Recovering the Divide: A Review of Strategy and Tactics in Business and Management

Mackay, David; Zundel, Mike

doi:10.1111/ijmr.12091

Cited by 30 publications

(28 citation statements)

References 181 publications

(315 reference statements)

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“…Users, implementers, or even designers themselves may modify the intended ideas by redesigning or customizing them to fit specific situations and actors’ needs. This iterative perspective thus avoids a simplistic and overtly rational view of implementation as mere execution (MacKay and Zundel 2017), and it is shared by several authors (Greer et al . 2017; Leonardi 2015; Piercy 1998) who argue that formulation and implementation are two intertwined processes.…”

Section: Conceptualization Of Implementation: Lessons From Other Fieldsmentioning

confidence: 95%

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

Trullén

Bos-Nehles

Valverde

2020

Int J Management Reviews

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Despite increasing interest in human resource management (HRM) implementation as an explanation for the association between HRM and firm performance, considerableconfusion remains about what implementation means. In order to develop conceptual definitions of HRM implementation and implementation effectiveness, this study builds on three different literatures outside the HRM field (strategy, innovation, and change management), which have addressed this topic extensively. As a result, implementation is characterized as a dynamic process, involving the interaction among multiple actors, starting with the adoption of a new practice and ending with its routinization. This is distinguished from implementation effectiveness as an outcome of that process. The study helps to achieve construct clarity, hence providing a more solid basis for future research and allowing for a better consolidation of findings. The authors also develop an agenda for further research by reviewing a number of theoretical and methodological approaches that have been used in implementation research across fields, including HRM. Overall, the study aims to establish implementation research as a highly relevant academic and practical quest not only in HRM, but also in other management literatures.This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

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Section: Conceptualization Of Implementation: Lessons From Other Fieldsmentioning

confidence: 95%

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

Trullén

Bos-Nehles

Valverde

2020

Int J Management Reviews

View full text Add to dashboard Cite

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“…(2) deep knowledge of the competitive environment; (3) objective evaluation of the resources; and (4) effective implantation.…”

Section: Strategy Creationmentioning

confidence: 99%

“…"Strategy" is the main concept of the contemporary era [1] that has come to replace previous management activities such as "administration" or "planification." According to [2,3], the meaning of the word strategy originated in the military field and comes from the word "strategos" meaning general in Greek. rough time, its meaning has been evolving, being applied to other human activities and, in particular, to business strategies.…”

Section: Introductionmentioning

confidence: 99%

Conceptual Framework for the Strategic Management: A Literature Review—Descriptive

Fuertes

Alfaro

Vargas

et al. 2020

Journal of Engineering

151

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The objective of this work is to review the literature of the main concepts that lead to determining the strategic approach, creation of strategies, organizational structures, strategy formulation, and strategic evaluation as a guide for the organizational management, taking into account the effects produced by the different types of strategies on the performance of organizations. In this article, the systemic literature review method was used to synthesize the result of multiple investigations and scientific literature. The process of reading and analysis of the literature was carried out through digital search engines with keywords in areas related to the strategic management. This research reveals the lack of scientific literature containing important theoretical concepts that serve the strategists as a guide in the creation, formulation, and evaluation of strategies. This review contributes to the existing literature by examining the impact of the strategic management on the organizational performance.

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“…In their paper, Mackey and Zundel (2016), show that worldwide, many classifications of the Strategic Business Management Schools are known, such as McKiernan, Mintzberg, and Whittington (Whittington, 2001), divide the Strategic Business Management Schools as follows: Conventional, process, evolutionary and system schools.…”

Section: Theoretical Background Cooperation Of Stakeholders In Stratementioning

confidence: 99%

The Importance of Stakeholder Involvement in Strategic Development of Destination Management: The Case of the Mirna Valley Destination

Žibert

Koščak²,

Prevolšek³

2017

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The aim of this paper is to explain further the importance of stakeholder involvement in strategic development of destination management with the purpose of getting a deeper understanding of what different stakeholders perceive as more or less important when it comes to destination management. Key concepts of strategic and destination management are explained in the theoretical part. Based on this, we have posed ourselves the main research question: What are the desires of different stakeholders in the development of the destination in the light of strategic management? Explanations and viewpoints of other authors were summarized, and attempts were made to derive new viewpoints based on our research questions. Results confirm the findings that the life of the local population should be included and engaged actively in the development, when developing the destination and identifying the potentials. Each group of stakeholders plays a special role in the development of the destination. This paper offers an overview of the analysis challenges and trends in the development of a small tourist destination. The most reasonable and appropriate for small destinations is to undertake the management of 'bottom-up' and to consider a common brand, which will provide recognition of the place and its key tourism products.

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Recovering the Divide: A Review of Strategy and Tactics in Business and Management

Cited by 30 publications

References 181 publications

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

Conceptual Framework for the Strategic Management: A Literature Review—Descriptive

The Importance of Stakeholder Involvement in Strategic Development of Destination Management: The Case of the Mirna Valley Destination

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