Strategic Management Perspective Research Articles

Implementing Remote Working Policy in Corporate Offices in Thailand: Strategic Facility Management Perspective

There was a sudden shift in the way people work during the COVID-19 pandemic. To keep business continuity, many organizations have implemented a remote working policy for employees to work from home. Strategic facility management (FM) acted to support remote working policies by developing organizational norms in an organization. Meanwhile, the human resource (HR) department chose to achieve business performance while remote working by gaining job motivation among employees. However, there is limited understanding of how well organizations adapted to the remote working policy, and what are the critical factors affecting their remote work performance. The present study aimed to explore the effect of organizational norms on remote working, on remote work productivity, and organizational commitment among Thai employees. The study conducted an online questionnaire survey to a total of 414 Thai employees from various corporate offices. Hierarchical component modeling was applied and achieved a good model fit on the measurement and structural models. Results indicated that organizational norm has a significant effect on perceived productivity and organizational commitment, while sustaining work demand. Moreover, employees’ job motivation can sustain employees’ commitment to the organization in a remote working context. These findings proposed the strategic FM guide, through which a remote working policy can further enhance FM practice.

Investigating interdependences between Blue Economy’ sectors: insights from a strategic management perspective

This study paper aims to examine the main interdependencies and synergies between Blue Economy sectors and relatedly prominent business and economic actors. In particular, the research proposes emerging strategic management perspectives capable to better understand potential interdependences and synergies among BE sectors, also deepening the relevance of relationship established between main business actors populating these sectors. For this purpose, stakeholder relationship management, maritime spatial planning, and innovation ecosystem theories are suggested as the most fitting theoretical constructs to be applied. Grounding on a systematic academic literature review, insights from a grey review and anecdotal evidence emerging from a valuable business case focus on interdependences and synergies which may originate among Marine living resources, Marine Renewable Energy and Bioeconomy sectors. By stressing, the potential synergic interactions on which innovation ecosystems grounds on, this theoretical model is used for highlighting how parties involved in the ecosystem can support the introduction and diffusion of innovative processes, products and services in the Blue Economy domain, exploiting the aforementioned interdependences among BE sectors and actors, overcoming the technological issues that represent an obstacle to inter-sectorial upgrading and economic success. Research outcomes from the performed academic and grey literature review, jointly with evidence form the selected business case unveils that a strategic management perspective, which support the adoption of several managerial theories such innovation ecosystems, stakeholder relationships management and marine spatial planning allows a better understanding of the investigated phenomenon and favor the development of green and sustainable strategies pursued by prominent actors populating the BE industry and related sectors, thus supporting their license to operate when managing relationships with their main stakeholders.

Follow-the-Sun is it really a strategy from the perspective of strategic management?

Follow-the-Sun is it really a strategy from the perspective of strategic management?

Network approaches and strategic management: Exploration opportunities and new trends

PURPOSE: The analysis of the literature shows that the attempts to conceptualize the strategic aspects of the network bring a significant impact on the development of research on organizational networks. This article aims to analyze the new trends in strategic management, and in particular on the possibility of exploring the network approach in strategic management, through the existing literature and the presentation of the new contributions of the following articles published in the current issue. METHODOLOGY: The article is descriptive in character; thus it is based on a literature review and its constructive critics. A narrative literature review was used to present the main assumptions and features of the network approach in strategic management, along with an indication of emerging trends and new directions. Also the identification of theoretical foundations for understanding the processes of strategic change in inter-organizational networks and the proposition of the way to understand network strategy were presented. FINDINGS: The research included in this issue shows that from a network perspective, business strategy plays an important role in guiding the development of individual relationships and networks. Exploring the network approach in strategic management allows one to adopt the category of network strategy, which can be described through the coexistence of cooperation and competition. IMPLICATIONS FOR THEORY AND PRACTICE: Considerations lead to the conclusion that the business strategy must be expressed in terms of potential changes in the network in which the company operates, taking into account its current and selected position in the network. Despite the fact that the current state of research on organizational networks in the theory of strategic management shows that this approach is already quite well established, on the basis of the analysis of research results concerning the conceptualization of strategic aspects of the network, the existing problems and limitations were identified. ORIGINALITY AND VALUE: The main problems related to the exploration of the network approach and the resulting consequences for the definition of the network strategy were indicated. Also, the combination of an organizational and economic approach with the logic of competitive advantage and relational annuity. The demonstration that the network perspective in strategic management allows for a more complete understanding of the strategic behavior of modern enterprises.

