Edited by Léo-Paul Dana
Chapter 41: An Action Research Approach for Internationalization
Claudio Vignali In the tradition of Reg Revans, the guru of action learning, common sense is always the best approach to any management process. It is vital that management learn during the process, helping themselves from comments made by all stakeholders. A rational decision during this process, with a rational conclusion, must be the paramount aim: ‘There can be no action without learning and no learning without action’ (Revans, 1998, p. 14). Without application all research is artiﬁcial. However, some argue that the process of managerial decision making, a major aspect of the strategic planning procedure of small and medium-size enterprises (SMEs), has become more problematic because modern management, more than ever before, is faced with an immense complexity of tasks in an increasingly volatile business enviroment. For many years writers have been suggesting that organizations should focus and rely on the fundamental formal models and techniques of strategic planning. On the other hand, we must acknowledge the problem that there has been a lack of agreed academic tools to facilitate practical understanding about the nature of management research. Heuristic devices, commonly known as management tools, are usually misconceived and misunderstood. A clear understanding and their regular use can only beneﬁt the management process. This chapter develops the methodology used in operationalizing heuristic devices as practitioners extend their use of the marketing mix in developing their strategic process. In this process they always face problems and the answers always cause concern. This chapter develops a model which de...
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