Читать книгу An Introduction to Management Studies - Thomas Bieger - Страница 15

[27] Rüegg-Stürm and Grand (2017) conceived the fourth-generation SGMM as a renewed attempt to develop a language for reflecting on, discussing, and dealing with the complexity facing management practice (Rüegg-Stürm & Grand, 2017, p. 2). They defined management as a reflective design practice aimed at supporting entrepreneurial tasks and challenges. The fourth-generation SGMM complements the third generation’s process orientation by highlighting systematic reflection and ongoing enactment as core management tasks. The main reason for this emphasis is the increasing complexity, uncertainty, and dynamics of today’s world. These factors require organizations and their managers to incorporate the expected consequences of their own actions into their decision-making, which is subject to great uncertainty today.

The fourth-generation SGMM (Rüegg-Stürm & Grand, 2017), introduced briefly above (Section 1.2), has been operationalized since 2019 by adding a working tool (see Rüegg-Stürm & Grand, 2020). Its “task perspective” (Figure 1-1) comprises the same six key categories as the third-generation SGMM (environmental spheres, stakeholders, interaction issues, processes, structuring forces, and development modes). Its “practice perspective” contains four categories:

– Value creation (differentiation, resource configuration, value creation processes, decision-making practice, relationship culture)

– Orientation framework (operational, strategic, and normative orientation)

– Management practices (managerial communities, design platforms, design practices, language of reflection).

– Environment (environmental spheres, stakeholders, conditions for existence)

This latest edition of the current SGMM (Rüegg-Stürm & Grand, 2020) is intended to supplement to the basic textbook (Rüegg-Stürm & Grand, 2017) in the sense of a didactic working tool and as a means of reflecting more in-depth on management.