Menadžment kvaliteta i poslovne performanse preduzeća u Srbiji

The impact of quality management (QM) programs on business results has been the subject of numerous studies worldwide. However, given the complexity of the contemporary QM paradigm and its context-dependence, it is difficult to generalise its impact on business performance. This study examines QM from the strategic management perspective by comprehensively analysing the effects of quality management system (QMS) certification to ISO 9001 in terms of improved business performance and the achieved level of total quality management (TQM) in Serbian companies. Control variables of industry type and company size are employed to observe their possible impact on motives for, and effects of, QMS certification to ISO 9001. The results reveal that the certification of Serbian companies' QMS to ISO 9001 positively influences their operational and market performance, with the impact intensity dependent upon company size and industry type. The impact of certification on financial performance was examined but not confirmed. Compared to companies motivated primarily by marketing interests and market pressure, companies that certify their QMS to ISO 9001 to improve the quality of their business show a higher level of TQM implementation and gain greater benefits from certification.

Drone-based secure communication model for goods collection and delivery: a strategic management perspective

Drone-based secure communication model for goods collection and delivery: a strategic management perspective

Drone-based secure communication model for goods collection and delivery: a strategic management perspective

Drone-based secure communication model for goods collection and delivery: a strategic management perspective

Role of Management Control Systems During Early Years of PARC

A management control systems perspective is applied to the history behind Xerox PARC’s founding and innovative development of technological products. The inability of Xerox to commercialize their many innovations at PARC is traced back to the inception of the ROI financial control metric at DuPont. While the story of PARC in the 1970’s has been well-studied from a strategic-management perspective, we believe an accounting management control perspective, framed within management theories, sheds new light and gives richer context to the decision-making processes at Xerox PARC during the late 1960’s through the 1970’s.

Corporate social responsibility and COVID-19: Research implications

Considering the unprecedented event of COVID-19 as both global public health and economic crisis, its impacts on society including businesses are almost unimaginable. In particular, since the tourism and hospitality industries are among the hardest hit, tourism and hospitality researchers should examine how to understand its implications for these industries. This article takes a view from the corporate social responsibility (CSR) standpoint in relation to the current pandemic and attempts to provide some research implications, especially from the financial economics and strategic management perspectives. Potential research topics discussed in the article include emerging CSR initiatives throughout the pandemic, a comparison between pre- and post-pandemic financial implications of CSR, a moderating role of CSR strategy, various performance measures including risk measures, and culture and industry as boundary conditions.

The nexus of information sharing, technology capability and inventory efficiency

Purpose This paper aims to examine the effect of inventory information sharing on inventory efficiency and its intervening effect of information technology (IT) capability in manufacturing firms. Design/methodology/approach Stratified random sampling and filter questions selected targeted respondents, and an online survey collected 124 completed questionnaires from Malaysian manufacturing firms. partial least squares structural equation modeling (PLS-SEM) examined the structural model and hypothesis statement. An analysis of importance-performance map analysis (IPMA) test identified the relative importance drivers of inventory efficiency. Findings The findings showed that enhanced IT capabilities in manufacturing firms mediate a positive relationship between inventory sharing and inventory efficiency. Research limitations/implications This study portrays the relationship between inventory level, demand and information sharing. The research was carried out only within Malaysian manufacturing firms. Practical implications These findings will enable the management of manufacturing firms to design and visualise their inventory levels and share best practices across supply chain networks to achieve effective and optimised inventory planning. Social implications This study illustrates an intervention model that offers a direct and indirect impact of IT capabilities that allow scholars to close inventories productivity gaps in research. Originality/value This paper extends the limited literature on the sharing of inventory information and inventory productivity, notably from a strategic management perspective. The findings help scholars clearly understand the information systems capability and its mediating impact on information sharing and inventory efficiency’s relationship in the manufacturing sector. Moreover, demand information sharing affected the dynamic supply chain.

Managing and Preparing for Emerging Infectious Diseases: Avoiding a Catastrophe

The extent and impact of neglected diseases has been well documented in the public health and medical science literature. However, from a strategic management and organizational perspective, there ...

Strategic renewal of SMEs: the impact of social capital, strategic agility and absorptive capacity

PurposeThis research was carried out with the purpose to empirically test the model to explain the procedures concerned with the translation of social capital (SC) into strategic renewal (SR) of SMEs in developing economy like Pakistan. This procedure involves the mediating role of firms' strategic agility (SA) as well as the contingent effects of firms' absorptive capacity (AC).Design/methodology/approachThis study employed a cross-sectional design to evaluate the hypothesized model. To validate the moderated mediation model, data was collected from 519 CEOs, owners, finance managers and managing directors of 123 manufacturing units dealing in agricultural machinery (32 units), automobile accessories (16 units), pharmaceutical instrument (11 units), electrical equipment (25 units), IT related accessories (21 units) and garments (18 units).FindingsThe findings of the study confirm a positive association between SC on SR. Moreover, results also validate the mediating role of SA in the relationship between SC and SR. In addition, the moderating role of AC is also confirmed and presented this construct as a catalyst in the relationship between SC and SR.Practical implicationsThis research provides new endeavors for strategic management and strategic entrepreneurship literature by focusing on distinctive resources such as SC with its different facets. Therefore, it provides a new dimension and a roadmap that will be beneficial to the achievement of the objectives of SR.Originality/valueThe findings of this research have contributed to the streams of strategic management perspective by emphasizing upon the mediating mechanism how SC can be transformed into SR of SMEs through SA. Findings of the research also contribute to understand the moderating role of AC, and how its association with SC and SA augments the effects on SR of firms.

