Effect Of Strategic Change Research Articles

Effect of Strategic Change on Performance of Media Firms in Nairobi Kenya

Purpose: Given the rapidly evolving media landscape in Nairobi, Kenya, which presents a unique opportunity to explore the impact of strategic change on organizational performance, this study addresses the effectiveness of various change strategies thereby offering valuable insights for media managers and policymakers striving to enhance the resilience and growth of media enterprises in Nairobi. Design/Methodology/Approach: Employing descriptive and correlational research design, the study used closed ended questionnaires with a sample of 122 departmental heads out of a target population of 176 departmental heads from 6 major media firms in Nairobi; Nation Media Group, Standard Group, Royal Media Services, Mediamax Network Limited, Radio Africa Group and Capital Group Limited. The departmental heads for editorial, technical, sales and marketing, administrative and public relations formed the target and sample. Simple random sampling and stratified sampling techniques were adopted. Data was analyzed using descriptive and inferential statistics. Data was presented using tables. Findings: Strategic Change significantly affected performance in media firms P 0.00<0.05. This suggests that strategic change variables had a significant effect on performance of media firms hence rejection of null hypothesis. Implications/Originality/Value: The study recommends that media firms should adopt a systematic change management strategy to facilitate seamless transitions and cultivate leadership abilities at all levels to enable leaders to proficiently initiate and oversee changes.

The Effect of Strategic Change on Strategic Performance Mediated by Inter-Firm Network and Strategic Alignment

The Effect of Strategic Change on Strategic Performance Mediated by Inter-Firm Network and Strategic Alignment

The effect of strategic change on Total Quality Management Case Study: Emirates Post Group (AU)

The effect of strategic change on Total Quality Management Case Study: Emirates Post Group (AU)

Artificial intelligence-driven prescriptive model to optimize team efficiency in a high-volume primary arthroplasty practice.

We aimed to improve OR efficiency using machine learning (ML) to find relevant metrics influencing surgery time success and team performance on efficiency to create a model which incorporated team, patient, and surgery-related factors. From 2012 to 2020, five surgeons, 44 nurses, and 152 anesthesiologists participated in 1199 fourjoint days (4796 cases): 1461 THA, 1496 TKA, 652 HR, 242 UKA, and 945 others. Patients were 2461f:2335m; age, 64.1; BMI, 29.93; and ASA, 2.45. Surgical Success was defined as completing four joints within an eight hour shift using one OR. Time data was recorded prospectively using Surgical Information Management Systems. Hospital records provided team, patient demographics, adverse events, and anesthetic. Data mining identified patterns and relationships in higher dimensions. Predictive analytics used ML ranking algorithm to identify important metrics and created decision tree models for benchmarks and success probability. Five variables predicted success: anaesthesia preparation time, surgical preparation time, time of procedure, anesthesia finish time, and type of joint replacement. The model determined success rate with accuracy of 72% and AUC = 0.72. Probability of success based on mean performance was 77-89% (mean-median) if APT 14-15minutes, PT 68-70minutes, AFT four to five minutes, and turnover 25-27minutes. With the above benchmarks maintained, success rate was 59% if surgeon exceeded 71.5-minutes PT or 89% if 64-minutes procedure time or 66% when anesthesiologist spent 17-19.5minutes on APT. AI-ML predicted OR success without increasing resources. Benchmarks track OR performance, demonstrate effects of strategic changes, guide decisions, and provide teamwork improvement opportunities.

Do Learning Benefits Accrue Equally Over Successive Fundraising Attempts? Strategic Change and the Moderating Role of Experience

AbstractIn the management literature, the role of learning from experience and its effect on performance has been highlighted. However, little is known about the effects of strategic change on performance due to aspects pertaining to the mobility of learning. Building on different learning theories, we theorize about the effect of strategic change on performance when: (i) strategic change does not require the mobilizing of resources; (ii) strategic change does not involve exposure to a new set of stakeholders; and (iii) time commitment to previous strategies is low. We confront our contentions with data on serial campaign launchers in crowdfunding. The data indicates that changing industry adversely affects fundraising performance due to the specificity of a portion of the accrued learning. This adverse effect is mitigated by venture launching experience and exacerbated following failure. Implications for practitioners and scholars are discussed.

How do changes in human resource programs lead to innovation: an organizational entrainment perspective on the temporal mechanisms in HRM

PurposeThe current study aims to investigate the temporal mechanisms in HRM systems by focusing on how HRM systems evolve over time and how such changes affect organizational innovation.Design/methodology/approachThis paper draws on organizational entrainment theory to examine how pace of change in employee involvement programs (EIPs) influences innovation via data from an eight-year longitudinal survey collected by Statistics Canada. The final sample includes 15,679 workplace–year observations.FindingsThis research shows that the effects of HRM programs on performance are more than just the mean effect – the pace of change by which changes are implemented in HRM programs matters in the long run. The optimal level of change pace occurs when the EIPs are changing at a pace that entrains (or synchronizes) with organizational rhythm of strategic changes. Results suggest that change pace in EIPs has an inverted-U-shaped relationship with both pace and quality of innovation. The curvilinear effect is more pronounced for organizations with relatively lower mean level of EIPs.Research limitations/implicationsFirst, this study captures only key measures of the EIPs and may not be generalizable to other dimensions of the HR systems. Second, the results of this paper should be interpreted at the HR program level or bundles of HR practices – the findings may not be generalizable to lower levels of analysis. Third, as a result of annual measurement, this study cannot capture short-lived minor dynamic HR misfits where workplaces quickly adjust to regain alignment. Fourth, to attain meaningful and consistent measures of strategic HR change, this study only includes surviving workplaces with at least five years of observations.Practical implicationsThis paper provides insights to managers and business leaders on how to implement strategic changes in HRM systems effectively to attain sustained innovation outcomes in the long run. To achieve an optimal level of innovation, organizations need to consider not only what and how many EIPs should be used but also how to strategically change EIPs to meet dynamic internal and external changes.Originality/valueThe current research introduces organizational entrainment theory to explain and empirically test the conflicting predictions of the universalist and contingency perspectives on the effects of strategic changes in HRM.

