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SAP-Members are:
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
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Yuri Alkalay
New Bulgarian University
Bulgaria
Interest: TQM, Business Excellance, Strayegic planning, Change Management, Continuous Improvement, Human Capital, Organisational Capital, Core Competences, Knowledge Management, Customer Experience Management, Business Process Management, Self Assessment, Learning Organisation, Individual self management, Team Work, Leadership, Strategic Policy |
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Mark Bennett
University of Notre Dame
United States of America
Interest: Growth strategy, leadership, innovation, talent management, performance management, international business, new institutional economics, management, venture capital, private equity, entrepreneurship, consulting, executive coaching, turnaround strategy, mergers and acquisitions, pricing strategy, sales leadership, metrics, employee engagement, onboarding, technology, social responsibility, philanthropy, sports business, finance, marketing, creative capitalism, non-profit organizations, social entrepreneurship |
Zoltan Buzady
Central European University Business School
Hungary
Interest: Strategic alliances, Central Eastern Europe, case studies, case method, strategic management, outsourcing, near-shoring, off-shoring, leadership, leadership models, cross-cultural strategies |
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Yoann Colange
It Sligo
Sligo
Interest: Strategic management, supply chain, corporate strategy, managing change in organisation, ethics, technology, environment, stakeholders, design, expenses, ideas, lenses, micro strategy |
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Vladimir Diatlov
Norwich Business School, University of East Anglia
United Kingdom
Interest: Strategising, micro-strategising, emergent strategy, information strategy, IT strategy, information management, knowledge management, contingency, complexity, and uncertainty. |
Sunil Dsouza
Aiba
India
Interest: Medical Device Market Outlook, Background Data, Healthcare System, and Accessing the Medical Device Market. analysis of the market and forecasts by technology category, national data projections and key market developments. Other sections provide a wealth of background and market access information, including CRM,organisation & administration, hospital services, , medical personnel, trade data and essential industry contacts. ....medevice marketing |
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Tobias Fredberg
Chalmers University of Technology
Sweden
Interest: Strategic change, market strategy, collaborative research, managerial work, R&D, strategic dialogue, alignment, implementation, cross-functionality, innovation, learning, idea flows |
Taka Fujioka
Said Business School, Oxford
UK
Interest: My research seeks to contribute to the growing literature on management accounting in action and practice (Ahrens & Chapman, 2002; 2004; 2005; Free, 2004), focusing on the interrelationship between strategy, MCS and its day-to-day activities through the longitudinal field research.
The thesis attempts to introduce and seek a formal approach to MCS in practice that puts patterns of action directly in the foreground. The definition of MCS used is “the formal, information-based routines and procedures managers use to maintain or alter patterns in organisational activities” (Simons, 1995). Since the focus of my research is on the role of a particular MCS concerned with the strategy process and practice in day-to-day activities, and not the accounting function per se.
My perspective on strategy is parallel to the activity-based view (Johnson et al., 2003; Whittington, 1996), but more specific to the interrelationship between strategy and MCS in everyday organisational life.
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Gerdjan Hoekendijk
Ministry of Justice
The Netherlands
Interest: Criminal justice, sanction policy, restoritive justice, community sanctions, prison, juvenile delinquents, ethnic minorities, gender and crime, addiction, mental disorder, social exclusion, fines, criminal courts, terrorism, fraud, gangs, migration |
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Celso Ienaga
Dextron Management Consulting
Brazil
Interest: Strategic Insight Development, Resource Based View, Core Business, Business Model, Business Dynamics, Organization Effectiveness, Balanced Scorecard, Core Competences, Value Proposition, Economic Engine, Cost of Complexity, Value Based Management, Real Option Model, Value Chain Analysis |
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Soeren Kerndrup
Development & Planning, Aalborg University
Denmark
Interest: Innovative practice inside and between organizations e.g. practice related to production chains, networks and stakeholders Knowledge creation and diffusion inside and between communities of practice Practice theory (Giddens/Bourdieu), Practice and knowledge ( Brown&Duguid- Lave & Wenger, Engeström, Nicolini & Gheradi, Orlikowski), Practice and technology (0rlikowski, Brown), Sensemaking (Weick, March), Technology (Orlikowski, Van de ven), Environmantal Innovation ( Kerndrup) |
Sonja Kind
University of Bamberg
Germany
Interest: operationalization, business development, biotechnology, pharmaceutical industry, due diligence, risk diversification, product and technology portfolio, partnering, strategic alliances, busines model, value chain, organization, implementation of functions, corporate development, M&A, strategic alliances, internal development, licensing, |
Wendelin Kuepers
FernUniversität Hagen
Germany
Interest: research on strategizing understood as embodied, responsive and “creative action” based on pheno-practice as applied phenomenology to understand strategy-as-action. Phenomenologically, practice and praxis refers to a life-worldly relevant engagement, understood as embodied, intentional and inter-relational process of the indiviuum (with his behaviour), and inter-subjective community (with its culture) and a systemic context (with its structural and functional settings). Phenomenology is concerned with the (factual or potential) meaning (logos) of that which appears or emerges (phenomenon) as strategy i.e. strategising within an embodied and habitual setting. Interpreting strategizing as embodied participative and creative action process implies questioning the validity of conventional strategy approaches which assume a teleological view of intentionality, instrumental control of the body and autonomy of the individual (Joas 1996). The guiding interest of strategizing as creative action is constitutively linked to individually, socially and structurall-systemically interrelated processes and responsive practices of recognising, re-ordering and re-creating and interpreting patterns of meaning. Furthermore, such approach, and taking the creativity involved seriously, needs also to focus on aesthetic processes implicated in creative actions as part of a pheno-practical integration. |
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Tõnis Mets
Audentes Mainor University
Estonia
Interest: Management model, global corporation, leverage, knowledge, technology, innovation, competences, high tech start up, entrepreneurship, strategy of SMEs, organisational learning, change management, management development, organisation development |
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