Determinants of Employees Outstanding Performance in Public Corporations: Strategic Human Resource Management Perspectives of Organisational Development and Sustainability

Performance management is a strategic component of organisations operationswhich requires careful assessment of its constituents. Success of every institution is determined by its performance management system which ensures the provision of adequate tools that enhances outstanding performance. This study examined determinants of employee outstanding performance in corporate institutions with strategic human resource management perspectives of organisational development and sustainability. In this regard, the study critically reviewed pieces of literature published on issues relating to employee performance, which facilitated the discoveryof great concerns of exceptional performance. In order to addressgaps identified, the study employed descriptive quantitative and correlational methods which facilitated the gathering, classification and presentation of data that led to descriptive analysis, discussions and objective conclusion of the study. Nevertheless;obtaining first-hand information was enhanced through the distribution of 300 questionnaires to sample units. Data obtained from sample units was analysed, using Descriptive statistics and Persian correlation. Processed data shows the significance of training and employee development as key element towards improving performance in several facets of organisational operations. However, further facts discoveredestablished that, high employee engagement facilitate effective employer-employee relationship,which shows motivational values and employees worth that prompt institutions workforce todemonstrate commitment towards organisations success. In addition, financial reward was classified as the principal motivator and its judicious use,emphasised by respondents, could influence employees towards exceptional performance.Persian Correlation established significant relationships described thus: Institutions with efficient performance management systems ensures staff capacity building which increasesemployees’competency level.On the other hand, effective engagement and allocation of financial and no-financial rewards generate an outstanding workforce that leads to organisational development and competitive advantage. In consideration to the foregoing facts, this study is significant to human resource management specialists, training and development consultants and corporate institutions in Sierra Leonne.

Principles of value creation in event tourism: Enhancing the competitiveness of regional clusters

ABSTRACT Using a strategic management perspective, this paper conceptualizes how event tourism creates and appropriates value for locations and regions supporting tourism. A conceptual framework of the six principles of tourism value creation integrates theoretical developments in value creation and retention, service innovation, and networks and regional clusters. This model applies to three levels of players: individual entities, tourism-supporting organizations, and the geographic or regional clusters that promote tourism. This framework demonstrates how event tourism creates value for individual tourists, tourism-related organizations, and regional economies, while also enhancing competitiveness for regions and individual nations. The model offers a new perspective for future research directions and practitioner guidance to create and sustain competitive advantage.

Inclusive Green Innovation Environment Evaluation Index: A Study of the Logistics Companies in Fujian Province

Wang, T.T. and Guo, X., 2020. Inclusive green innovation environment evaluation index: A study of the logistics companies in Fujian Province. In: Qiu, Y.; Zhu, H., and Fang, X. (eds.), Current Advancements in Marine and Coastal Research for Technological and Sociological Applications. Journal of Coastal Research, Special Issue No. 107, pp. 283-287. Coconut Creek (Florida), ISSN 0749-0208.In order to enhance the effectiveness of inclusive green innovation environment evaluation of enterprises from the perspective of strategic management, this paper aims at the inclusive green innovation environment evaluation problems of enterprises under the ecological environmental protection regulations to put forward an inclusive green innovation environment evaluation index system based on multi-layer clustering algorithm. In addition, it designs the multi-layer clustering improvement mode based on the multi-layer clustering algorithm. Finally, it verifies the effectiveness of algorithm through simulation experiment.

STRATEGIC ALLIANCE FOR BLOCKCHAIN GOVERNANCE GAME

This paper deals with design of an alternative secure Blockchain network framework to prevent damages from an attacker. The alliance concept from the strategic management perspectives is applied on the top of a general stochastic game framework. This new enhanced hybrid theoretical model is designed to find the best strategies toward preparation for preventing a network malfunction from an attacker through strategic alliances with other genuine nodes and it is developed based on the combination of a strategic management framework and a conventional stochastic model based on the Blockchain Governance Game. Analytically, tractable results for decision-making parameters are fully obtained to predict of the moment for operations and also to provide the optimal number of allegiance nodes to protect a Blockchain network. This research helps those whom are considering initial coin offering or launching new Blockchain-based services by enhancing security features through strategic alliances in a decentralized network.

