Managers are divided in their allegiance to their firms’ mission statements. Some managers swear by their mission statement while others swear at theirs. Evidence from two firms, as well as existing research, indicates that part of this disagreement originates in the manager’s view of...

Top management teams (TMT) were initially introduced almost 20 years ago but recently have rekindled the interest of researchers whose experience with organizations has demonstrated that the arrangement of the single omnipotent CEO at the apex of the firm has outlived its utility at a time when...

This paper explores the discipline, study and practice of management through the “current voice of management” and through four different voices. The four different voices are those of: a one‐person business, a PhD researcher in a school of management, a co‐ordinator of an articulated...

Purpose – The purpose of this paper is to develop a framework for organizational learning in an alliance‐based context. An interaction effect of environmental turbulence on the relationship between top management attitude towards learning and organizational learning is proposed....

Describes organizational‐organismic parallels in the context of the “natural need” for internal marketing. The need for internal marketing, especially within service organizations, is commonly recognized, but its implementation is considerably more difficult than its planning. Attitude...

Management is not always professional in all its attitudes and actions and has often been – and still is – inadequate in some aspects. It is useful for managers at all levels occasionally to review their approach and experience in the light of continual change. In general terms, attempts to...

Conceptualizes a paradigm for strategic decision success that is based on a formal, managerial decision‐making process, advanced as part of a set of managerial attitudes towards the process and towards the decision itself. The resultant typology of strategic decisions is related to four sets...

Innovation is now recognized as the key to bridging the gap between technology and business strategy. In response to this, a research project was established seeking to examine the current conceptual understanding of innovation, and establish patterns, if any, that might exist in the management...

Presents and compares two contrasting managerial attitudes towards strategic decisions. The first attitude is called maximizing behaviour, and it is founded on a set of assumptions that are unattainable in real‐world decision making. The use of this attitude invariably results in a failed...

The article examines the nature of pressure groups, their effect on corporate action and on managers. The importance of seeking an understanding of pressure groups is emphasised. Although pressure groups can be responsible for constraining corporate action, they can also sometimes present...