The debate between traditional management theory and organizational economics: substantive differences or intergroup conflict?

Article Abstract:

Donaldson's (1990) critique of organizational economics suggests four attributes of this model that makes intellectual discourse and theoretical integration with traditional management theory difficult: the assumption of opportunism, different levels of analysis, the theory of motivation, and the prescriptive character of organizational economics. It is suggested that these differences are not a sufficient explanation of the response of some traditional management theorists to organizational economics. Rather than being based on these substantive differences, it is argued that the relationship between these two models has many of the attributes of an intergroup conflict. Possible responses to this intergroup conflict and the implications that these responses have for understanding organizational phenomena are explored. (Reprinted by permission of the publisher.)

Analysis, Management research, Organizational research, Donaldson, Lex

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Types of competition and the theory of strategy: toward an interactive framework

Article Abstract:

Three theories of competition within the business world are discussed: Chamberlinian competition, which emphasizes the importance of a corporation's unique characteristics and how these distinctions affect its competitive ability; Schumpeterian competition, which focuses on technological and market trends, while ignoring price competition and other smaller-than-market variables; and industrial organization competition, which predicts firms' returns on activities based upon the economic health of the industry within which the firms operate. These separate theories are integrated into a single model of corporate competition. Corporate strategies should be devised to reflect the competitive influences faced by the corporation, and the model developed should facilitate such formulations of corporate strategy.

Management, Business planning, Strategic planning (Business), Supply and demand

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Organizational culture: Can it be a source of sustained advantage?

Article Abstract:

Relatively recent research into the continuing success of companies such as IBM, Hewlett-Packard, Proctor and Gamble and McDonald's has encouraged the acceptance of the concept of corporate culture. This corporate culture research identifies three qualities that successful cultures display, and asserts that corporate cultures that do not evidence these qualities cannot develop them through managerial programs. The three attributes identified as fostering corporate success are: valuable culture, which is seen as activities that lead to profitable sales and dollar growth; rare culture, which is defined as those qualities that set the company apart from the majority of corporations; and imperfectly imitable culture, such that other companies cannot imitate the successful firm's culture.

Culture, Business success

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