International Journal of Applied Strategic Management

This journal is sponsored by the Faculty of Organisation and Management - Sheffield Hallam University

As we might be aware, the derivation of the term "strategy" was said to originate in the ancient Greek term "strategos" signifying a leader in the army.

In more modern times it has unfortunately been utilised as an all-embracing term, whose role was to provide the fulcrum of organisational planning , which in turn determined how an organisation could/should achieve its stated future goals and objectives.

The purpose of this new journal is to focus both readers and writers' attentions on the "doing" part of strategy rather than merel;y concentrating on the "thinking" and theoretical aspects, important though they remain.

Hax has argued that Strategy should be a coherent, unifying and integrative patter of decisions, whereas Mintzberg and Waters posited their theory of a crucial distinction between intended and realised strategy.

Ohmae has suggested that "successful business strategies result not from rigorous analysis, but from a particular state of mind", and that "strategists employ analysis only to stimulate the creative process, to test the ideas that emerge, to work out their strategic implications or to ensure successful execution."

Finally, von Clausewitz proposed that "Strategy can be studied as a science, but the practice of strategy is an art."

It is to debate, study, analyse, exemplify and hopefully provide potential solutions to some of these issues that this EJournal has been established to provide a focus.

Feature Articles

Achieving Sustainable Performance Through TQM and Market Orientation: A Proposed Framework for Empirical Investigations
Dr. M. Idris-Ashari and Professor Mohamed Zairi

Volume: 2

Issue: 3

A Strategic Alliance Between the Public and Private Sectors: The Case of the Financial Services Strategy for Scotland
Juleff, L.E., Paton, C. and Pettigrew, M.

Issue: 2- Special Edition - Driving Strategy with Quality: A Useful Insight

Achieving Sustainable Performance Through TQM and Market Orientation: A Proposed Framework for Empirical Investigations
Dr. M. Idris-Ashari and Professor Mohamed Zairi

Sustaining TQM: A Synthesis of The Literature and a Proposed Research Framework
Dr. Mohd Ashari Idris and Professor Mohamed Zairi

TQM Sustainability: What it means and how to make it viable
Professor Mohamed Zairi

Excellence is Born out of Effective Strategic Deployment: The Impact of Hoshin Planning
Professor Mohamed Zairi and Mr. Alan Erskine

Strategic Management, Benchmarking and The Balanced Score Card (BSC): An Integrated Methodology
Dr. Arash Shahin and Professor Mohamed Zairi

Issue: 1

Construct Measurement in Manufacturing Strategy Research: A Review and a Proposal
Dr. Ahmed N. Al-Rasby

Gender, Organisations and Malestream Environment
Mammed Bagher and Janet Hanna

Planning Behaviour: A Re-examination of the Organisational Culture present in the Regent International Hotels’ Group
Dr Sharon Kemp

Volume: 1

Issue: 3

Rescuing The Critical Path Of Strategic Aliancess
Sari Wahyuni

A DEA Approach to Measure the Performance of Indian Software Companies: An Empirical Study
Surajit Ghosh Dastidar

The Framework for Project Teams Optimal Assignment Based on Fuzzy Logic
Darko Galinec

Issue: 2

Improvement in Costs, Timelines or Quality Within One Department Can Affect The Strategic Direction of an Organisation
Derrick Walker

Towards Better Classificatory Effectiveness: A Systematic Development of an Integrative Typology
Andrew L S Goh

Strategic Planning Process in Developing Countries : The Case of United Arab Emirates Business Firms
Fuad N. Al-Shaikh

Issue: 1

SME's and Technology Transfer Networks in Industrial South Wales
Dr Brychan Thomas

Quality Function Deployment and the Development of a Total Quality Healthcare Model
Dr Piay Cheng Lim and Dr Nelson K H Tang

Factors affecting entrepreneurship in transition economies: An evaluation of the development cycles of Polish MBOs
Dr David J Pollard and R David Kirk

Business, Education and the Individual: Creating the ‘Collective Entrepreneur' for the Knowledge Economy
Kenneth Smith