Management-Konzepte von A–Z

Kappeller, Wolfgang; Mittenhuber, Regina

doi:10.1007/978-3-322-84486-6

Cited by 8 publications

(2 citation statements)

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“…There are many published descriptions and evaluations of these tools, for example, Kappeller and Mittenhuber (2003); Wagner (2007); Jarzabkowski et al (2009) and Rigby and Bilodeau (2011) have all attempted to classify and evaluate. Kappeller and Mittenhuber (2003) provide a useful listing, arranging 330 management tools alphabetically in their publication "Management Konzepte von A bis Z" (Management Concepts from A to Z).…”

Section: The Strategic Toolkit Selected For the Empirical Researchmentioning

confidence: 99%

Strategic toolkits practice and performance: a German SME perspective

Wagner

Paton

2014

VINE

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Purpose -This paper aims to explore to what extent senior executives, particularly within the German machinery and equipment small-and medium-sized enterprises (SMEs), gather and apply knowledge pertaining strategic management (SM) tools. Furthermore, the study aims to provide research evidence as to whether or not the companies derive any performance enhancing benefit from the appliance of said with the knowledge. Design/methodology/approach -The research relied on a self-administered questionnaire mailed or posted to the entire population of about 6,000 enterprises. The resulting data were analyzed with the statistical package for social science (SPSS) statistical software package. Findings -Executives within the sector, especially those with a predominantly engineering background, lack both knowledge and understanding of SM in general and strategic tool-kits in particular. Interestingly, educational background, in association with toolkit usage, appears to enhance organizational performance.Research limitations/implications -The German educational system, in conjunction with the associated professional development infrastructures, may impact the generalizability of the research findings. Practical implications -The results from this study can be used for lobbying policy-makers and shapers, e.g. government, higher education, industry and professional bodies, to improve and expand engineering management education so that practitioners have the knowledge of and competency in SM. Originality/value -The study provides an insight look of how executives in one of Germany's most successful industries deal with the knowledge and application of SM tools and their impact on performance. Extant research has not dealt with Germany or this sector in relation to the appliance of strategy-related knowledge and performance.

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Section: The Strategic Toolkit Selected For the Empirical Researchmentioning

confidence: 99%

Strategic toolkits practice and performance: a German SME perspective

Wagner

Paton

2014

VINE

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“…Kappeller and Mittenhuber 2003;Wagner 2007;Jarzabkowski et al 2009;Rigby and Bilodeau 2011). Readers may find Kappeller and Mittenhuber (2003) of interest, they produced an alphabetic listing of over 300 management techniques in their publication 'Management Konzepte von A bis Z' (Management Concepts from A to Z).…”

Section: Strategic Toolkit Used For the Empirical Researchmentioning

confidence: 99%

Strategic toolkits: seniority, usage and performance in the German SME machinery and equipment sector

Wagner

Paton

2013

The International Journal of Human Resource Management

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This paper examines the strategic tool kit, from a human resource management (HRM) perspective, in terms of usage and impact. Research to date has tended to consider usage, assuming to a certain extent that knowledge and understanding of particular tools suggest that practitioners value them. The research on which this paper is based builds upon the idea that usage indicates satisfaction, but develops the usage theme to investigate which decision-makers are actually engaged in both tool appliance and the strategic process. Of particular interest to the researchers are the educational background, age and seniority of the decision-makers. In addition, potential links with HRM and organizational performance are also explored. The context of the research, the German machinery and equipment sector, provides an insight into the industry's ability to sustain growth in face of increasing international competition. The paper calls for a greater awareness, from a human resource perspective, and utilization of strategic management practice and associated decision-making aids.

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Ästhetik als Erfolgsfaktor im Kommunikationsmanagement – nicht nur für Luxus-Modemarken

Lies¹

2018

Luxus Als Distinktionsstrategie

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Management-Konzepte von A–Z

Cited by 8 publications

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Strategic toolkits practice and performance: a German SME perspective

Strategic toolkits practice and performance: a German SME perspective

Strategic toolkits: seniority, usage and performance in the German SME machinery and equipment sector

Ästhetik als Erfolgsfaktor im Kommunikationsmanagement – nicht nur für Luxus-Modemarken

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