and holistic perspectives on corporate sustainability*

Two forces that dramatically affect the sustainability of firms ’ competitive advantage in the new competitive landscape have been identified as globalization and information and communication technologies (ICTs), such as the Internet and intranets (e.g., Castells, 2000; Porter, 2001). Organizations often rely on acquired knowledge from past experiences to make higher quality decisions on business strategies for better future performance. In this context, Knowledge Management (KM) and Organizational Memory (OM) become a central issue to the effectiveness of strategic decision-making and organizational performance. This paper examines the relationship between the (re)use of knowledge/organizational memory (OM) and the effectiveness of strategic decision-making in devising corporate strategies. As part of an exploratory case study approach, a number of interviews are being conducted among top executives at a multi-national firm. As a framework, the components of the modified version of McLean’s IS Success Model by Jennex & Olfman (2002) are being used to examine for the 1.

Thank you and help! This issue of the Journal of Behavioral and Applied Management is my first as Editor and this pretty much sums up my thinking at this point. With that in mind, I’d like to use this space to thank those who have been instrumental in the success of JBAM and to seek additional assistance in furthering the goals of the journal. First, I would like to thank the leadership of the Institute of Behavioral and Applied Management for the confidence they have shown by allowing me the honor of serving in the capacity of Editor. JBAM has a strong editorial history and it is my intent to continue the tradition of enhancing the quality and reputation of the publication, while maintaining the constructive and developmental tone that separates JBAM from many other management journals. In particular, many thanks to past Editor Herb Sherman for making the editorial transition practically seamless. His knowledge and support were essential in bringing this issue to fruition and in giving me the tools needed to manage such a challenging task. Likewise, huge kudos go to my Associate Editor and Webmaster Len White for his commitment and exceptional technical skills in assuring a quality publication. In putting together this issue of JBAM, it was a great pleasure to work with many excellent

MGT 2020 2 The impact of information technology on management theory and practice has been recognized since at least the late 1950s. This article explores the past, present and future of information technology and its impact on management thinking. The article begins with a review and discussion of past predictions about the future of information technology. Next, the role of information technology and its impact on the modern organization and present managerial thinking is discussed. The article concludes with four key predictions regarding information

This paper explores the conditions that foster a positive relationship between corporate social responsibility and financial performance by developing a model of corporate social strategy. The paper defines corporate social strategy and elaborates a typology of generic social strategies extant in the literature: differentiation, cost leadership, and strategic interaction. It then develops a framework for formulating social strategy by exploring the relationship of industry structure, firm resources, corporate values and ideology, and stakeholders to the generic strategies in order to create competitive advantages that are valuable, rare and imperfectly imitable. Key words: corporate social responsibility, strategy formulation, resource-based view TOWARD A MODEL OF CORPORATE SOCIAL STRATEGY FORMULATION One of the great preoccupations of the social issues in management literature has been the study of the relationship between corporate social responsibility (CSR) and its variants (corporate social responsiveness, corporate citizenship, etc.) and financial performance (Waddock & Graves, 1997; Griffin & Mahon, 1997; Preston & O’Bannon,

Abstract not found

a distinctive governance approach

Scotland. Please address all correspondence to the first author.

The traditional strategic management theories have strong emphasis on accumulating and controlling resources within a single firm. However, the shift towards increasingly networked business environments raises a question whether these theories can still be considered as valid. Most organizations have limitations in terms of resources they can possess internally and hence need to develop a range of external linkages to gain access to needed resources. In this paper, existing strategic management perspectives are analysed from the point of view of how they have integrated the idea of interorganizational networks into strategy theorizing. The analysis reveals that only few researchers, mainly from two research areas – the industrial network theory (IMP) and strategic network research – have touched the issue. Moreover, combining the idea of networks and strategic management is still an emerging and rather amorphous perspective. The authors argue that the strategic management field would definitely benefit from cross-fertilisation of ideas and thus propose a synthesis towards a network approach to strategic management, together with implications for further research. 1

This paper presents part of an on-going research project into the competitiveness of New Zealand service sector firms. The overall aim of the research is to identify best practice in order to help firms improve their competitiveness in the service sector. Quantitative data has already been collected by means of a mail survey. This paper, however, focuses on the qualitative data collection phase of the study and the use of a ‘scorecard ’ to obtain both insights into service sector competitiveness and to provide feedback to firms participating in academic research.