Journal of Managerial Issues

This journal provides scholarly information on issues relating to the theory of organizations and the practice of management.

Articles from Vol. 23, No. 3, Fall

An Empirical Investigation of the Influence of Organizational Capacity and Environmental Dynamism on First Moves
Sustained performance advantages are rare in business (Wiggins and Ruefli, 2002). Nevertheless, firm managers are constantly faced with the challenge of trying to attain this elusive goal. Thus, it is not surprising that an important aim of strategic...
An Exploratory Study Investigating Leader and Follower Characteristics at U.S. Healthcare Organizations
Leadership has been studied by a myriad of scholars in the 20th and 21st centuries. One recent stream of research focuses on the followers of leaders. Today, followership is recognized as a construct that has value, and there is a broad call for additional...
Deception as Strategy: Context and Dynamics
"... All warfare is the way (Tao) of deception. Therefore, when capable, feign incapacity; when active, inactivity. When near, make it appear that you are far away; when far away, that you are near. Offer the enemy a bait to lure him; feign disorder...
Human Resource Professionals' Perceptions of Interviewer Training
The employment interview is the most frequently used selection device, but the majority of employment interviews are conducted by individuals with little or no training in the process (Chapman and Zweig, 2005; van der Zee el al., 2002). This lack of...
Preparation and Prior Experience in Issue-Selling Success
Change initiatives from middle management adopted by top management increase the competitive advantage and overall performance of numerous organizations (Floyd and Wooldridge, 1992; 1996; 1997; Westley, 1990; Wooldridge and Floyd, 1990; Wooldridge...
Strategic Aggressiveness: The Effects of Gain-Thrust Schema and Core Stakeholder Salience
A study of strategic actions is all important area of research in strategic management. Strategic actions form patterns to determine a company's strategy (Mintzberg, 1973). Due to environmental uncertainty, strategic planning blueprints are not reliable...
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