Aligning management practices with strategies

Article Abstract:

A study on corporate management practices in the US is discussed. The study focuses on the effect of strategies on management practices within companies. Managers of some 40 companies based in the midwestern US supplied the data used in the study. Results of the study indicate that formality and technocracy within a company are two different management practices and that use of certain management practices do not make acompany a high or low performer. It is also shown that a company's strategies exert an influence on management practices. This is specially true for high performing companies.

Reports, Management research, Business planning

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The CEO's view of questionable competitor intelligence gathering practices

Article Abstract:

CEO's in the manufacturing industry was asked about their perception of the questionable intelligence gathering techniques employed by various business firms. Findings reveal that majority of the manufacturing companies resort to unethical tactics in obtaining information, although the incidence of the practice is less frequent than what press reports suggest. In general, CEOs believe that such practice is the norm rather than the deviant behavior in the industry. Evidently, there is a pressing need for private enterprises to promote higher ethical standards.

Methods, Competition (Economics), Ethical aspects, Business intelligence, Competitive intelligence

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Priorities of CEOs and strategic management professors for future academic research

Article Abstract:

Corporate chiefs and strategic management professors view the study of the processes and problems of strategic implementation as the most important area for future research. A survey of the two groups indicates the need for theoretical and practical relevance in strategic management. Specifically, the value of research on the management of technology and how technology and strategy can be integrated to achieve an effective corporate performance is stressed.

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