior course, an 18 week longitudinal study was conducted to address this topic. The process of the study was to observe and chart weekly stock price activity, and seek events or issues which have shown to influence the “trading stock price” of selected multi-unit food service organizations.

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