Sonia Taneja

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.

A culture of employee engagement: a strategic perspective for global managers

Purpose – The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the tactical adaptations necessary to develop and implement global strategy in an increasingly complex and dynamic marketplace. Design/methodology/approach – The authors focused on the global managers charged with the responsibilities of developing and creating a culture of employee engagement as an important strategy for the competitive advantage of organizations. Findings – Employee engagement should be viewed as a long-term commitment between the employees and the organization, each supporting the other in an era of increasing international operations. In fact, employee engagement is an important strategy for long-term organizational sustainability in international markets. Practical implications – Employee engagement is critical to the management and retention of talented employees in the organization. It can be achieved by managing global mobility in increasingly complex global workplaces; talent so that it enhances business results; training and development; rewards, recognitions and engagement; manager/employee communication and interaction; and leadership and development. Originality/value – In today’s global society, it is critical for organizational leaders to focus on creating a culture of employee engagement to attract and retain quality employees in an increasingly competitive market. Engaged employees are more committed to their work and feel connected to the success of their organization. In addition, they are more likely to believe in their organization’s values, mission and vision. The increasing utilization of boundary less organizations poses a challenge for leaders who strive to create and maintain employee engagement within an organization.

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.

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.