Global Strategic Management Research Articles

Arup Group Limited: putting trust in the trust

Research methodology The data set used to write this case was collected from 83 public sources, including company communications, company journals and reports and the company website, along with newspaper articles, industry reports, scientific articles and case studies. The data set was used to analyse both the industry and firm in which Arup operated to draw conclusions about the firm’s strategy and competitive advantage, specifically, as it relates to trust and knowledge management. Case overview/synopsis Alan Belfield, an employee of Arup Group Limited for 29 years, and the company’s chairman since 2019, had witnessed significant growth since he first joined the firm. Operating globally, Arup had a proud past; since 1946, the company had served 6,931 clients across 143 countries, leading to its important contribution to many world-renowned landmarks within the built environment. From 2018 to 2020, revenue at the global multiservice engineering company had grown almost £250m [1] to £1.809bn. Over the past few years and as 2021 came to an end, the global engineering services industry had experienced a flood of mergers and acquisitions, as the industry grew towards maturity and clients looked for full-service solutions. Arup’s strategy had proven successful in the past, evidenced by its capacity to grow revenues and partake in the design of well-known structures and buildings. However, with the trend towards consolidation, as Arup headed into 2022, how could the firm retain its position as one of the global leaders in the industry over time? Complexity academic level The case can be used in business courses on global strategic management at the bachelor and master levels, as it applies key strategic management concepts within a global context. The case focuses primarily on the transnational corporation (Bartlett and Ghoshal, 2002) and how it creates value through strategy and structure. Instructors who wish to integrate the human resource management aspect into the course are provided with optional material, including an additional reading, along with an assignment question and associated analysis and teaching guidance.

Millennials’ CSR Adoption: A Stakeholder Approach and the Impact on Profit

Business education emphasizes an analytical approach to decision making and strategy development. However, certain factors, such as Corporate Social Responsibility (CSR), are challenging to quantify in corporate strategy. The consideration of CSR, including Environmental, Social, and Corporate Governance, by Boards of Directors, is among these difficult-to-quantify factors. Business schools now teach students to focus more on a CSR/stakeholder approach, in line with updated standards such as Advance Collegiate Schools of Business Standard 9, which has increased the focus on societal impact in curricula. The CSR/stakeholder approach has emerged as a global strategic management option but is not without challenges, including non-homogeneous CSR issues and potential greenwashing. Moreover, a measurable stakeholder approach might lead to decreased profitability. Individual differences, particularly among millennials, influence support for or against CSR initiatives. This paper evaluates these differences and their impact on decision-making, which will significantly influence society as millennials rise to leadership roles.

The impact of electronic and self-rostering systems on healthcare organisations and healthcare workers: A mixed-method systematic review.

To synthesise evidence from studies that explored the impact of electronic and self-rostering systems to schedule staff on healthcare organisations and healthcare workers. Mixed-method systematic review. Studies were screened by two independent reviewers and data were extracted using standardised data extraction tables. The quality of studies was assessed, and parallel-results convergent synthesis was conducted. Academic Search Complete, CINAHL, ERIC, MEDLINE, PsycINFO and PsycARTICLES were searched on January 3, 2023. Eighteen studies were included (10 quantitative descriptive studies, seven non-randomised studies and one qualitative study). Studies examined two rostering interventions including self-rostering (n = 12) and electronic rostering (n = 6). It was found that the implementation of electronic and self-rostering systems for staff scheduling impacted positively on both, healthcare workers and healthcare organisations. Benefits included enhanced roster efficiency, staff satisfaction, greater control and empowerment, improved work-life balance, higher staff retention and reduced turnover, decreased absence rates and enhanced healthcare efficiency. However, self-rostering was found to be less equitable than fixed rostering, was associated with increased overtime, and correlated with a higher frequency of staff requests for shift changes. The impact of electronic and self-rostering systems to schedule staff on healthcare organisations and healthcare workers' outcomes was predominantly positive. Further randomised controlled trials and longitudinal studies are warranted to evaluate the long-term impact of various rostering systems, including electronic and self-rostering systems. Rostering is a multifaceted responsibility for healthcare administrators, impacting patient care quality, workforce planning and healthcare expenditure. Given that healthcare staffing costs constitute a substantial portion of global healthcare expenditure, efficient and strategic resource management, inclusive of healthcare staff rostering, is imperative. The 27-item Preferred Reporting Items for Systematic Reviews and Meta-analyses (PRISMA) checklist. No Patient or Public Contribution.

