Why strategic management is bankrupt

Hurst, David

doi:10.1016/0090-2616(86)90034-3

Cited by 41 publications

(16 citation statements)

References 1 publication

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“…In a recent article, Hurst (1986) suggested that the emphasis of the SM framework on logic and rationality precludes it from being helpful in the innovative, creative processes which allow organizations to enact fundamental change, to renew themselves. Logic and rationality depend upon normative structures based in the past, and methodologies such as SM which appeal to norms of rationality-measurability, efficiency, consistency-perpetuate the past.…”

Section: Beyond Strategic Managementmentioning

confidence: 99%

Top management teams and organizational renewal

Hurst¹,

1989

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c Increasingly the makeup of the top management group is believed to affect the development, identification and exploitation of strategic opportunities. This paper explains a creative management model, which goes beyond conventional strategic management, and ident$es the behaviors of top managers needed for the ongoing renewal of their business. It is proposed these behaviors cluster and can be aligned with different and distinct cognitive styles or types. The implication is that top management groups should be composed of a mix of types. This paper posits a mix of Jungian types, Intuitives, Feelers, Thinkers and Sensors. This diversity can yield great strength if the differences can be focused and unified.Propositions and suggestions for further empirical research are developed.

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Section: Beyond Strategic Managementmentioning

confidence: 99%

Top management teams and organizational renewal

Hurst¹,

1989

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“…Organizational members must be able to think and act strategically. The body of work on strategy-making has, however, tended to focus on the formation of strategic intent at the expense of its realization (Hurst, 1986;Huston, 1992). This paper argues that, instead of sidestepping the issue of implementation, we must directly confront it and, more specifically, we must examine the role that power plays in bringing about strategic action.…”

Section: Introductionmentioning

confidence: 99%

Understanding Power: Bringing about Strategic Change

Hardy

1996

British J of Management

280

393

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Success in today's competitive and complex world depends upon the ability to bring about effective strategic change. Much of the business literature has been preoccupied with finding more sophisticated techniques to formulate better strategies. But business success depends not only on finding the right strategy, but also ensuring it materializes in the form of a pattern of appropriate strategic actions. We know relatively little about this part of the strategy-making process. This article shows how a better understanding of the use of power can provide the energy to ensure strategic action by driving the organization and its members through the strategy-making process.

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“…It was also associated with top management interest, TSD and HRM staff influence, adequate resources for TSD and a relatively positive organizational climate. This provides some support for writers such as Collins and Porras (1991), Hurst (1986) and Dunphy and Stace (1990) who see a focus on widespread and general development of an organization's human resources as one method of achieving a competitive advantage in the 1990s. However, there was little evidence of the kind of systematic relationships portrayed in table 1 between this purpose for TSD and other aspects of TSD or HRM.…”

Section: Resultsmentioning

confidence: 88%

“…Career development programs should ensure that staff career development is in line with future organizational needs. This approach to TSD can trace its lineage to the emphasis upon business strategy that emerged in the 1950s (Ansoff, 1969) and to what became known as 'Strategic Management' (Hurst, 1986). Many writers are suggesting that in the 1990s, however, so-called strategic management should be seen as only one of a number of possible strategies, since rapidly increasing environmental uncertainty is making long-term forecasts and plans much less reliable (Dunphy & Stace, 1990;Hurst, 1986;Kane, 1991;Peters, 1990).…”

Section: Human Resource Planningmentioning

confidence: 99%

Training and Staff Development: Integrated or Isolated?

Kane

Abraham

Crawford

1994

Asia Pacific Journal of Human Resources

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While some have argued that top management is interested mainly in short‐term monetary benefits from training and staff development (TSD), in this study the majority of Australian top managers were seen to adopt longer‐term perspectives. These longer‐term views were found to be associated with higher levels of top management interest in TSD, more adequate resources for TSD, greater influence on the part of senior TSD and human resource management staff, and a more positive, performance‐orientated organizational climate. Very few relationships were found, however, between the apparent purpose of TSD in the organization and the processes by which TSD is actually imple mented, other human resource management activities or other aspects of the organization such as strategy, structure and environment. Thus, while top managers who adopt a long‐term perspective tend to support TSD, the function itself appears to remain inward looking and isolated from most other aspects of the organization.

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Why strategic management is bankrupt

Cited by 41 publications

References 1 publication

Top management teams and organizational renewal

Top management teams and organizational renewal

Understanding Power: Bringing about Strategic Change

Training and Staff Development: Integrated or Isolated?

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