A Longitudinal Analysis on the Effects of Strategic Change on the Sustainability of Hyper Growth

A Longitudinal Analysis on the Effects of Strategic Change on the Sustainability of Hyper Growth

Effects of Strategic Change on Employees Performance in Manufacturing Organiztions

Effects of Strategic Change on Employees Performance in Manufacturing Organiztions

The role of top management teams in hospitals facing strategic change: effects on performance

Hospitals around the world face phases of strategic renewal to change into flexible organizations that are able to offer higher quality services at lower costs. They face a crucial managerial challenge of changing their long-term strategic focus while avoiding short-term performance downturn. The management literature suggests that top management teams facilitate strategic change. In this paper, we analyze whether the top management team composition is able to handle the conflicting demands of increased long-term and short-term performance in organizations facing strategic change. Data were collected from 81 top management teams of Spanish hospitals in a survey-based study. We found that top management team diversity moderates the negative effect of strategic change on short-term performance.

Effect of Strategic Change on Banks Performance; Evidence from Kenya

Effect of Strategic Change on Banks Performance; Evidence from Kenya

Supporting dairy farms by improving water productivity in the Tadla irrigation scheme (Morocco)

A research intervention was conducted in the dairy supply chain of the Tadla irrigation scheme in Morocco. The main objective was to assess water productivity through dual purpose herds (milk and meat) and to identify ways of improving it through better fodder yields and cattle rearing practices. An intervention method was tested. It relied on technical support for 10 cattle farmers. A regular evaluation of diets distributed to lactating cows was undertaken. In cases of nutritive insufficiencies or imbalances in relation to cows' potential milk yield requirements, an adequate supplementation was proposed and its effects on milk productivity assessed. In addition, a simulation tool was designed and tested with farmers to determine the effects of strategic changes (substitution of crossbreeds by pure Holstein cows, replacement of alfalfa by maize silage, introduction of drip irrigation) on their overall performance. The field study revealed that some 1.8 cubic meters of water were necessary for 1 kg of milk, whereas a volume of 10.6 cubic meters of water was needed for a kg of cattle live weight gain. The economic values of water productivity were 0.07 € and 0.24 € per cubic meter of water, respectively, for milk and live weight gain. The use of balanced diets made it possible to increase the average milk yield per cow. The results indicated that water productivity through irrigated cattle farming may be significantly improved by enhancing cropping and cattle rearing practices. This implies that on-farm extension services have to be improved to test such intervention tools at a larger scale.

Improved Outcomes of Extremely Premature Outborn Infants: Effects of Strategic Changes in Perinatal and Retrieval Services

The goal was to evaluate the impact of statewide coordinated changes in perinatal support and retrieval services on the outcomes of extremely premature births occurring outside perinatal centers in the state of New South Wales, Australia. The intervention included additional, network-coordinated, perinatal telephone advice to optimize in utero transfers and centralization of the neonatal retrieval system, with preferential admission of retrieved infants (outborn infants) to perinatal centers instead of freestanding pediatric hospitals, from the middle of 1995. Population birth and NICU admission cohorts of infants of 23 to 28 weeks of gestation were studied. Outcomes of epoch 1 (1992 to the middle of 1995; 1778 births and 1100 NICU admissions) were compared with those of epoch 2 (1997-2002; 3099 births and 2100 NICU admissions), after an 18-month washout period. There were 25% fewer nontertiary hospital live births (19.7% vs 14.9%) and more prenatal steroid use. Despite an 11.4% average annual increase in NICU admissions between the 2 epochs, fewer infants were outborn (12.0% vs 9.3%) and outborn mortality rates decreased significantly (39.4% vs 25.1%), particularly for those between 27 and 28 weeks of gestation. The overall improvement was equivalent to 1 extra survivor per 16 New South Wales births. There were also significantly fewer serious outcome morbidities in outborn infants during epoch 2, over the improvements in inborn infants. Statewide coordinated strategies in reducing nontertiary hospital births and optimizing transport of outborn infants to perinatal centers have improved considerably the outcomes of extremely premature infants. These findings have vital implications for health outcomes and resource planning.

425 エージェントの売買戦略の変化が市場に与える影響(環境・社会・防災シミュレーション,OS12 社会・環境・防災シミュレーション)

425 エージェントの売買戦略の変化が市場に与える影響(環境・社会・防災シミュレーション,OS12 社会・環境・防災シミュレーション)

THE EFFECTS OF REFOCUSING, SIZE, SLACK, AND MUNIFICENCE ON POST-BANKRUPTCY PERFORMANCE.

This study examines the determinants of post-bankruptcy performance. Specifically examined are the effects of strategic change (i.e. refocusing), organizational size, slack and munificence on post-...