Direction Of Company Research Articles

Establishing Company Direction: A Literature Review of Management Strategy

This research examines the literature on key concepts that drive strategy analysis, formulation, and implementation based on values, vision, and mission as guiding principles for determining a company's direction. This article utilizes a systematic literature review method to consolidate the findings of various studies and scientific literature. The process involves accessing and analyzing literature through digital search engines using keywords related to management strategies. The research uncovers a shortage of scientific literature containing important theoretical concepts that strategists can use as a roadmap for analyzing, formulating, and implementing strategies. This review adds to the existing literature by employing a management strategy approach to determine the company's direction.

Reasons for M&A: A perspective from senior executives' rural experiences- Evidence from Chinese private listed companies

Mergers and Acquisitions (M&A) are critical strategies that significantly shape a company's direction. By drawing upon imprinting theory, this study analyzes the data of publicly traded companies spanning the years 2007 to 2018 in order to explore the formation of executives' imprints from their rural experiences and their positive impact on M&A decisions. Furthermore, based on corporate behavior theory, it was also verified that the cooperate aspiration gap is an important factor in promoting the dynamic changes of imprints formed by the rural experiences of executives, which in turn affects the relationship between the rural experiences of executives and corporate M&A decisions. The study reveals that the senior executives' rural experiences significantly boost the propensity of a company adopting M&A as a growth strategy. This tendency is particularly pronounced for younger executives and those less affected by a culture of familism. In addition, the study notes a progressive change in these imprints due to the corporate aspiration gap, which affects M&A strategies. Specifically, when a firm's performance fails to meet its objectives and societal expectations, it strengthens the link between an executive's rural background and the pursuit of M&A for expansion. Conversely, when a firm exceeds these aspirations, the correlation is weakened. By examining how individual imprints are formed, evolve, and impact decision-making, this study provides fresh perspectives on the factors driving corporate M&A decisions.

Effect of Trust Supplier on Firm Performance through Information Sharing and Collaboration in Manufacturing Companies

Information technology enables companies to build good communication and coordination with external partners. The information system owned by the company can provide fast information for management in determining the company's direction. This research proposed a model to investigate the effect of trust suppliers on firm performance through the mediation of information sharing and collaboration. For this purpose, this study postulates nine hypotheses to be examined. Eighty-five (85) manufacturing companies have been surveyed as the sample in this study. Data collection used a questionnaire designed with a five-point Likert scale. Data analysis used smartPLS software to examine the hypotheses. The result indicated that all hypotheses were supported as follows. Trust supplier, information sharing, and collaboration directly affect firm performance. Interestingly, information sharing and collaboration mediate the influence of trust in suppliers on firm performance. These findings provide a managerial implication on how to improve the firm performance by establishing trust in the supplier, sharing information, and developing collaboration between partners. This study also contributes to the current research in supply chain management.

České CSR reporty: témata a kvalita jejich zpracování

From the long-term perspective, Europe as a whole has been described as the leader in reporting on socially responsible behaviour. European enterprises consider a compilation of CSR reports standard. Also, the quality of information provided is, compared to the surrounding regions, relatively high. However, several studies show that regional differences exist. In the Czech Republic, this type of reporting is still at the initial stage of development. Therefore, the first objective of the research is to find out whether Czech companies provide information about their social activities and what specific topics they prefer. The second objective is to determine what the quality of provided information is. To carry out this research, annual reports of 69 companies were assessed. The paper uses the method of conceptual content analysis. The results indicate that in their annual reports, companies tend to disclose issues beyond what is legally required. The most common reported topics concern the company's direction, information that promote the credibility of information provided and the confidence in the good corporate governance. However, the results also show that the quality of information provided is not too high.