Global Strategic Human Resource Management Practices and Systems Considerations for Virtual, Remote-Working Employees in COVID-19 Pandemic Era: A Triangulation of Meta-Methods

Virtual organisations have progressively pervaded the world where groups of workers implement boundaryless, concurrent, and cooperative job processes outside physical job environments. This is made possible by internet accessibility; and information, communication, and technology (ICT) which organises and integrates employees’ abilities and assets for the sole purpose of achieving the overall organisational goal. Virtual jobs offer fresh management problems in comparison to conventional in-person job habits. Human resource specialists reveal that various managers suffered from deficient capabilities and power during COVID-19 lockdown in comparison to conventional working environment management. A meta-evaluative research was conducted in order to conceptualize an evidence-based synopsis on virtual administration of remote-working employees and propose an applicable conceptual framework. The research utilised sixteen peer-reviewed published articles on management of virtual remote-working employees between 2020 and 2023. The results were able to systematically demonstrate remote working procedures of diverse organizations facilitated by virtual processes and technologies, and strategic human resources management model as well as collaborative methodologies that empowered the peculiar COVID-19 virtual workspaces. Communication, information technology and managerial proficiencies are paramount for managers of employees in such settings. Consequently, a conceptual framework for management of remote-working employees have been designed containing managerial expertise, trainings, ICT and environmental components. Managers are required to have the necessary abilities required to anticipate diverse circumstances and to prepare beforehand activities that counter likely contradictions and disputes. Virtual remote-working groups deliver great prospects; thus, managers should aim to capitalise on its benefits while seeking to minimise its drawbacks. Keywords: Remote-Working, Strategic Human Resource Management, Virtual.

Global trends in the incidence and mortality of asthma from 1990 to 2019: An age-period-cohort analysis using the global burden of disease study 2019.

Asthma is a major global health challenge. The global strategic management and prevention of asthma report has been published, but health system planning for asthma requires a careful assessment of asthma epidemiology. This study described the incidence and mortality of global asthma from 1990 to 2019. Based on data from the global burden of disease study (GBD) 2019, we present spatial and temporal trends in asthma incidence and mortality for the world and its 204 countries and territories from 1990 to 2019. Meanwhile, age-period-cohort analysis was used to explore factors influencing asthma incidence and mortality. From 1990 to 2019, the incidence of asthma decreased from 601.20 per 1,00,000 to 477.92 per 1,00,000, and the mortality of asthma decreased from 8.60 per 1,00,000 to 5.96 per 1,00,000. High sociodemographic index (SDI) areas have higher age-standardised asthma incidence and low sociodemographic index areas have higher age-standardised asthma mortality. The age-period-cohort analysis results showed that the relative risk (RR) of incidence was high in children and the RR of mortality was high in elderly individuals. The RR of both asthma incidence and mortality showed a decreasing trend over time. The RR of asthma incidence in the recent birth cohort was higher than that in the previous birth cohort. The RR of asthma mortality continued to decline with the change in the birth cohort. Global asthma incidence and mortality decreased from 1990 to 2019. The decline in asthma incidence was mainly attributed to age effects and period effects, and the decline in asthma mortality was mainly attributed to period effects and cohort effects. Focusing on the risk of incidence in children and the risk of mortality in the elderly, promoting healthy lifestyles and controlling environmental risk factors can help to better control asthma.

A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy

Research SummaryThe growth of China and President Xi's policies have transformed the global economy in ways that global strategy and international business (IB) scholars have yet to reflect fully in their research. The global economy is increasingly bifurcated between a China‐centered authoritarian system and a market‐oriented democratic system, generating complications and perils largely unknown since the end of the Cold War. The global business environment now bears faint resemblance to existing models in IB. To properly analyze the new reality, global strategy and IB scholars need to adopt a wider‐aperture, systems‐theoretic view that will require the cross‐fertilization of ideas and collaboration with other disciplines such as international political economy. This engagement will allow the development of more broadly based frameworks, theories, and models that can assist decision makers in the private and public sectors.Managerial SummaryStrategic rivalry between China and the West requires managers to face a new reckoning. China remains the world's factory, but it has a tenuous relationship to even‐handed rules of law, both domestically and internationally. China leverages access to its market and has aligned with other autocratic countries to reshape the world order. Many firms have straddled the divide and tried to play by two sets of rules. This is not viable longer term. The strategic decisions of Western firms, particularly those involved with advanced and, especially, dual‐use technologies, are consequential to the future of democracy. A systemic view of the long‐term health of the enterprise may reveal the need to choose. Choosing democracy means, at minimum, guarding intellectual property, enhancing organizational capabilities, coordinating with peers, and protecting national security.

