In Mapping Strategic Diversity, Dany Jacobs extends Henry Mintzberg’s work to demonstrate the genuine diversity of strategy approaches used in the real world of strategic management.

More than a decade ago, Robert S. Kaplan and David P. Norton introduced the Balanced Scorecard, a revolutionary performance measurement system that allowed organizations to quantify intangible assets such as people, information, and customer relationships. Then, in The Strategy-Focused Organization, Kaplan and Norton showed how organizations achieved breakthrough performance with a management system that put the Balanced Scorecard into action. Now, using their ongoing research with hundreds of Balanced Scorecard adopters across the globe, the authors have created a powerful new tool--the "strategy map"--that enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible. Kaplan and Norton argue that the most critical aspect of strategy--implementing it in a way that ensures sustained value creation--depends on managing four key internal processes: operations, customer relationships, innovation, and regulatory and social processes. The authors show how companies can use strategy maps to link those processes to desired outcomes; evaluate, measure, and improve the processes most critical to success; and target investments in human, informational, and organizational capital. Providing a visual "aha!" for executives everywhere who can't figure out why their strategy isn't working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance.

'The Diversity Scorecard' is designed to provide step-by-step instructions, worksheets and examples to help diversity executives and managers analyze and track the impact of their diversity initiatives to mobilize the organization for strategic culture change. Diversity is not a program; it is a systemic process of organizational change that requires measurement for organizational improvement and success. Measuring the progress and results of diversity initiatives is a key strategic requirement to demonstrate its contribution to organizational performance. Diversity executives, professionals and managers know they must begin to show how diversity is linked to the bottom-line in hard numbers or they will have difficulty maintaining funds, gaining support, and obtaining resources to generate progress. Many organizations collect some type of diversity-related data today, even if it focuses only on Affirmative Action statistics. "The Diversity Scorecard" focuses on tools and techniques to make sure diversity professionals are collecting and measuring the right type of data that will help ensure the organization"s success both now and in the future. This book helps the reader spend some time thinking about what they currently measure and adding new measures to a database to track progress towards their diversity vision. The basic premises of this book are that it is important to develop measures that focus on the past, present, and future; and that measures need to consider the needs of the organization"s diverse workforce, its work climate, diverse customers, the community, and shareholders. Part I of "The Diversity Scorecard" identifies the need for diversity measurement highlighting a business case for diversity and providing an introduction to diversity measurement. Part II of the book outlines the diversity return on investment (DROI) process taking you through step-by-step processes and techniques. Part III teaches you how to use measures in six key categories - Diversity Leadership Commitment, Workforce Profile Representation, Workplace Climate, Learning & Growth, Diverse Customer / Community Partnerships, and Financial Impact - to build a diversity scorecard that is aligned and linked with the business strategy of the organization. Finally, in Part IV, Dr. Hubbard discusses implementation issues involving strategic change procedures and techniques to avoid the pitfalls inherent in a diversity-based cultural transition process.

Essential Guide to Qualitative Methods in Organizational Research is an excellent resource for students and researchers in the areas of organization studies, management research and organizational psychology, bringing together in one volume the range of methods available for undertaking qualitative data collection and analysis. The volume includes 30 chapters, each focusing on a specific technique. The chapters cover traditional research methods, analysis techniques, and interventions as well as the latest developments in the field. Each chapter reviews how the method has been used in organizational research, discusses the advantages and disadvantages of using the method, and presents a case study example of the method in use. A list of further reading is supplied for those requiring additional information about a given method. The comprehensive and accessible nature of this collection will make it an essential and lasting handbook for researchers and students studying organizations.

