Academic viewpoint of Strategic Management towards Applied Science: Empirical Study on Organizational Behaviour

 
 
 
  • Abstract
  • Keywords
  • References
  • PDF
  • Abstract


    This overview paper covers the consequences on the appropriate methodology of research instruments that are used for local and internationally graduated students, from the case of Malaysian Colleges / Institutions. Results demonstrate that key the executive’s apparatuses are significant by proposing a vital administration in applied science. Be that as it may, with the end goal to comprehend procedure as applied science, we have to see how and why specialists utilize procedure apparatuses as opposed to holding scholarly predispositions about the hypothetical bases and utility of those instruments. This paper clarifies why we should take a look at the utilization of key administrative hypothesis as an issue of instruments’ as opposed to other hypotheses. At one point it is clarified that the examination structure and techniques for a mapping investigation of technique instruments appropriation directed with an example of residential and worldwide graduated class in nine MALAYSIA business Colleges / Institutions in 2016. The discoveries from this study are displayed regarding technique device mindfulness, rank requesting of devices inside various phases of the technique procedure by volume of utilization and by saw esteem, and some individual, hierarchical and instructive effects on methodology device reception. These outcomes are translated and examined. The paper adds to the importance by giving an assortment of proof on what vital the executives’ devices are utilized, by whom, in what setting and for what errands. Such proof is fundamental to advise the continuous importance banter in two different ways. Initially, it affirms that key the executive’s hypothesis is pertinent to specialists, but not really in the ways that scholastics conceptualize significance. Second, it broadens the idea of significance past essentially instrumental contemplations, as the outcomes show this isn't the main thought affecting specialist' determination of instruments.

     


  • Keywords


    Strategic management, Applied Science, Academic View

  • References


      [1] Academy of Management Conference. 2004. Conference Topic: Creating Actionable Knowledge. New Orleans, August.

      [2] Academy of Management Journal. 2001. Special research forum: knowledge transfer between academics and practitioners. 44(2): 340–440.

      [3] Administrative Science Quarterly. 1982. Special Issue, Part I: The utilization of organizational research. 27(4): 587–685.

      [4] Balogun, J. 2003. From Blaming the Middle to Harnessing its Potential: Creating Change Intermediaries. British Journal of Management, 14, 1: 69-­‐84.

      [5] Barry, D. and Elmes, M. (1997). Strategy retold: toward a narrative view of strategic discourse.Academy of Management Journal, 22(2), 429-­‐452.

      [6] British Journal of Management (2001). Special issue in Bridging the Relevance Gap. Volume 12. Special issue 1.

      [7] Clark, D.N. (1995). Strategic level MS/OR tool usage in the United Kingdom: an empirical survey.The Journal of Operational Research Society, 46(9), 1041-­‐1051.

      [8] Clark, D.N. (1997). Strategic management tool usage: a comparative study. Strategic Change, 6(7), 417-­‐ 427.

      [9] Clark, D.N. and Scott, J. L. (1999). Strategic level MS/OR tool usage in the United Kingdom and New Zealand: A comparative survey. Asia-­‐Pacific Journal of Operational Research, 16(1), 35-­‐51.

      [10] Dunn, W. N. (1980). The two-­‐communities metaphor and models of knowledge use. Knowledge Creation, Diffusion, Utilization. 1:515-­‐536.

      [11] Dyson, R.G. (2004). Strategic development and SWOT analysis at the University of Warwick. European Journal of Operational Research, 152(3), 631-­‐640.

      [12] Frost, F.A. (2003). The use of strategic tools by small and medium-­‐sized enterprises: an Australian study. Strategic Change, 12(1), 49-­‐62.

      [13] Ghoshal, S. & Moran, P. 1996. Bad for practice: A critique of the transaction cost theory.Academy of Management Review, 21.1:13-­‐47.

      [14] Ghoshal, S. (2005). ‘Bad management theories are destroying good management practices.Academy of Management Learning and Education, 4.1: 75-­‐91.

      [15] Grant, R. M. 2003. Strategic Planning in a turbulent environment: Evidence from the oil majors.Strategic Management Journal, 24.6:491-­‐518.

      [16] Haspeslagh, P. 1982. A survey of US companies shows how effective portfolio planning could be but often isn't. Harvard Business Review, 60: 58-­‐73.