THE MAJOR CHALLENGES FACING ORGANISATIONS TO CREATE TECHNOLOGY-ENABLED VALUE IN THE FOURTH INDUSTRIAL REVOLUTION: A DYNAMIC CAPABILITIES PERSPECTIVE IN SOUTH AFRICA

Organisations are finding it increasingly difficult to create value in the current dynamic, globalised, interconnected, and ever more complex business and technology environments. The Fourth Industrial Revolution (FIR) is set to increase these challenges as a result of the increasing complexity and dynamic changes in market, societal, and technological trends. While current technological trends potentially offer great value to organisations, emerging technological implementations and transformations often fail to realise the desired value-creation outcomes. Following an exploratory study with qualitative interviews, it was determined that most of these challenges to technology-enabled value-creation initiatives, in the current FIR related environment, can be linked to a dynamic capabilities perspective of strategic management. This perspective encompasses the enabling capabilities and strategic alignment between the external environment, an organisation’s strategies, its strategy execution, and its capability creation, adaptation, and management.

An examination of associations between business process management capabilities and the benefits of digitalization: all capabilities are not equal

PurposeWhile organizations have learned to understand the importance of developing business process management (BPM) capabilities, digitalization now transforms business processes, and introduces new challenges. Extending prior research examining the value of BPM capabilities in organizations, this study examines the associations of BPM capabilities across direct and indirect digitalization benefits.Design/methodology/approachDrawing from the capabilities perspective of strategic management, the dynamic versus ordinary classification was used to classify eight BPM capabilities. An empirical investigation of associations between the eight BPM capabilities and 20 digitalization benefits is presented based on data collected from 165 BPM professionals across four continents. Factor analyses were performed to verify the framework measures for BPM capabilities and digitalization benefits. The Kendall's tau-b (τb) correlation coefficient was used to measure the strength and direction of associations.FindingsOverall results confirm positive associations between BPM capabilities and digitalization benefits, but the relationship was less dominant for ordinary BPM capabilities and indirect benefits. Furthermore, relationships between individual BPM capabilities and specific digitalization benefits vary both across and within the categories.Practical implicationsThese findings support the moderate capability-based view that puts ordinary and dynamic capabilities on equal footing in dynamic environments, while also providing insight for managers focused on specific outcomes with digitalization efforts.Originality/valueThis study reveals that the strength of associations between BPM capabilities and digitalization benefits varies. This highlights the relevance of ordinary-dynamic and direct-indirect distinctions, and the value of a more fine-grained understanding to better inform practice.

APPLICATION OF CONVERGENT APPROACH IN STRATEGIC PROJECT MANAGEMENT

Thearticleisdedicatedtotheproblemofintegration of project, strategic and cognitive management in the system of interactions of the management subject and the heterotropicenvironment. The place of convergence in strategic developmentprojects management is considered through the prism of cognitive approach.Main multidisciplinary approaches are defined in the field of open nonlinear systems of “subject-environment” interactions management. Issues of the place of intentions, goal setting and their interconnections were considered in the context of the project approach. Relevance of convergency of strategic, cognitive and project approach from the perspective of strategic projects management was justified. Connections of cognitive knowledge obtaining processes and project integration management during the realization of the lifecycle were identified. Relevant approaches to convergency issues were analyzed and theoretical justifications of influence of correspondence of competencies of the project team on the system’s strategic development was developed. Key elements of the system of interactions of the management subject from the position of cognitive, strategic and project management were described. Base interconnections of modern epistemologicaldirections of the modern management field were formalized. Multidisciplinary connections were considered that highlight the change of paradigm of complex nonlinear systems management, its adaptation to the conditions of the sixth technological mode –NBIC-convergence. Issue of concept of system’s strategic development as a complex of formalization processes and realization of management approaches for successful realization of projects was considered. Aparticular attention the authors pay to research of knowledge management in the integrated system of project team management. A concept of development of intellectual capital through the system of experience accumulation new ideas, initiative, innovations generation of intentions, goal setting and result during acquiring new valuables by the subject of project management.

Indefinite vs. fixed-term work contracts: the impact over the teachers’ work-engagement

Abstract A teacher’s work during the school year should be seen as a marathon or as a sprint? This paper intends to contribute to the expanding body of literature on the work-engagement issues of education employees from a perspective of strategic human resources management. It investigates how the length of their working contracts influences the level of engagement shown for their work. It was assumed that the existence of an indefinite or a fixed-term work contract brings up aspects such as stability, predictability and coherence for a teacher’s work, all thought to be parts of a positive engagement state of mind. Nevertheless, the acknowledgement and the acceptance of a short time collaboration could bring just as good results if the focus remains on the present moment. In order to gain a better understanding it was performed a quantitative research materialized in a questionnaire, answered by school teachers employed under both forms of contracts. The findings of this study are of value for any of the educational field stakeholders as the system’s human resources are the most valuable asset for a qualitative result. In the end, implications of a predominant engaged or disengaged stuff will be discussed and human resources management suggestions will be made.