Pub Date : 2001-11-01DOI: 10.5465/AME.2001.5898744
J. Gibson, D. Tesone
Executive Overview Management fads often get a lot of attention. Should managers be concerned about the latest management fad, or is it just a waste of time?1 Considerable interest has been shown in the literature about management fads and fashions. Journal and newspaper articles abound,2 and professional books have been written on the subject.3 Unlike many literature-based, academic concepts, these fads and fashions are well known by practicing managers. This article focuses on five management fads of the late 20th century, each one representative of a management trend of a specific decade: MBO (1950s), sensitivity training (1960s), quality circles (1970s), total quality management (1980s), and self-managed or self-directed teams (1990s). In each case, this article explores the origin of the fad through its evolution into mainstream management practice. Further, each fad is examined to determine relevance to current management practice. The article offers practical guidelines for managers regarding which...
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Pub Date : 2001-11-01DOI: 10.5465/AME.2005.19417907
D. Hambrick, J. Fredrickson
Executive Overview After more than 30 years of hard thinking about strategy, consultants and scholars have provided an abundance of frameworks for analyzing strategic situations. Missing, however, has been any guidance as to what the product of these tools should be—or what actually constitutes a strategy. Strategy has become a catchall term used to mean whatever one wants it to mean. Executives now talk about their “service strategy,” their “branding strategy,” their “acquisition strategy,” or whatever kind of strategy that is on their mind at a particular moment. But strategists—whether they are CEOs of established firms, division presidents, or entrepreneurs—must have a strategy, an integrated, overarching concept of how the business will achieve its objectives. If a business must have a single, unified strategy, then it must necessarily have parts. What are those parts? We present a framework for strategy design, arguing that a strategy has five elements, providing answers to five questions—arenas: wh...
{"title":"Are you sure you have a strategy","authors":"D. Hambrick, J. Fredrickson","doi":"10.5465/AME.2005.19417907","DOIUrl":"https://doi.org/10.5465/AME.2005.19417907","url":null,"abstract":"Executive Overview After more than 30 years of hard thinking about strategy, consultants and scholars have provided an abundance of frameworks for analyzing strategic situations. Missing, however, has been any guidance as to what the product of these tools should be—or what actually constitutes a strategy. Strategy has become a catchall term used to mean whatever one wants it to mean. Executives now talk about their “service strategy,” their “branding strategy,” their “acquisition strategy,” or whatever kind of strategy that is on their mind at a particular moment. But strategists—whether they are CEOs of established firms, division presidents, or entrepreneurs—must have a strategy, an integrated, overarching concept of how the business will achieve its objectives. If a business must have a single, unified strategy, then it must necessarily have parts. What are those parts? We present a framework for strategy design, arguing that a strategy has five elements, providing answers to five questions—arenas: wh...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2001-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126888013","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2001-08-01DOI: 10.5465/AME.2001.26205860
D. Hambrick
{"title":"Response to Andrew Pettigrew's Commentary.","authors":"D. Hambrick","doi":"10.5465/AME.2001.26205860","DOIUrl":"https://doi.org/10.5465/AME.2001.26205860","url":null,"abstract":"","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2001-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125985644","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2001-08-01DOI: 10.5465/AME.2001.5229499
Albert A. Cannella
Executive Overview This is the fourth contribution to the Crosstalk series, a collaboration between The Executive and European Management Journal created to encourage dialogue and exchange of ideas among leading management scholars in North America and Europe. Crosstalk spans the two journals, and the content presented in each journal complements, rather than duplicates, that of the other. In this Crosstalk, Donald Hambrick from the U.S. and Andrew Pettigrew from the U.K. discuss their contributions to the field of strategic leadership, as well as their thoughts on future research needs. Donald C. Hambrick is (he Samuel Bronfman Professor of Democratic Business Enterprise at the Graduate School of Business, Columbia University. In 2002, he will join the faculty of his doctoral alma mater, Pennsylvania State University, as the Smeal Chair in Management. Dr. Hambrick also has a BS from the University of Colorado and an MBA from Harvard University. An internationally recognized scholar in the field of top ma...
