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Challenges to existing strategy theory in a postindustrial society

Article Abstract:

The changes that are shaping the postindustrial era have significant implications for strategic management theory and practice. For instance, they are transforming the relationships between firms and their customers. Customers, who were seen as mere mass markets in the past, are now treated as individual customers with their own specific demands. Another shift can be found in the relationships between firms and their employees, whereby employees with particular knowledge and skills have now become more desirable although they tend to be more demanding. In this new environment, strategy is focused on creating and maintaining relationships with the best customers and employees to optimize value, thereby increasing complexity internally and externally. Strategy theorists should respond to these changes by transcending traditional theories.

Planning, Economic development, Business planning, Organizational change

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Prospects for developing absorptive capacity through internal information provision

Article Abstract:

It is indicated that the existing literature on absorptive capacity underemphasizes the role of managers in administering information to organizational subunits with unique knowledge stocks. The degree to which managers can develop absorption capacity by directly providing information to agents in the organization that might adopt new practice is also explored.

Operations Research

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Toward an integrative cartography of strategic issue diagnosis frameworks

Article Abstract:

The feasibility-urgency (FU) approach better predicts managers' intentions and actual responses to strategic issues than the threat-opportunity (TO) approach. Threat is positively related to urgency and negatively related to feasibility, while the opposite relationships are true for opportunity.

United States, Report

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