The impact of COVID-19 on the US renewable and non-renewable energy consumption: a sectoral analysis based on quantile on quantile regression approach.

The repercussions of the novel coronavirus (COVID-19) pandemic go well beyond health concerns, affecting virtually every aspect of our lives, including daily energy consumption. Therefore, this study explores the impact of COVID-19 on renewable and non-renewable energy consumption in the USA, which has been severely affected by the recent pandemic. We conducted a detailed analysis of the energy consumption demands of various sectors in response to the COVID-19 outbreak. Our in-depth analysis comprises two parts. Initially, we determine the monthly growth change by utilizing the month-on-month method. Subsequently, we used the quantile-on-quantile approach of Sim and Zhou (2015) on data spanning from December 2019 to August 2021 to explore the impact of COVID-19 on energy consumption across the whole distribution. The study’s outcomes underscored that compared to renewable energy, non-renewable energy consumption was more affected by the COVID-19 lockdown, and the overall energy consumption (both renewable and non-renewable) remained low. These findings accentuate global strategic management tools to tackle COVID-19 cooperatively and restore the energy mix. Such measures are critical for energy access, security, and evenhandedness.

Nature-based tourism influences ecosystem functioning along waterways: Implications for conservation and management

Nature-based tourism has an influence on ecosystem functioning around watercourses, but this influence lacks scientific evidence. Additionally, strategic and operational management of streams necessitates trade-offs between the recreational activities and values of tourists and riparian zone hospitality services. This paper aims to assist environmentalists and planners by exploring the effects of tourism-based recreational activities on ecosystem functioning along the drawdown zone. The study uses multivariate statistical techniques to delineate the relevant global tourism issues for planners. Kruskal-Wallis tests (p < 0.01) were conducted using quantitative data from 284 transects within the Three Gorges Dam Reservoir in China. The results revealed higher ecosystem function indices than tourism indices. Indicators of tourism contributed both positively and negatively to ecological indicators, with the Pearson correlation coefficients ranging from minor to moderate (r = ̶ 0.24 to 0.38, p < 0.05). Principal component analysis revealed that the critical variables of ecosystem functioning and tourism activities explained 72.26 % of the overall variance. Nevertheless, hierarchical cluster analysis revealed that these indicators responded differently in the upstream, midstream, and downstream sections. Our findings suggest that policymakers should consider the different characteristics of riparian zones in future planning, as doing so will improve both national and global strategic and operational management.

Viva Di Bartini: Eleven New Laws of Conservation Expanding Physics for Global Strategic Management and Strategic Development

This article illustrates how 11 new Laws of Conservation (Aleinikov, 2004, 2005, 2007a,b,c,d,e; Aleinikov &amp; Smarsh, 2007, 2009a, 2009b, 2011; Aleinikov &amp; McFarland, 2008a, 2008b, 2009) expand the Bartini/Kuznetsov LT system of interpretation of laws of physics (Bartini, 1965, 1966, 2005; Kuznetsov &amp; Bolshakov, 2000), thus expanding the physics and strategic management horizons. The new laws are described, explained, and, in some cases, shown in their application to real world problems, including outer space research and global strategic management issues. However, the main contribution of these discoveries is certainly the opening of new horizons for scientific research – the global strategic development of science. In the history of science, these new laws represent an opportunity for a heuristic leap. While in old times, it took about 50-100 years to discover one new law of conservation, the new approach offered by Robert Oros di Bartini and implemented by our research group, allowed us to discover 11 new laws of conservation within five years. It means 100 times acceleration! That's why this article is titled “Viva di Bartini!” It emphasizes the contribution of the great engineer and scientist, named a “prescient genius” by press, to the strategic development of science, including the first in the world MANAGEMENT SYSTEM FOR LAWS OF CONSERVATION that led to a revolutionary leap in developing new laws and new sciences, including the science of genius – Geniusology, first mentioned in 2003, published in 2004, as described in (Aleinikov, 2013a).

