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- W317702012 abstract "Two broad themes inspire this special issue of the International Journal of Business: First, that business seriously under-performs and, second, that scientific makes it possible to practice evidence-based management and improve business performance. Consider modern business education and business practice. Three innovations at the Harvard Business School have been widely adopted. In business education, the method, formalized as the main HBS teaching technique about 1920 by Dean Wallace Donham, was adapted from education in common law (Donham, 1922). It builds on precedent and consistency rather than on empirical evidence to develop scientific theory. The Harvard case method conveys an aura of business reality, but whether it contributes to understanding and effective practice is in question (Contardo and Wensley, 2004). That most of the School's intellectual activity focused on the task of case research appears not to have enhanced HBS impact relative to other business schools (Cruikshank, 1987: 280; cf. Armstrong and Sperry, 1994; Fogg 2007: A11). Quantitative case analysis, an alternative approach to business reality, builds on scientific suggestions by Summer, Bettis, Duhaime, Grant, Hambrick, Snow, and Zeithaml (1990), and is presented here by Franke, Mento, Prumo, and Edlund (2007). A second innovation was managerial--the movement of the 1930s and 1940s which was ostensibly but not actually related to productivity experiments by managers at the Hawthorne Plant of the Western Electric Company (Jones, 1992; Yorks and Whitsett, 1985). Elton Mayo, a business professor at Harvard educated in philosophy, had as a young man in Australia observed and objected to influence wielded by workers during a general strike (Mayo, 1919). In line with this and his expressed antipathy to democracy (Mayo, 1933), his philosophy supported strong, paternalistic direction of workers by managers (Bendix and Fisher, 1949; O'Connor, 1999). In the United States, the human relations movement and related human resources management seem to have discouraged the more open and effective corporate governance procedures which benefit European Union economies (Franke, 1997). Management building on rather than on unsupported philosophy is applied here to formulation by Grant (2007), strategic leadership by Bass (2007b), decision making regarding investment by Franke and Miller (2007), and to legal and effective personnel practice by Barrett (2007). A third innovation over the past several decades was the shifting of strategic goals away from own performance (e.g., corporate profitability) toward viewing performance relative to others (e.g., as market share). It is based on ideas of Michael Porter, an HBS professor whose seminal competitive strategy publications (Porter, 1979; 1980) are preeminent in strategic management (Ramos-Rodriguez and Ruiz-Navarro, 2004) and have more than 3,000 journal citations (Institute for Scientific Information, 2006). Porter's philosophy has been generally accepted, perhaps explaining lack of examination of performance impact from its radical goal displacement except by Armstrong and Collopy (1996). Effects on education and performance are appraised here by Armstrong and Green (2007). That these innovations became normal science paradigms (Kuhn, 1962/1996; Fuller, 2004) helps answer the question (after economists Thorstein Veblen, 1898/1998, and Martin Baily, 1986): Why does business management not seem to be accumulating scientific knowledge and to be growing in proficiency? We examine problems that result from using anecdotal rather than empirical information, from untested theories, common sense and political correctness, and from goal diversion. By examining performance empirically, the articles here aspire to be taking business seriously: A. In his Advances and Challenges in Strategic Management, John Grant (see Summer et al. …" @default.
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- W317702012 date "2018-02-01" @default.
- W317702012 modified "2023-09-27" @default.
- W317702012 title "In search of value drivers in mergers and acquisitions: The Nordic evidence" @default.
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