Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/13352
DC FieldValueLanguage
dc.contributorDepartment of Management and Marketing-
dc.creatorWright, RP-
dc.creatorParoutis, SE-
dc.creatorBlettner, DP-
dc.date.accessioned2015-06-23T09:11:44Z-
dc.date.available2015-06-23T09:11:44Z-
dc.identifier.issn0022-2380-
dc.identifier.urihttp://hdl.handle.net/10397/13352-
dc.language.isoenen_US
dc.publisherWiley-Blackwellen_US
dc.subjectInternal logicen_US
dc.subjectManagement educationen_US
dc.subjectManagerial cognitionen_US
dc.subjectPersonal construct theoryen_US
dc.subjectStrategic toolsen_US
dc.subjectStrategy-as-practiceen_US
dc.subjectUsefulness of tools and theoriesen_US
dc.titleHow useful are the strategic tools we teach in business schools?en_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.spage92-
dc.identifier.epage125-
dc.identifier.volume50-
dc.identifier.issue1-
dc.identifier.doi10.1111/j.1467-6486.2012.01082.x-
dcterms.abstractStrategic tools are indispensible for business and competitive analysis. Yet we know very little about managers' internal logic as they put these tools into practical use. We situate our study in a business school context using action learning prior to the manifestation of practice to complement our understanding of practice. Using Personal Construct Theory and Repertory Grids, our mid-range theorizing showed that, contrary to current thinking about strategic tools, managers think in dualities (often paradoxically) and have a preference for multiple-tools-in-use, tools that provide different perspectives, peripheral vision, connected thinking, simultaneously help differentiate and integrate complex issues, and guide the thinking process. These findings are important for designing better tools and the nurturing of critical managerial competencies needed for a complicated world. Our study's focus also has wider implications for scholars as we see our own material evaluated by those who will put these lessons into practice.-
dcterms.bibliographicCitationJournal of management studies, 2013, v. 50, no. 1, p. 92-125-
dcterms.isPartOfJournal of management studies-
dcterms.issued2013-
dc.identifier.isiWOS:000312649500004-
dc.identifier.eissn1467-6486-
dc.identifier.rosgroupidr63403-
dc.description.ros2012-2013 > Academic research: refereed > Publication in refereed journal-
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