Mildred Golden Pryor

Henri Fayol, practitioner and theoretician – revered and reviled

Purpose – Fayols theories were the original foundation for management as a discipline and as a profession. Also Fayol was the first to advocate management education. Yet he has critics who revile him (or at least disparage his work) as well as followers who respect and revere him. This paper intends to enlighten todays practitioners and academicians about the relevance and value of Fayols theories today. Design/methodology/approach – The paper addresses Fayols contributions as well as the disparagement and the reverence. It compares Fayols work with that of Follett, Mintzberg, Taylor, and Porter. In addition, it demonstrates the original and current interpretation and application of his theories. Finally, it indicates the alignment of Fayols theories with strategic leadership and management. Findings – Fayols theories are valuable and relevant for organizational leaders because Fayol was a practitioner who documented theories that worked best for him and his co‐workers. While there are those who criticize Fayols theories, there are many others who respect them and find them useful as academicians and as practitioners. The theory of management functions aligns well with strategic leadership and management models and theories. Originality/value – The paper is the first to integrate Fayols theories with a strategic leadership model.

Leaping innovation barriers to small business longevity

Purpose The purpose of this paper is to address the challenges faced by small businesses and to explain the importance of using strategic innovation to achieve long-term sustainability and viability. Design/methodology/approach This study of small business innovation includes reviewing the types and determinants of innovation as well as strategies to overcome innovation barriers. In addition, the authors developed a model that portrays elements needed for strategic innovation that supports the long-term viability of small businesses. Findings Small businesses serve as the economic foundation for many nations because they stimulate innovation, provide jobs, foster competitiveness and support overall economic growth. Small businesses can rapidly adapt to change, adopt new strategies and provide flexibility that supports strategic innovation. As a result, strategic innovation is a key driver of sustainable competitive advantage for small businesses. Practical implications Small business leaders need to integrate strategic innovation with their strategic planning to remain competitive. The strategic innovation model presented in this paper can assist them in understanding elements needed for successful strategic innovation and long-term viability. Social implications Globally, small businesses exert a strong influence on economic growth and create opportunities, employment and technological development. This paper will assist small business leaders as they strive to use strategic innovation to strengthen their competitive capabilities. Originality/value The unique strategic innovation model that the authors developed can help small businesses to achieve long-term sustainability and viability in the competitive marketplace.

Lost in translation: from B‐school to business

Purpose – The purpose of this brief article is to describe the chasm between academic research and management practitioners and to call for assistance in closing the divide.Design/methodology/approach – Using journal literature and inductive observation from our experiences we offer our conceptual understanding by way of an opinion/viewpoint piece.Findings – If we are to truly lessen the gulf between organizational researchers and practitioners, movement must occur from both directions. Not doing so will result in a continuing myopic focus on the divide itself instead of fundamental discussions of the more crucial elements that influence organizational performance and productivity.Practical implications – We outline the relevant implications of our thinking for academics and practicing managers and offer recommendations that, if implemented by all involved, could narrow this gap and enhance the effectiveness of researchers and managers.Originality/value – The distinctive contribution of this article is th...

Crisis management: a strategic and tactical leadership imperative for organisational sustainability

Crisis management is a strategic and tactical leadership imperative which can positively or negatively impact an organisations or a nations competitive capability and potential for long-term success, survival, and sustainability. Therefore, crisis management should be integrated into the overall strategic and tactical plans of organisations and nations. Organisational leaders should use a crisis management process which is capable of being consistent and easily replicated. In this article, the authors propose a seven step crisis management process which aligns well with the classical/traditional strategic management process. In addition, we offer an example of the integration of crisis management into an organisational strategic plan. Also, we make recommendations for future crisis management research.