{"title":"Upper echelons: Donald Hambrick on executives and strategy","authors":"Albert A. Cannella","doi":"10.5465/AME.2001.5229499","DOIUrl":"https://doi.org/10.5465/AME.2001.5229499","url":null,"abstract":"Executive Overview This is the fourth contribution to the Crosstalk series, a collaboration between The Executive and European Management Journal created to encourage dialogue and exchange of ideas among leading management scholars in North America and Europe. Crosstalk spans the two journals, and the content presented in each journal complements, rather than duplicates, that of the other. In this Crosstalk, Donald Hambrick from the U.S. and Andrew Pettigrew from the U.K. discuss their contributions to the field of strategic leadership, as well as their thoughts on future research needs. Donald C. Hambrick is (he Samuel Bronfman Professor of Democratic Business Enterprise at the Graduate School of Business, Columbia University. In 2002, he will join the faculty of his doctoral alma mater, Pennsylvania State University, as the Smeal Chair in Management. Dr. Hambrick also has a BS from the University of Colorado and an MBA from Harvard University. An internationally recognized scholar in the field of top ma...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2001-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128798027","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2001-08-01DOI: 10.5465/AME.2001.26205859
A. Pettigrew
{"title":"Commentary on the Donald Hambrick Interview.","authors":"A. Pettigrew","doi":"10.5465/AME.2001.26205859","DOIUrl":"https://doi.org/10.5465/AME.2001.26205859","url":null,"abstract":"","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2001-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121888676","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2001-05-01DOI: 10.5465/AME.2001.4614868
Jitendra V. Singh
Executive Overview Since its founding 75 years ago, McKinsey & Company's primary mission has been to help clients achieve substantial, lasting improvements in their strategies, organizations, and operations. The consulting firm's more than one thousand clients include 100 of the 150 largest global companies, as well as governments, institutions, and nonprofit organizations. With 84 offices worldwide. McKinsey operates as a global network guided by its “One Firm” concept of a common service standard for all clients. Projects have included designing the original organization of NASA, developing the Universal Product Code, and providing advice on the German, Russian, and South Korean economies. In July 2000, Rajat Gupta began his third three-year term as managing director of McKinsey & Company. In an age of revolving-door senior executives, his career stands as a testimonial to institutional loyalty and the virtues of professional renewal. Born in New Delhi in 1948, he joined McKinsey in New York in 1973 wit...
{"title":"McKinsey's Managing Director Rajat Gupta on leading a knowledge-based global consulting organization","authors":"Jitendra V. Singh","doi":"10.5465/AME.2001.4614868","DOIUrl":"https://doi.org/10.5465/AME.2001.4614868","url":null,"abstract":"Executive Overview Since its founding 75 years ago, McKinsey & Company's primary mission has been to help clients achieve substantial, lasting improvements in their strategies, organizations, and operations. The consulting firm's more than one thousand clients include 100 of the 150 largest global companies, as well as governments, institutions, and nonprofit organizations. With 84 offices worldwide. McKinsey operates as a global network guided by its “One Firm” concept of a common service standard for all clients. Projects have included designing the original organization of NASA, developing the Universal Product Code, and providing advice on the German, Russian, and South Korean economies. In July 2000, Rajat Gupta began his third three-year term as managing director of McKinsey & Company. In an age of revolving-door senior executives, his career stands as a testimonial to institutional loyalty and the virtues of professional renewal. Born in New Delhi in 1948, he joined McKinsey in New York in 1973 wit...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2001-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121622268","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2001-02-01DOI: 10.5465/AME.2001.4251397
Mike W. Peng
Entrepreneurship has been flourishing in the transition economies of Central and Eastern Europe, the newly independent states of the former Soviet Union, and East Asia. Entrepreneurs in these countries are characterized by their sheer energy, relentless strategies, and sometimes controversial practices. How can entrepreneurs rise to create wealth in environments traditionally hostile to entrepreneurial activities? What can be learned from such an experience? Focusing on these two key questions, this article draws on research from a broad range of transition economies to identify three major entrepreneurial strategies of prospecting, networking, and boundary blurring. It also delineates important lessons for entrepreneurs active in transition economies and foreign entrants interested in these emerging markets.
{"title":"How entrepreneurs create wealth in transition economies","authors":"Mike W. Peng","doi":"10.5465/AME.2001.4251397","DOIUrl":"https://doi.org/10.5465/AME.2001.4251397","url":null,"abstract":"Entrepreneurship has been flourishing in the transition economies of Central and Eastern Europe, the newly independent states of the former Soviet Union, and East Asia. Entrepreneurs in these countries are characterized by their sheer energy, relentless strategies, and sometimes controversial practices. How can entrepreneurs rise to create wealth in environments traditionally hostile to entrepreneurial activities? What can be learned from such an experience? Focusing on these two key questions, this article draws on research from a broad range of transition economies to identify three major entrepreneurial strategies of prospecting, networking, and boundary blurring. It also delineates important lessons for entrepreneurs active in transition economies and foreign entrants interested in these emerging markets.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2001-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133543007","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-08-01DOI: 10.5465/AME.2000.4468060
V. Chaudhri, D. Samson
Executive Overview The relationship between businesses and government in Australia is examined in this article by considering how government can provide a stable set of rules for business players to act within, and adapt them to changing conditions. The coopetition paradigm of simultaneous competition and cooperation is illustrated by two case studies of government intervention in the Australian wool and financial services sectors, in which government periodically uses independent task forces to review and propose future directions for industry policy. The task forces are independent of both business and government, attempting to find policy solutions that will be acceptable to the range of players in the game, including government. In recent cases, government has attempted to achieve step changes by using independent task forces that examined technological progress and the needs of the business in each industry to evolve and become more competitive. The challenge for government is to develop a set of rul...