Primary Integration, Llc: Lower-Middle-Market Investment

This case is used in Darden's course elective Entrepreneurial Finance and Private Equity. Students are asked to analyze the internal rate of return and cash-on-cash returns that a private equity firm is likely to achieve on a particular investment. In addition, students are asked to assess whether the minority rights negotiated in this deal are sufficient to protect the firm's interests in the absence of a controlling equity stake. If instructors have previously covered the topic of term sheets in relation to early-stage investment, this case allows students to review how the deal terms can affect the returns that investors receive.Primary Integration, LLC (PI) was a professional services company that focused on data-center commissioning, whose existing management team was seeking funding to buy the company from the previous owner. The management team had arranged to purchase the interests for $6 million, but lacked the personal resources to fund the purchase. In April 2012, they were approached by a private equity firm, Rotunda Capital Partners (RCP), which offered to provide $5 million in return for a 25% stake of PI's equity. Because RCP would not receive majority control, the terms of the deal had to allow it to influence the company's direction and exit the investment in a timely manner. Therefore, RCP also negotiated a number of minority rights with the deal that it hoped would help it achieve an adequate return. The challenge for RCP was to see that it earned an adequate return for the risk of this investment. Excerpt UVA-F-1705 Rev. Feb. 20, 2014 PRIMARY INTEGRATION, LLC: LOWER-MIDDLE-MARKET INVESTMENT Life took an unfortunate turn for Shawn Till when his business partner, Shariar Zaimi, the founder of Primary Integration, LLC (PI), died unexpectedly in August 2011. Zaimi, an early builder and successful developer of data centers, had invested the proceeds from his first business into PI in 2004 and was looking to grow the business when he met Till through Wharton's executive MBA program. The two classmates and former engineers hit it off, and Zaimi recruited Till to join PI as COO in September 2006. The company had a promising business in data center commissioning, a highly technical certification process that optimized the performance of “mission-critical” data facilities. When Zaimi died, the company's funding was threatened because he had personally guaranteed the firm's line of bank credit. His estate was seeking to liquidate its majority stake in the firm. Till, who would become CEO, and the company's president and cofounder, Kelly Decker, wanted to purchase Zaimi's stake but did not have the personal resources to do so. The bank allowed some time to arrange financing and Till began searching for funding to pursue a buyout of the estate's interest. . . .

Biosidus: Biotecnologia En La Patagonia

The case follows an Argentinean biotech firm as it sets future firm strategy and decides how to fund it. Specifically, the firm is working on a method to produce human growth hormone through the milk of cloned cows. Economic and political uncertainties in Argentina complicate an otherwise challenging strategic decision. Students are required to make a decision based on the conditions present at the time of the case. Excerpt UVA-S-0115 Rev. Aug. 22, 2012 BioSidus: Biotecnologia en la Patagonia In early August 2002, Marcelo Arguelles, son of Antonio Arguelles, the founder of BioSidus, faced a very tough decision concerning the future of the company. BioSidus could no longer implement its 10-year business plan given the current political and economic crises in Argentina. Therefore, Arguelles needed to reevaluate his company's direction along three potential paths. First, should his company focus on its current product base and harvest its existing portfolio of drugs? Second, should it invest in R&D despite adverse market conditions? Third, should it forge a new international partnership to establish a greater market for its current products? BioSidus's latest R&D development involved farm animal cloning techniques that used animals to produce new proteins, which would then be secreted and harvested from their milk. After one unsuccessful attempt, the company anxiously awaited the birth of its second cloned calf. If successful, this new technique would significantly reduce the production costs of proteins, transferring the production line from a multi-million-dollar state-of-the-art facility to a cow (see Exhibit 1 for an illustration of the cloning process). Arguelles was confident that this new technique would revolutionize the industry. He was uncertain, however, of what it would mean for the rest of his company if the cloning was unsuccessful. Faced with a restrictive financial market and weak demand, Arguelles was not sure the company would have enough strength to complete the project. . . .

Feature interview with Antonio Nucci

Dr. Antonio Nucci is the chief technology officer of Narus and is responsible for setting the company's direction with respect to technology and innovation. He oversees the entire technology innovation lifecycle, including incubation, research, and prototyping. He also is responsible for ensuring a smooth transition to engineering for final commercialization. Antonio has published more than 100 technical papers and has been awarded 38 U.S. patents. He authored a book, "Design, Measurement and Management of Large-Scale IP Networks Bridging the Gap Between Theory and Practice", in 2009 on advanced network analytics. In 2007 he was recognized for his vision and contributions with the prestigious Infoworld CTO Top 25 Award. In 2013, Antonio was honored by InfoSecurity Products Guide's 2013 Global Excellence Awards as "CTO of the Year" and Gold winner in the "People Shaping Info Security" category. He served as a technical lead member of the Enduring Security Framework (ESF) initiative sponsored by various U.S. agencies to produce a set of recommendations, policies, and technology pilots to better secure the Internet (Integrated Network Defense). He is also a technical advisor for several venture capital firms. Antonio holds a Ph.D. in computer science, and master's and bachelor's degrees in electrical engineering from Politecnico di Torino, Italy.