Levels of legitimacy development in internationalization: Multinational enterprise and civil society interplay in institutional void

AbstractResearch SummaryTypically, studies on subsidiary legitimation take the perspectives of compliance and isomorphism to examine multinational enterprises (MNEs') legitimacy; our study considers both isomorphism and institutional innovation perspectives to examine how subsidiaries, in collaboration with civil society actors, co‐develop various levels (degrees) of legitimacy in an institutional void. The study finds four overlapping levels of legitimacy—“acceptance,” “image,” “endorsement,” and “synergy” (a combination of acceptance and efficiency)—that subsidiaries co‐develop throughout the internationalization process. We bring new insight into legitimation: that an isomorphism perspective of legitimacy alone cannot explain the complexity of subsidiary legitimation in an institutional void because subsidiaries not only earn acceptance by compliance, but also create/co‐create image, endorsement, and synergy as outputs of institutional innovation. We contribute to the global strategic management in emerging economies.Managerial SummaryWe investigate how MNE‐civil society interplay co‐develops different levels of legitimacy in an institutional void, as opposed to only the “acceptance” level. The study combines both rule‐accepting and rule‐changing perspectives, revealing that MNEs' strategic endeavors yield overlapping, yet increasing, levels of legitimacy—“acceptance,” “image,” “endorsement,” and “synergy”—in internationalization. These levels are not necessarily derived from a firm's strategic initiatives using an isomorphism perspective; instead, the firm appears as an institutional entrepreneur and co‐develops new institutions, which creates synergy (legitimacy + efficiency) for the firm's operation. Although it is difficult to separate the increasing levels of legitimacy, managers can use the insights to design specific strategies for each level of legitimacy and develop partnerships with local actors in legitimation in an institutional void.

Global Strategic Business Management: Focusing On the Strategic Business Unit of Amazon Whole Foods

Global Strategic Business Management: Focusing On the Strategic Business Unit of Amazon Whole Foods

Corporate Centre in the System of Global Business Strategic Management

The article investigates globalization as one of the basic trends in the world economy of the 20th–21st centuries. Globalization affects virtually all areas of economic life of any country providing serious preferences for some of them and creating difficulties to others. Global business is one of the phenomena of globalization. Its organisational and managerial mechanisms are primarily related to the creation and operation of multinational corporations (MNCs) and are not yet fully explored in the world scientific literature. Studying global business management problems is possible only on the basis of a system-based approach to analysing investment attractiveness of a particular MNC. Investment attractiveness of a company is a multifactor indicator, the evaluation of which depends on many parameters, including the effectiveness of business processes in large companies and the ability to respond quickly to global changes at macro and micro levels. Different organizations tackle this problem in different ways, but at the heart of its solution is laborious analytical work on developing a strategy aimed at creating, implementing and maintaining competitive advantages and ensuring the interests of stakeholders. The authors reveal that actions of the corporate centre not always contribute to the effective development of global business. Although a company’s strategy is a result of a team work, the top management takes the lead in this process and is responsible for analysing messages and recommendations given by leaders at lower management levels. We find that collective discussion by the board of directors of a corporation is obligatory for crucial strategic decisions to be taken.

Global Strategic Management: China-US Transitional Paradigm of Convergence

The study focuses on the China US relations since Cold War and then after its impacts till recent appearance of China as second greatest economic power of the world, which not only influences the strategic, but also economic and social aspects. The tragedy of 9/11 and the resultant impact on Middle East in the form of destabilization jolted the world scenario. China and US have larger share of military and economic powers, the stability and peace relies on both of them. The research has been developed containing five sub parts. The first part covers the significance of issue to US-China relations, the second part deals with US Interests and US perspective of Chinese interests and social aspects, the third part is related to Chinese interests and Chinese perspective of US interests, the fourth part covers the areas of convergence with recommended cooperative initiatives and last part deals with areas of divergences with recommended mechanism to manage the tension and crises.

