Frontiers of Management (Routledge Revivals)

Tables; Figures; Preface; Part I: Understanding Management 1. Management research and the development of management practice Roger Mansfield 2. The discipline of management and academic defensive routines Chris Argyris 3. Longitudinal methods to study change: theory and practice Andrew M. Pettigrew 4. The case study: a vital yet misunderstood research method for management N. Craig Smith 5. Experimentation in reflective practice: a conceptional framework for managers in highly professionalized organizations Gethin Williams; Part II: Technology and Innovation 6. Strategic management in the innovating firm K. Pavitt 7. Technology, marketing, and culture: the politics of new product development John Hendry 8. Technological change and strategic management: technological transilience and the British automotive components sector K. J. Clarke 9. The implications of electronic point-of-sale technology on the marketing/operations interface in UK retailing J. E. Lynch 10. Interfirm collaboration and innovation: strategic alliances or reluctant partnerships? Keith Dickson, Helen Lawton Smith, and Stephen Smith; Part III: Strategy and Organizations 11. The linkage between strategy, strategic groups, and performance in the UK retail grocery industry Pam Lewis and Howard Thomas 12. An integrated approach to global competitive strategy George S. Yip 13. Linking strategic change, competitive performance and human resource management: results of a UK empirical study Chris Hendry, Andrew Pettigrew, and Paul Sparrow 14. The motivation, satisfaction and company goals of business proprietors Stanley Cromie and Simon Ayling 15. The roles of accounting in organizational maintenance and change: insights from a case study Brendan McSweeney 16. Two modes of organization Robert Cooper and Stephen Fox 17. Corporate birth, crisis, and rebirth: the emergence of four small UK service firms Martyn Pitt; Index