Welcome to my Website

1. Overview and Content

This site proudly showcases over 40 years of my practice in strategic behavior, offering valuable insights and proven methodologies. It is for closing the gap between theory and practice. It is also for promoting activities such as seminars, publications, and applications, as well as interacting with people on social media and elsewhere. Content is below (click to navigate):

1. Overview and Content (You are here).

2. Biography

3. Supervised Doctoral Research

4. Strategic Behavior Development Based on H. Igor Ansoff's Work

   Under construction

5. Links to Applications

6. 100 Axioms

7. Future Developments

Form Bridging to Closing the Gap Between Theory and Practice

Shall we make it so?

2. Biography - Education, Experience and Expertise

Tamer Tamer Salameh

Dr. Salameh is a veteran practitioner of Leadership and Management with a focus on Strategic Management and Strategic Information. His education is grounded in multicultural and multinational environments spanning the Middle East and North Africa (MENA), the United Kingdom, and the United States. He continues to be a student and holds a BSc. in Business Administration, MSc. in Management and Organizational Development, MBA in Management, DBA in Strategic Management (First Class Honors), plus a Post Doctorate in Strategic Information/Leadership from United States International University (USIU), currently Alliant International University (AIU).

He has gained 40+ years of experience and expertise in Strategic Management and Strategic Information theory and practice. During his education, he was an active participant at the University in various capacities: student, teacher, administrator, and community service, in an environment encompassing 90+ nationalities.

He worked for and studied under Dr. H. Igor Ansoff (Father of Strategic Management). As a Strategic Management Consultant, he assisted Dr. Ansoff in coaching and consulting with some of the world's largest firms, including AMF, GE, KONE, IBM, Shell, Phillips, and Nokia.
During the tenure of General Kenneth MacLennan (decorated and distinguished four-star General of the United States Marine Corps) as an interim President of the University. Dr. Salameh was Chair of the University’s Planning Policy Committee, Chair of Academic Computing, and a member of the Budgeting and Finance Committee. Whereas, with the guidance of General McLennan, he founded & chaired the University Council. A first-of-its-kind entity, combining Alumni, Faculty Senate, Student Body, Administration, and Staff, that improved performance.
He assisted Dr. Ernest Dichter (Father of Motivational Research) with his milestone work “Finding out Why?”. Additionally, he was associated with Dr. Efraim Turban (Decision Support Systems, Expert Systems, and Artificial Intelligence Guru) for developing one of the first MIS programs for graduate and undergraduate studies.

At the Private Department for His Highness (HH) Sheikh Zayed Bin Sultan Al Nahyan (Father of the United Arab Emirates), strategic management met with the realities of practical implementation and bottom line. Practiced in more than 50+ countries, thousands (10+) of employees, 90+ nationalities, and over $20 billion in net worth. As the Executive Advisor with profit-and-loss responsibilities, he directed planning, information systems, business development, special missions, and external audits conducted by Arthur Anderson then, followed by Deloitte.
He worked on projects that used innovative, entrepreneurial, sometimes novel methods and concepts, such as renewable energy, lasers, executive security, real estate, investments, and more. Examples include water from the air with Energy Labs, alternative-energy vehicles with Panasonic, and vertical farming with Vitality Concepts. Additionally, he led the team that developed a $7+ billion Master Plan for Al-Reem Island in Abu Dhabi, United Arab Emirates.

He is interested in researching leadership and management with an emphasis on strategic management from an epistemological perspective, to bridge the gap between theory and practice, in a complex, high-tech, global, knowledge-interconnected, multicultural, multi-dimensional, multi-disciplinary, multi-educational, multi-generational, multi-ideological, multi-ability, and multi-ethnic business environment. Coupled with verifying their impact/urgency on performance in society and vice versa, through in-depth emphasis on developments, applications, and experiments, as follows:
• KARTS - Knowledge and Action for Results over Time in Society.
• Strategic Democracy - The missing part of Democracy.
• 1SMX - 1st Strategic Media Exchange.
• SDb5 - Strategic Database 5.
• Periodic and Real-time Strategic Behavior.
• Individual and/or Organizational Flexibility, Innovation, and Entrepreneurship.
• Strategic: Myopia, Information, Leadership, Democracy, and Learning.
• Effective, efficient, and equitable performance.

Published in International Review of Strategic Management, Cornell Hotel and Restaurant Administration Quarterly, and Journal of Information Systems Management. Taught graduate and undergraduate courses at USIU, AIU, and currently teaching at Southwestern College while coaching at Strategic Posture. Cover the foundational principles, inherent nature, strategic methods, scope of impact, and challenges of purposeful progress and development, all while championing a dynamic openness to change.