IRANIAN NUCLEAR DEAL: CHALLENGES FOR REGIONAL AND GLOBAL STRATEGIC MANAGEMENT

Reza Shah Pahlavi laid the foundations of the Iranian nuclear quest in the 1950s by getting nuclear assistance under reciprocal arrangements in the US-sponsored Atom for Peace program. Iran is a signatory of the NonProliferation Treaty (NPT) since 1970, and by their perspective, all protocols under NPT have fully complied. The 1979 revolution in Iran proved a watershed in relations with the USA due to the hostage crisis and increased hostility, which resulted in economic sanctions and isolation. However, Iran covertly pursued its nuclear program, which remained the subject of international debate until the nuclear deal of 2015 aimed at limiting Irans nuclear capability for the lifting of sanctions and breaking isolation. On 16 January 2016, in response to Irans compliance with the provisions of the nuclear deal, all nuclear-related sanctions were lifted. President Trump since taking over office has repeatedly criticized the agreement and decertified it unilaterally. This article analyses implications on regional and global strategic management.

Ahkera Smart Tech: A High-Tech Venture’s Global Entrepreneurship in Asia

Ahkera Smart Tech is a technology start-up specialized in baggage loading, a niche market of airport baggage handling system. Its robotics technology has great potential to revolutionize baggage loading by improving operational efficiency, accuracy and safety in the airport. As Ahkera brings its innovation to a global stage, the management team is keen on Asian markets. Aviation industry in Asia has observed exploding demand for air traffic, providing great market opportunities for Ahkera. As a non-Asian startup, Ahkera faces significant challenges in market penetration and global strategic management in order to ride on Asian opportunities.

Transforming Dubai Logistics Corridor into a Global Logistics Hub

The case discusses the various factors that bolstered positioning Dubai as the ideal location for a logistics hub, located at the crossroads of international trade and commerce between the Eastern and Western worlds. Dubai is also regarded as the gateway to the world’s most progressive markets which include Greater Africa, the Indian subcontinent, and the East European countries. The case illustrates some of the critical challenges faced by the city in particular and the country as a whole, in the past decade, thereby evaluating the issues and risks that can hinder its strategic logistics developmental roadmap. The case can be taken up for subjects such as logistics and supply chain management, operations management, global logistics systems, warehouse management and strategic management, and to enrich concepts related but not limited to facility location strategy, logistics network expansion strategy, country analysis, distribution hub location strategy, etc.

Africa: The New Frontier for Global Strategy Scholars

Context matters in the global strategy literature. We discuss how Africa, as a setting that received limited attention in the past, offers opportunity to challenge existing theory and develop new insights. The overall goal is to ask: What will the field of global strategic management look like once we have engaged with Africa in a similar manner as we have done with other emerging economies? We also introduce the papers published in this special issue and highlight directions for future research. Copyright © 2016 John Wiley &amp; Sons, Ltd.

Extant reviews on entry-mode/internationalization, mergers &amp; acquisitions, and diversification: Understanding theories and establishing interdisciplinary research

Abstract This paper aims to accomplish three objectives while drawing attention to the speed of adapting international management practices in emerging markets. First, we summarize 67 extant review studies on entry-mode/internationalization, mergers and acquisitions (M&A) and diversification. Second, a synopsis of 17 theories propounded in different disciplines referring to business organization and management is presented, including the theory of foreign direct investment, market imperfections theory, the theory of transaction cost economics, internalization theory, eclectic paradigm, the Uppsala theory of internationalization, long-purse theory, resource-based-view theory, resource dependence theory, the theory of competitive advantage, organizational learning theory and learning-by-doing, bargaining power theory, information asymmetry theory, agency theory, institutional theory, liability of foreignness, and market efficiency theory. Last, we propose a two-band model both for establishing interdisciplinary research and for promoting more theory-building research in global strategic management. We also recommend a few research arguments for potential exploration in entry-mode, M&A and diversification.

A Comparative Analysis of Global Strategic Management Approaches in Scope of “Biggest Companies List”: Turkey’s Position in Global Business

The Biggest Companies List-BCL, is announced every year as an indicator of multiple dynamics for global commercial organizations. BCL is used to be consented as an important reference for researchers as it reflects company's point of view of global strategic management and environment activities. Strategic environment analysis with an important role in strategy development, evaluates organization's general and specific environment's effects but can't pro- vide enough support to top management for seeing the big picture in global managerial and organizational trends. In this study, the biggest organizations' strategic management trends are analysed not only with BCL, but also within three new strategic environment concepts, newly originated from navigation literature with a metaphoric approach as flag, slot and scarsa countries/regions. In that respect, it was tried to obtain implications on positioning of Turkish firms acting on the global scale in the global business.

Global Electronic Commerce Strategic Management: State of the Field (1996-2007)

Global Electronic Commerce Strategic Management: State of the Field (1996-2007)