How to Align Evidence-Based Benefit Design With the Employer Bottom-Line: A Case Study

To illustrate how to use evidence-based benefit design (EBD) by presenting the case study of a major manufacturer. Key components of the company's measurement and management approach to EBD are introduced. Descriptive results on the direct and indirect cost and utilization trends of the company's US active workforce during 2002 to 2008 are presented. From 1999 to 2002 aggregated to 2008, health care costs dropped sharply, with 2006, 2008, and projected 2009 reporting decreases even as annualized increases in national expenditures approximated 10%. Annualized rates for hospitalizations, office visits, and prescriptions showed corresponding decreases from 2004 to 2008. From 2002 to 2008, workers' compensation/disability and absenteeism costs decreased 38% and 46%, respectively. These results support the company's direction in health benefit design although further confirmation is needed. Ongoing quality improvement processes are discussed, as are implications for implementing EBD.

Design and planning of the balanced scorecard: A case study

In the industrial economy, evaluating company performance based on financial results was good enough. However, in the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation. The balanced scorecard is a tool or method for balancing an organization's performance and can react to situations where a company's direction becomes disoriented. This approach assists in strategy planning, process management, and performance evaluation from four perspectives, including financial, customer, internal process, and learning and growth. Good strategy planning provides companies with a correct management direction, correct process management ensures the efficient execution of plans, and correct performance evaluation illustrates the execution results. This study mainly focuses on how a large rubber company in Taiwan utilizes the balanced scorecard in its organization. As the technical perspective is important in the rubber keypad industry, besides the four above perspectives, this company has added the technical perspective. By introducing this company and its progress in implementing the balanced scorecard, this study hopes to provide other companies, especially rubber companies, with a planning direction and reference for the future implementation of the balanced scorecard.

Designing for seismic change

An outside shock, a new competitor, a new CEO, an innovative technology, organizational unrest—all can be sources of dramatic shifts in a company's direction and strategies. Keith Yamashita and Tara Bodden outline how specific design and communications rules help executives and managers not only deal with change more effectively but actually capitalize on such challenges.

RUBBER HITS THE SILICON ROAD

Management gurus state that companies should focus on their core competencies—those that venture outside what they know how to do best are taking unnecessary risks. It's far better to stick with those markets where manufacturing processes and customer needs are well understood. Japan's JSR Corp. disproves this tenet. Known as Japan Synthetic Rubber until December 1997, the company over the past 20 years has resolutely sought to diversify away from its mainstay rubber business. Today, it's a leading producer of electronic chemicals used in the manufacture of semiconductors and flat-screen displays for televisions and computers. Elastomers still represent 41% of its sales, but their importance continues to decrease. If we had stuck with synthetic rubber, we couldn't have survived, JSR President Eiichi Matsumoto says. 'That is the rationale for changing the business, he adds. Investors and stock analysts approve of the company's direction. Despite appearing unfocused because it has its ...

