This paper examines how strategy scholars have conceptualized the term “dynamics”. An increasing number of studies in the field of strategic management address dynamic issues. This leads to the question of what is actually understood by “dynamics”. Based on our extensive literature review, we identify four conceptualizations of dynamics which differ especially in their level of conceptual richness, i.e., most of the existing studies treat dynamics in a descriptive manner; only a few studies make use of more comprehensive and sophisticated perspectives of dynamics. By presenting examples of studies with low and high conceptual richness we intend to sensitize researchers for this issue and hope to strengthen debates around “dynamics” with the ultimate goal to detail our understanding about dynamics in strategic management. We therefore provide recommendations for future work aimed at advancing the research on dynamics in strategic management.
This article aims to promote a dynamic perspective on the issues of sustainable managenemt tool innovation. In particular, we concentrate on tool implementation and subsequent rejection, a pattern which often occurs in businesses. Until now, most research on management tools has mainly relied on survey data and has failed to account for the dynamics of implementation and subsequent rejection of a management tool. Since sustainable implementation is not guaranteed by initial adoption, we try to understand rejection (or discontiuation) of tools in order to obtain insights about measure to achieve long-term acceptance. On the basis of a revelatory case study, we present the process of management tool implementation by means of a systems model. We provide a theory about the underlying dynamics of the boom and bust phenomenon.
Strategic coherence positively impacts firm performance. However, we still lack an understanding of its antecedents. In this paper, we introduce a comprehensive model combining CEO succession events and predecessor retention as well as CEO personality and managerial discretion as determinants of firm strategic coherence. Succession events negatively impact strategic coherence, while this relationship is negatively moderated by predecessor retention. Once appointed, a CEO’s personality impacts the level of a firms’ strategic coherence. More specifically, CEO narcissism decreases and core self evaluation increases strategic coherence. The degree to which these aspects of CEO personality manifest in strategic coherence is positively moderated by CEO discretion. Finally, we suggest a panel regression to test the hypothesized relationships in a sample of the top 31 Swiss acquirers.
Im Gespräch erklärt Jürgen Spickers, Leiter Management-Seminare am Institut für Betriebswirtschaft der Universität St.Gallen, inwiefern man Weiterbildung enger mit der Arbeitssituation verbinden muss und in welchem Bereich die Universität einen angeborenen blinden Fleck aufweist.
In Zeiten der andauernden Instabilität gewinnen ganzheitliche Wertmanagement-Konzepte, die auch Strategie, Kultur und Struktur miteinbeziehen, wieder mehr Bedeutung bei der Handlungsorientierung. Jürgen Spickers, Leiter Management-Seminare am Institut für Betriebswirtschaft der Universität St.Gallen, legt im Gespräch dar, wie auf Ebene der Weiterbildung für die Kaderstufe erfolgreich mit einem entsprechend aktualisierten VIP-Konzept (Von der Vision zur Prozessorganisation) gearbeitet wird, das die Kernthemen ganzheitlich integriert.
Unternehmen erwarten von Weiterbildungsmassnahmen einen Nutzen im Sinne eines «Return on Investment». Entsprechend wird nach Konzepten verlangt, die ein hochwirksames Lernen bewirken. Doch liegt das Problem überhaupt im Lernen?
