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The JGM Blog

Oct 26

Written by: Stephen A. W. Drew
26/10/2013 12:33 

 It is my pleasure to introduce the Summer 2013 edition of the Journal of General Management. 

 
Topics presented here of likely interest to senior executives and managers include: improving the quality of decision making through more effective use of evidence, factors associated with failure and survival over the organizational lifecycle, ethics and contracting, and the use of strategic performance measurement systems in corporate disclosure and reporting. Scholars will hopefully be interested in the variety of qualitative and quantitative approaches adopted by the authors. These embrace short case study, interview, content analysis quantitative modeling and statistical analysis.
 
Strategic mistakes resulting from poor senior-level decision making processes are often lamented by journalists, financial analysts and business case study writers. In recent years much hope has been held out for the increased use of evidence based practices in management (EBM). Similar practices have proven of benefit in medicine and public policy. Evidence-based management
can be defined as ‘the systematic, evidence-informed practice of management, incorporating scientific knowledge in the content and process of making decisions.’ The paper by Drs Francis-Smythe, Robinson and Ross explores the question of which sources of evidence managers pay most attention to and how to increase their mindfulness and attention to all useful sources of
internal and external information.
 
From the earliest days of marketing and strategy there has been an interest in life cycle processes in industries, markets and products. Corresponding to this in the fields of organizational change and development is the study of life cycles in organizations. Ever since the work of Larry Greiner and others there has been an interest in how strategic changes are driven by different factors including life cycle stages and crises. The paper by Dr Abatecola adds to knowledge in this field and reports an investigation into the factors relating to success or failure of organizations at different stages of the lifecycle. This works builds on the organizational adaptation literature and uses well known short case studies in demonstration.
 
The paper by Professors Abdallah, Darayseh and Waples investigates contracting processes in construction. This is a huge industry of great importance for economic rebuilding and growth both in developed and emerging markets. Construction is also an industry where risks can greatly influence outcomes and potentially arise from many sources including miscalculated costs, overruns, corruption, and unethical practices. The authors’ academic framework includes agency theory and incomplete contracting and their empirical investigations using US databases provide greater insight into the drivers of ethical relationships in the contracting process. Finally, Dr Elijido-Ten presents an interesting paper on the determinants of strategic performance measurement system disclosures in large public Australian firms. This is an area which has received more attention in recent years due to concerns with sustainability, corporate social responsibility and stakeholder issues as well as the need for reliable financial information for managers and shareholders.
 
I would especially like to thank Professor Teck Yong Eng as Managing Editor and the whole team of editors and staff at the Journal of General Management in pulling this edition together.
 
Dr Stephen A. W. Drew

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