If You Know Where You Want to Go, You May Get There

Brion 1. Lewis is a management consultont who specializes in working with engineering firms assist design-firm principals 10 plan and achieve Ihe highesl polen/ial for Iheir firms-Io nol only look ahead but 10 see around corners. He lives in Wilmington, N.C. With one of the major success stories of the marketplace in the last 50 years, McDonald's Corp., Oak Brook, m., has a very simple, succinct vision statement: [Our] goal is 100 percent total customer satisfaction ... every day ... in every restaurant ... for every customer. That vision came directly from Ray Kroc, founder of McDonald's. It pervades the company's operations, and it has contributed to high customer satisfaction, resounding commercial success and worldwide growth. What's more, it has spawned a legion of former employees, imbued with this principle of customer satisfaction, who have gone on to become successful executives in major U.S. corporations. Leading experts agree that with a clear set of values, enunciated from the top and embraced publicly by the leadership, fare far better than those that subscribe to wishywashy generalities or have no clear stated sense of where they are going. The aphorism is true: Firms that don't know where they're going usually end up there. Management guru Peter Drucker opines that mission statements are vital for business success. He stresses that firms should not base their strategies on their financial rates of return but on their missions. Drucker believes missions create disciplined organizations. These alone can prevent organizations from squandering their always limited resources on things that are interesting or look 'profitable' rather than concentrating them on a very small number of productive efforts. Annette Dunlap, a small-business consultant, observes that companies that have a good understanding of why they exist also have the freedom to respond quickly to new opportunities in their operating environments (Dunlap's emphasis). She notes that while a mission statement is crucial to the long-term continuous success of a firm, it is no substitute for strong leadership. Attitudes are set from the top, and the way in which they are communicated throughout the organization can either enhance the meaningfulness of a company's vision or make a mockery of it. Top management must accept and execute its responsibility to see that all the firm's employees understand and appreciate the company's direction.

Coming Home: The New Ecology of the Gardzienice Theatre Association of Poland

The work of the Gardzienice Theatre Association of Poland has twice previously been documented in this journal, most recently in 1987 (TDR 31, 1). Since then the company has furthered its reputation abroad; in 1993, for example, they were invited to Tadashi Suzuki's renowned international festival in Toga, Japan. They have also become more widely recognized at home, with award-winning performances at many Polish festivals. They have also considerably expanded their base in the village of Gardzienice, from which they take their name. These positive developments have occurred alongside minor fracturing in the personnel of the company, major administrative difficulties such as debt-in June 1993 this was roughly the equivalent of £8,000- and some artistic 'dilution' or lack of clarity in the company's direction.

THE EVOLUTION OF THE PROFIT CONCEPT: ONE ORGANIZATION'S EXPERIENCE

The accounting innovation and change literature has emphasized the contingent relationship between the accounting system and a variety of environmental forces. This paper utilizes a longitudinal analysis to evaluate this contingent relationship within one nineteenth century organization, The Calvin Company. The results generally are consistent with most findings from the literature. In particular, the study examines the shift in the profit concept to a short-versus a long-term perspective. This has parallels with the emerging role of the corporate form of business organization and the entity, as opposed to, proprietary view of accounting. The accounting system shaped the organizational reality to the extent that the accounting for an event had a subsequent impact upon The Calvin Company's direction. The conclusions highlight the contextual nature of accounting. Accounting and accounting change must be interpreted in terms of the underlying developments within the entity, and within its external environment.

R&D at 3M: Continuing To Play a Big Role

OVERVIEW:An R&D executive in any organization has an opportunity to influence company culture and to change it by exerting leadership. 3M is an example of a company with a long-standing tradition of innovation where R&D leadership continues to shape the company's direction. To have influence, the author says, the R&D executive must develop a formula for success for the company, build consensus toward a common goal, focus R&D on achieving specific business results, provide sponsorship, and facilitate the execution of ideas leading to new businesses. Among personal qualifications, credibility ranks high. It comes partly from having the right background, but can be enhanced by the R&D executive who takes the lead in integrating R&D and business goals, in exerting influence and in communicating.

'The Future Role of Staff in a Changing Corporate Environment': COMMENTS.

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. Articles'The Future Role of Staff in a Changing Corporate Environment': COMMENTS.R. S. AveryR. S. AveryPublished Online:30 Nov 2017https://doi.org/10.5465/ambpp.1970.4981174AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractThe article presents a response to the paper "The Future Role of Staff in a Changing Corporate Environment," by Jack 0. Vance. The author states that he is troubled by Vance's statement that companies will be managed by a series of staff groups who interface with outside organizations, and that those staff groups will set the company's direction. The author states that this assumption either takes for granted or ignores the need for a strong chief executive. The author argues that staff members need continuity, identification, and consistent bias, all which can be provided by a competent executive.FiguresReferencesRelatedDetails Vol. 1970, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 August 1970 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsINDUSTRIAL managementLEADERSHIPCHIEF executive officersCORPORATE cultureTEAMS in the workplaceOFFICE managementWORK environmentDELEGATION of authorityORGANIZATIONAL structureMANAGEMENT stylesDownload PDF