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Innovation: People and Implementation
Morden, Tony - In: Management Decision 27 (1989) 3
This is the second of two linked articles on strategy for innovation and its implementation. The purpose of the first … article was to examine the strategic process of planning innovation within the enterprise. The objective of this second … article is to examine some of the ways by which innovation is implemented. The success of enterprise innovation strategy will …
Persistent link: https://www.econbiz.de/10014934798
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A field research on the relationship between strategic decision‐making speed and innovation performance in the case of Turkish large‐scale firms
Zehir, Cemal; Özşahin, Mehtap - In: Management Decision 46 (2008) 5, pp. 709-724
‐making speed; examine the relationship between those factors and innovation performance; and clarify the relationship between … strategic decision‐making speed and innovation performance. Design/methodology/approach – A survey was conducted on 73 large …/value – This survey is one of the first to examine the strategic decision speed and innovation performance relationship, revealing …
Persistent link: https://www.econbiz.de/10014932866
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The nature of market orientation and the ambidexterity of innovations
Li, Ci‐Rong; Lin, Chen‐Ju; Chu, Chih‐Peng - In: Management Decision 46 (2008) 7, pp. 1002-1026
efforts to develop and foster different types of innovation competencies; and then, those effects would be moderated through …
Persistent link: https://www.econbiz.de/10014932885
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Social networks and Web 3.0: their impact on the management and marketing of organizations
Garrigos‐Simon, Fernando J.; Lapiedra Alcamí, Rafael; … - In: Management Decision 50 (2012) 10, pp. 1880-1890
Purpose – Innovations, coupled with the advancement of new information and communication technologies (ICTs) and the evolution of the internet, have had a profound impact on the structure of firms and have altered the decision‐making process. In the new economic and social environment, the...
Persistent link: https://www.econbiz.de/10014933311
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Managing Management Research
Howard, Keith; Peters, John - In: Management Decision 28 (1990) 5
implementation of findings within an organisational setting. A description of the aims of management research is followed by advice …
Persistent link: https://www.econbiz.de/10014933438
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Business Policy in Action
In: Management Decision 31 (1993) 6
An overview of all the elements that go into formulating a business strategy – including received wisdom from the gurus, vision and values, ideas on growth, forecasting, information, objectives, audits, customers, markets, competition, finances, structure, training – with the focus on how to...
Persistent link: https://www.econbiz.de/10014933576
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Business Process Re‐engineering
Lance Revenaugh, D. - In: Management Decision 32 (1994) 7, pp. 16-27
Implementation is the challenge that comes at the end of all new (and old) methods for improving organizations …. Examines the strategic relevance of a process, as delineated in the strategic grid, for its relationship to BPR implementation … the successful implementation of BPR.  …
Persistent link: https://www.econbiz.de/10014933638
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The Strategic Leadership Star
Nicholls, John - In: Management Decision 32 (1994) 8, pp. 21-26
implementation. They lead back to the first point, fulfilment of the fundamental purpose, through such things as: stretch, creative …‐building. This means that, in performing the strategic leadership role, strategy formulation and strategy implementation are no …
Persistent link: https://www.econbiz.de/10014933648
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Developing self‐directed work teams
Clifford, Gavin P.; Sohal, Amrik S. - In: Management Decision 36 (1998) 2, pp. 77-84
Over the past decade many manufacturing organisations around the world have been changing their structures from the traditional hierarchical pyramid structure to a flatter, more responsive and lean structure. Team work and employee participation have become the key tasks for managers in all...
Persistent link: https://www.econbiz.de/10014933882
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Competence and strategic paradox
Thompson, John L. - In: Management Decision 36 (1998) 4, pp. 274-284
Looking at organizational decision and choices in the 1990s, it is tempting to conclude that we live in an era of focus and downsizing. The time of the conglomerate has passed. Downsizing can always be justified to improve efficiency, but only if it is really rightsizing to prepare a strong base...
Persistent link: https://www.econbiz.de/10014933904