      [17] Hebb, D. O. 1949. The Organization of Behavior. John Wiley: New York

      [18] Hendry, J. (2000). Strategic decision making, discourse, and strategy as social practice. Journal of Management Studies, 37(7), 955-­‐977.

      [19] Hill, T. and Westbrook, R. (1997). SWOT analysis: it’s time for a product recall.Long Range Planning, 30(1), 46-­‐52.

      [20] Hodgkinson, G. Whittington, R. Johnson, G. and Schwarz, M. (2006). The role of strategy workshops in strategy development processes: formality, communication, cow ordination and inclusion. Long Range Planning, 39(5), 479-­‐496.

      [21] Jarzabkowski, P. 2004. 'Strategy as practice: Recursive, adaptive and practices-­‐in-­‐use.' Organization Studies, 25.4: 529-­‐560.

      [22] Louzeau, D., Langley, A. and Denis, J.-­‐L. (2002) The corruption of management techniques by organizations. Human Relations 55(5), 537–564.

      [23] Løwendahl, B. & Revang, Ø. 1998. Challenges to existing strategy theory in a post-­‐industrial society. Strategic Management Journal, 19.8: 755-­‐774

      [24] Mantere, S. 2005. ‘Strategic practices as enablers and disablers of championing activity.’ Strategic Organization! 3.2: 157-­‐284.

      [25] Miner, B. (2003). The rated importance, scientific validity, and practical usefulness of organizational behavior theories: A quantitative review. Academy of Management Learning and Education, 2.3, 250–268.

      [26] Mintzberg, H. (1979). The Structuring of Organizations. Englewood Cliffs, NJ: Prentice Hall.

      [27] Pelz, D.C. (1978). Some expanded perspectives on use of social science in public policy. In M. Yiner & S.J. Cutler (Eds.), Major Social Issues: A Multidisciplinary View(pp. 346-­‐357). New York: Free Press

      [28] Pickton, D.W. and Wright, S. (1998). What’s swot in strategic analysis?.Strategic Change, 7(2), 101-­‐109.

      [29] Prahalad, C. K. & G. Hamel. 1994. 'Strategy as a field of study: Why search for a new paradigm?Strategic Management Journal, 15: 5-­‐16.

      [30] Priem, R. L. and J. Rosenstein. 2000. Is organization theory obvious to practitioners? A test of one established theory. Organization Science, 11.5: 509-­‐524.

      [31] Regner, P. (2003). Strategy creation in the periphery: inductive versus deductive strategy making.Journal of Management Studies, 40(1), 57-­‐82.

      [32] Rigby, D. and Bilodeau, B. (2005). The Bain 2005 management tool survey.Strategy and Leadership, 33(4), 4-­‐12.

      [33] Seidl, D. (2007). General strategy concepts and the ecology of strategy discourses: a systematic-­‐discursive perspective. Organization Studies, 28(2), 197-­‐218.

      [34] Shrivastava, P. 1987. Rigor and practical usefulness of research in strategic management. Strategic Management Journal. 8.1: 77-­‐92.

      [35] Stenfors, S. Tanner, L. and Haapalinna, I. (2004). Executive use of strategy tools: building shared understanding through boundary objects. Frontiers of E-­‐Business Research 2004, 635-­‐645.

      [36] Stenfors, S. Tanner, L. Syrjänen, M. Seppälä, T. and Haapalinna, I. (2007). Executive views concerning decision support tools. European Journal of Operational Research, 181(2), 929-­‐938.

      [37] Tapinos, E. Dyson, R.G. and Meadows, M. (2005). The impact of performance measurement in strategic planning. International Journal of Productivity and Performance Measurement, 54(5/6), 370-­‐384.

      [38] Tsoukas, H. and Knudsen, C. (2002). The conduct of strategy research. In Pettigrew, A. Thomas, H. and Whittington, R. (ed.), Handbook of Strategy and Management. London: Sage Publications

      [39] Whittington, R. 2003. "The work of strategizing and organizing: For a practice perspective." Strategic Organization, 1/1: 119-­‐127.

      [40] Whittington, R., P. Jarzabkowski, J. Nahapiet, M. Mayer, E. Mounoud and L. Rouleau (2003) ‘Taking strategy seriously: Responsibility and reform for an important social practice’. Journal of Management Inquiry, Dec, 12.4, 396-­‐409.


 

View

Download

Article ID: 28382
 
DOI: 10.14419/ijet.v8i1.10.28382




Copyright © 2012-2015 Science Publishing Corporation Inc. All rights reserved.