3. Supervised Doctoral Research

1. Anthony Awa Zikiyi (1988) - Perceptions of Computer-Using Personnel About the Effects of Computerization on Job Characteristics in Manufacturing Industries

2. Alfred Olanrewaju Lewis (1989) - Strategic Posture and Financial Performance of the Banking Industry in California: A Strategic Management Study

3. Mustafa Yacoub Behbehani (1989) - The Gulf Cooperation Council's Interatrade: A Regional Economic Integration Perspective

4. Kamlesh T. Mehta (1990) - A Study Investigating Preferences for Computer-User Interface Style by Personality Types of the Chief Executive Officers of International Business Firms or Maquiladora Operations

5. Majed Khalil Shami (1991) - A Study of Marketing Practices and Financial Performances of the Banking Industry in Jordan

6. Jerry Rottman (1992) - System Development Activities Required to Evaluate Document Image Processing Technology

7. Zaheer Ahmed Bajwa (1992) - A Study of Merger and Acquisition Motives in Large U.S. Industrial Companies

8. Jim Underwood (1992) - The Relationship Between the Level of Development of National Industry Policy in a Country and the Performance of its Home Companies in the Global Market Place

9. Mumdouh Chafie (1992) - The Relationship Between Top Managements Information System Profiles, Managerial Capability and Environmental Turbulence​

10. Randy T. Ly (1995) - The Relationships among Types of Information Systems, Levels of Environmental Turbulence and Performances of International Business Firms

11. Lee, Jooman (1995) - The Perceived Effectiveness of Strategic Information Systems: A Focus Upon the Relationships among, Environmental Turbulence, General Management and Information Systems Capability

12. Francisco, Mary Anne Flauta (1996) - Relationships among Computer Information Processing Sytsems, Corporate Culture, Environmental Scanning, and Business Performance

13. Molotov, Linar (2023) - The Impact of Leadership Style and Informations Systems Profiles on Performance of the USA Banking Industry during the COVID-19 Pandemic

For your Perusal...

4. Strategic Behavior Based on H. Igor Ansoff's Work

Strategic behavior is about achieving optimal performance by matching internal activities with external issues, events, and/or undertakings. In general, any task we do requires:

• Environment - For the perception of its future stability or turbulence.

• Vision - To specify the desire and/or reason for an undertaking.

• Mission - As an actionable intent to achieve the vision.

• Objectives - To achieve effective, efficient, and equitable results (performance).

• Goals - Yardsticks to measure objectives.

• Strategy - To respond to turbulence for achieving objectives.

• Capability - To support strategy.

• Change - To manage the transition process in terms of support and/or resistance to change.

• Investment & Return on Investment.

Perception of the environment, a strategy to respond to it, and the capability to support that strategy, while managing change (Figure 1). If the environment, strategy, and capability do not align, suboptimal performance will result, creating a gap. To close the gap, activities must match the environment, as follows:

1. Environment (External): Refers to the perception of the interactions among individuals, groups, and entities in society that shape the type of environment (stable/turbulent) we operate in, manifesting as issues/events and/or trends. Society contains institutions, such as the economy, education, environment (natural), health, marriage & the family, law & order, information & media, politics, religion, technology, and maybe others.

2. Activities (Internal): to respond to the environment, activities such as vision, mission, objectives, goals, environment, strategy, capabilities, change, and investment (mentioned but not covered) are explained in two modes (Figure 2), namely:

   • Periodic: weekly, monthly, quarterly, yearly, etc...

   • Real-time: either by anticipation or as the event/issue unfolds.

While matching activities to the environment and when the environment is turbulent, Strategic Leadership (Figure 3) should be applied for the "survival and success", in conjunction with several concepts, including antifragility, skin in the game, randomness, strategic myopia, overload, systemic barriers, “paralysis by analysis,” and the distinction between research and search, among others. Ultimately, Figure 4 summarizes all the above and stresses the importance of matching the internal to the external.

4 Strategic Behavior Research and Development

Figure 1. Environment, Strategy, Capability, and Change (Soundless Video)

Figure 2. Strategic Posture 2.0 and Rapid Deployment 2.0 (Soundless Video)

Figure 3. Strategic Leadership (Soundless Video)

Figure 4. Strategic Management/Leadership for Success/Failure (Soundless Video)

Under Construction

5. Links to Applications

"Uncover the foundational principles, inherent nature, strategic methods, scope of impact, and urgency, as well as the challenges and trends of purposeful progress and development, all while advocating for a dynamic openness to change."

by

Tamer Tamer Salameh

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6. 100 Axioms

"Uncover the foundational principles, inherent nature, strategic methods, scope of impact, and urgency, as well as the challenges and trends of purposeful progress and development, all while advocating for a dynamic openness to change."

by

Tamer Tamer Salameh

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7. Projects

"Uncover the foundational principles, inherent nature, strategic methods, scope of impact, and urgency, as well as the challenges and trends of purposeful progress and development, all while advocating for a dynamic openness to change."

by

Tamer Tamer Salameh

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