"Diversity" has become the turn-of-the-century buzzword. Republican and Democratic leaders ritually chant "diversity is our strength" and corporate CEOs talk about the need to create a "workforce that looks like America." Most corporate mission statements now contain a clause on "valuing differences" and millions of employees have completed-or soon will undergo-some sort of "diversity training." Where did all this come from -and why? Who created diversity programs? How do they differ? How effective are these policies? Can they do more harm than good in organizations and in the wider society?During the past decade, sociologist Frederick R. Lynch studied the rise of a social policy movement that has successfully moved multiculturalism from universities and foundations into the courts, mass media, and the American workplace. The new diversity policies are future-oriented and market-driven, eclipsing "old" affirmative action debates about overcoming past discrimination against blacks.Based on more than six years of field research and hundreds of interviews, Lynch tracks the development and impact of different forms of diversity policies at dozens of consultant gatherings, in the business and professional literature and through in-depth case studies such as the Los Angeles Sheriff's Department and the University of Michigan, Ann Arbor. He profiles the major consultants who have powered the diversity machine, analyzes the benefits and drawbacks of various approaches to workplace diversity and provides numerous "you-are-there" samples of workshops, seminars, and conferences.The book is written for the general reader interested in public-policy issues, social scientists, and others interested in the origins and consequences of workplace diversity policies.

The field of strategic management has developed significantly since its birth from "business policy" and "business planning" in the 1960s. Pioneering studies were essentially normative, prescriptive, and often based on in-depth case studies. The evolution of strategic management into a respected field of academic study resulted from the adoption of research methods previously employed in economics. Today, research in strategic management is likely to employ a mixture of methods borrowed from related and unrelated disciplines, such as politcal sciences, psychology, neuroscience, and behavioral economics, which can be confusing to researchers new to the field. This book provides the reader with a broad introduction to the array of qualitative and quantitative research methods required to investigate strategic management. Throughout the book, strong emphasis is placed on practical applications that transcend the mere analysis of the theoretical roots of single research methods. The underlying result is a book that encourages and aids readers to "learn by doing" – in applying the implications of each chapter to their own research. This text is vital reading for postgraduate students and researchers focused on business strategy.

Comparative Causal Mapping: The CMAP3 Method, by Mauri Laukkanen and Mingde Wang, is an introduction to the conceptual backgrounds of causal (cognitive) mapping and to the typical methods in comparative and composite causal mapping, based on either interview or questionnaire primary data or on secondary documentary data. The discussed CCM research is supported by CMAP3, a freely downloadable (www.uef.fi/cmap3) Windows software platform for CCM studies. The book has three parts. The first discusses the theoretical underpinnings and methodological issues in causal mapping including the target phenomena and different interpretations of causal maps/mapping, the motives for using CCM methods and the criteria of method selection. The second part focuses on the technical aspects of using CMAP3 in typical CCM research. The third part presents three CCM study cases: a classical document-based study; a semi-structured interview-based (SIM) study; and a methodological study comparing SIM with an electronically administered structured hybrid CCM approach. In addition to demonstrating CCM practices, they suggest that different methods produce divergent results and are thus not substitutable. The research task should determine which CCM approach is appropriate. The book will appeal to both academic and professional audiences, in particular to doctoral students and experienced researchers looking for new topics and method approaches, but also to practitioners in fields such as management and organization studies, organizational development, public policy and education, and knowledge management.

This volume has two goals. First, it intends to attract a representative sample of the most significant empirical and theoretical developments in the field of cognition and strategy. Second, it intends to take stock of these developments by proposing a preliminary synthesis of the disparate advances in this field.

A two-fold cognitive study including a description of empirical investigations on issues of concern to strategic management, and a presentation of a set of methodological tools for depicting and analyzing managerial thought.

Based on a study of residential estate agents, comprising one of the most sophisticated datasets ever gathered in the field of managerial and organizational cognition to date, this book provides strong supporting evidence for a number of key theoretical concepts. It powerfully demonstrates why we need well-validated techniques to improve strategic thinking from a psychological standpoint. This volume will be of interest to researchers and advanced students in the field of strategic management, organizational theory and behaviour, organizational psychology and marketing.