{"title":"Business-government relations in Australia: Cooperating through task forces","authors":"V. Chaudhri, D. Samson","doi":"10.5465/AME.2000.4468060","DOIUrl":"https://doi.org/10.5465/AME.2000.4468060","url":null,"abstract":"Executive Overview The relationship between businesses and government in Australia is examined in this article by considering how government can provide a stable set of rules for business players to act within, and adapt them to changing conditions. The coopetition paradigm of simultaneous competition and cooperation is illustrated by two case studies of government intervention in the Australian wool and financial services sectors, in which government periodically uses independent task forces to review and propose future directions for industry policy. The task forces are independent of both business and government, attempting to find policy solutions that will be acceptable to the range of players in the game, including government. In recent cases, government has attempted to achieve step changes by using independent task forces that examined technological progress and the needs of the business in each industry to evolve and become more competitive. The challenge for government is to develop a set of rul...","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121290981","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-05-01DOI: 10.5465/AME.2000.3819305
M. Schweitzer, Jeffrey L. Kerr
Executive Overview Managers consume alcohol across a broad range of organizational contexts. In many cases, alcohol is consumed with little or no consideration of the risks or benefits involved. This article identifies hazards of managerial drinking, as well as the role alcohol can play in developing relationships. We describe results from recent experiments that investigated the influence of alcohol on negotiations, and discuss the role of alcohol in many cross-cultural settings. We argue that the decision to consume alcohol should be made rationally and strategically, and offer advice for managers setting corporate policy or making individual decisions to consume alcohol.
{"title":"Bargaining under the influence: The role of alcohol in negotiations","authors":"M. Schweitzer, Jeffrey L. Kerr","doi":"10.5465/AME.2000.3819305","DOIUrl":"https://doi.org/10.5465/AME.2000.3819305","url":null,"abstract":"Executive Overview Managers consume alcohol across a broad range of organizational contexts. In many cases, alcohol is consumed with little or no consideration of the risks or benefits involved. This article identifies hazards of managerial drinking, as well as the role alcohol can play in developing relationships. We describe results from recent experiments that investigated the influence of alcohol on negotiations, and discuss the role of alcohol in many cross-cultural settings. We argue that the decision to consume alcohol should be made rationally and strategically, and offer advice for managers setting corporate policy or making individual decisions to consume alcohol.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125931826","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-05-01DOI: 10.5465/AME.1994.9503101081
Lisa A. Mainiero
Executive Overview How do women become identified in early career as promotable, viable candidates for senior management positions? To answer that question, fifty-fire high-profile executive women were interviewed about key events in the early stages of their careers that allowed them to become fast tracked. In some ways, while each had a unique story to tell, all of them faced five similar hurdles: 1) getting assigned to a high visibility project; 2) demonstrating critical skills for effective job performance; 3) attracting top level support; 4) displaying entrepreneurial initiative; and, 5) accurately identifying what the company values. In each case, effectively jumping each of these hurdles in early career contributed to their eventual success. The rich experiences of these women also revealed vital lessons for any manager—male or female—who wants to successfully move up.
{"title":"Getting anointed for advancement: The case of executive women","authors":"Lisa A. Mainiero","doi":"10.5465/AME.1994.9503101081","DOIUrl":"https://doi.org/10.5465/AME.1994.9503101081","url":null,"abstract":"Executive Overview How do women become identified in early career as promotable, viable candidates for senior management positions? To answer that question, fifty-fire high-profile executive women were interviewed about key events in the early stages of their careers that allowed them to become fast tracked. In some ways, while each had a unique story to tell, all of them faced five similar hurdles: 1) getting assigned to a high visibility project; 2) demonstrating critical skills for effective job performance; 3) attracting top level support; 4) displaying entrepreneurial initiative; and, 5) accurately identifying what the company values. In each case, effectively jumping each of these hurdles in early career contributed to their eventual success. The rich experiences of these women also revealed vital lessons for any manager—male or female—who wants to successfully move up.","PeriodicalId":337734,"journal":{"name":"Academy of Management Executive","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125805638","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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