Managing our way to economic decline

By R. Hayes, W. Abernathy. 2007

819 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/506f4968e06ffe44b459b5db4106149a19cd600f

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Citations in the corpus

Business sustainability: It is about time (2014, background): “At the macro-level, firms are exposed to indirect risks if the system collapses because firms collectively fail to balance the short and long term (Hayes and Abernathy, 1980).”
Does the balance scorecard work: an empirical investigation (2008, background): “Throughout the 1980s vocal and influential authors criticised the measurement systems used by many firms (Johnson and Kaplan, 1988; Hayes and Abernathy, 1980).”
Short on Time: Intertemporal Tensions in Business Sustainability (2015, methodology): “In this case, tools such as discounted cash flow analysis can lead to suboptimal trade-offs based on the assumptions made (Hayes and Abernathy 1980).”
Business orientations and innovation in small and medium sized enterprises (2012, background): “In fact, the evidence is that an MO may negatively affect radical innovations and act as a deterrent to the development of breakthrough innovations (for example, Hayes and Abernathy 1980; Lawton and Parasuraman 1980; Bennett and Cooper 1981; Atuahene-Gima 1996).”
Myopic Marketing Management: Evidence of the Phenomenon and Its Long-Term Performance Consequences in the SEO Context (2007, unknown): “This overemphasis on shortterm results has long attracted significant interest by academics, practitioners, the financial markets, and government agencies ( Hayes and Abernathy 1980, Laverty 1996).”
Developing Managers as Learners and Researchers: Using Action Learning and Action Research (2006, background): “Graduate management education, the MBA in particular, has come under increasing attack for its reliance on analytical detachment over insight, and for a curriculum that has over time become narrower, shorterterm-oriented, and more technical (Hayes & Abernathy, 1980; Mintzberg, 2004; Raelin, 1994).”
Dynamics of performance measurement and organizational culture (2006, background): “Performance measurement and organisational culture Towards the late 1980s and 1990s many academics had recognised the limitations of financial, internal and historically-based performance measures (Skinner, 1974; Hayes and Abernathy, 1980; Goldratt and Cox, 1986; Johnson and Kaplan, 1987; Keegan e”
That’s Relevant! Different Forms of Practical Relevance in Management Science (2010, background): “The ‘pseudo-professionalism’ that Hayes and Abernathy (1980) criticized would be replaced by a form of education with an entirely different orientation: breaking rather than following rules, rich observations rather than simplifications, an entrepreneurial rather than a managerial attitude.”