Strategic Transformation Process Research Articles

When digitalization meets HRM: developing a HRM value chain model in China

PurposeThe purpose of this study is to explore the mechanism of digitalized transformation in organizations’ human resource management (HRM). This study summarizes three basic factors driving the digital transformation process in China: level of perception, level of application and speed of transformation.Design/methodology/approachThis study analyzes the strategic transformation process of HRM in Haier, Hisense and Chambroad to explore the human resource digital transformation mechanism in Chinese enterprises.FindingsThe results of this study show that three HR value chain models can be constructed based on how well HRM deals with business: the efficiency-oriented HRM value chain, quasi-business-oriented HRM value chain and business-oriented HRM value chain. The basic factors – level of perception, level of application and speed of transformation – are observed in the entire HRM digital transformation process.Originality/valueThis study provides theoretical and empirical insights for enterprises to explore the value of digital technology in HRM and facilitate the digital transformation of HRM.

The Role of Women’s Administrative Capabilities to Keep Pace with Strategic Transformation 2030: دور القدرات الإدارية النسائية لمواكبة التحول الاستراتيجي 2030

There has become an urgent need to increase and activate the participation of women in the field of educational leadership to contribute effectively to achieving the strategic transformation process in the Kingdom of Saudi Arabia. One of the most prominent goals of the 2030 Vision of the Kingdom is to contribute to increasing Saudi women’s participation in the labor market and to allow them to assume senior leadership positions. Based on the foregoing, the current study aimed to identify the role of women’s administrative capabilities in the Kingdom of Saudi Arabia to keep pace with strategic transformation 2030. To achieve the objectives of the study, the descriptive analytical method was used to prepare the study, as well as using the questionnaire as a tool for collecting data from the sample of the study population. The current study was conducted on All 44 women leaders in the El-Darb Teaching Office in the Department of Education in Sabya in Jazan during the first semester of the academic year 1441/1442 AH. After analyzing the data, a number of results were reached, most notably: There are no statistically significant differences at the significance level (α ≤ 0.05) for the role of women’s administrative capabilities to keep pace with strategic transformation 2030 attributable to the demographic variables (age, academic qualification, number of years of experience) of women leaders (the study population). According to the study results, The research made several recommendations, the most important of which are: (a) the necessity of enhancing the readiness of women’s administrative capabilities to assume leadership positions in schools in the El-Darb Teaching Office to keep pace with strategic transformation 2030, and (b) achieving compatibility between the training programs offered to women leaders and the nature of their roles and responsibilities in the El-Darb Teaching Office to help keep pace with strategic transformation 2030.

Artificial Intelligence and its Impact on Leaders and Leadership

An increasing networking of IT systems as well as the use of cyber-physical systems in the industrial environment are raising the current amount of data. To process this enormous amount of data and derive conclusions companies use Artificial Intelligence (AI) more frequently. The increasing application and use of AI have a significant impact on socio-technical work systems. In particular, challenges and requirements for leaders and leadership can be identified. Accordingly, leaders and leadership are crucial for implementing and using AI successfully. This and the dynamic development of AI require further research on its impact on leaders and leadership for supporting companies with practice-proven guidelines and recommendations. For developing those a comprehensive analysis of existing literature has been conducted and will be the basis for further steps. The literature analysis’ results were grouped into four main clusters: Strategic Transformation Process, Qualification and Competencies, Culture and Human-AI Interaction. The results are presented in detail and an outlook on the further steps of research and development will be given.

Business Methodology for the Application in University Environments of Predictive Machine Learning Models Based on an Ethical Taxonomy of the Student’s Digital Twin

Educational institutions are undergoing an internal process of strategic transformation to adapt to the challenges caused by the growing impact of digitization and the continuous development of student and labor market expectations. Consequently, it is essential to obtain more accurate knowledge of students to improve their learning experience and their relationship with the educational institution, and in this way also contribute to evolving those students’ skills that will be useful in their next professional future. For this to happen, the entire academic community faces obstacles related to data capture, analysis, and subsequent activation. This article establishes a methodology to design, from a business point of view, the application in educational environments of predictive machine learning models based on Artificial Intelligence (AI), focusing on the student and their experience when interacting physically and emotionally with the educational ecosystem. This methodology focuses on the educational offer, relying on a taxonomy based on learning objects to automate the construction of analytical models. This methodology serves as a motivating backdrop to several challenges facing educational institutions, such as the exciting crossroads of data fusion and the ethics of data use. Our ultimate goal is to encourage education experts and practitioners to take full advantage of applying this methodology to make data-driven decisions without any preconceived bias due to the lack of contrasting information.

STRATEGY FOR OPTIMIZING INTERNAL AUDITING FINANCIAL CONTROL OF THE COMPANY DURING THE ECONOMIC CRISIS

The article considers the process of strategic transformation of the company’s internal audit as an effective form of the financial control system, which is a structurally branched set of interrelated links. The paper analyses various aspects of organization management in the context of global crisis phenomena in socio-economic and other spheres. The author proposes a set of measures to adapt the company to work during the Covid-19 pandemic impact on the economy. The study clarifies fundamentally new requirements to the content of the internal audit service specialists` functionality and the nature of their interaction with top management representatives. The paper outlines the prospects of professional development of the auditor in modern conditions.

The lower danube tourist destination – From the heritage of the Roman Empire to a new infrustructure of tourist routes in the cross-border region Bulgaria-Romania

The sector of tourism is a leading service sector according to the BoP methodology. Nowadays, not only has Covid-19 put the sector to the test, but many economic operators claim that they need for government support measures. Therefore, a strategic transformation of the tourism sector during and after the Covid-19 pandemic is logical and necessary. The main goal of this study is to endorse ideas for projects and tourist routes in the "Lower Danube" destination within the process of strategic transformation of tourism due to Cocivd-19 taking into account the cultural, historical and archaeological findings from the time of the Roman Empire in the cross-border region Bulgaria-Romania, its natural resources and the newly developed infrastructure in the Danube plain between the Carpathians and the Balkan Range.

DETERMINANTS OF SUSTAINABLE DEVELOPMENT OF AGRICULTURAL ENTERPRISES

The purpose of this study is to develop a theoretical basis for the analysis of the phenomenon of sustainable development at the micro-level with an emphasis on the factors that determine the direction of the process (determinants). Based on the existence of conceptual contradictions in the interpretation of the category ‘sustainable development of the enterprise’ decomposition of existing approaches in the scientific literature is proposed with the selection of two groups according to the criterion of essential content - socio-economic, spatio-temporal (innovative) approaches. The first is based on the socio - ecological - economic triad in the system of sustainable development. In the second case, the main focus is on the role of innovation in enterprises. We have proved that the determinant of sustainable development of an agricultural enterprise is not innovation itself, but responsible innovations related to development not only at the present stage, but also taking into account the interests of future generations. It is proposed to consider the category of ‘sustainable development of the enterprise’ as a system and complex process of strategic transformation of the business entity, which includes a system of socio-environmental values and is based on the introduction of responsible innovations under the competitive environment and external factors. The contradiction between different levels of achieving sustainable development is revealed: micro-, branch, regional, macro-levels. On the one hand, the sustainable development of the enterprise forms a competitive advantage that distinguishes the manufacturer from others. On the other hand, constant demand must form an adequate consumer market, and this leads to the need to change the conditions of existence and the emergence of new players in the market. Management goals are complemented by a component of influence on all potential stakeholders in order to create a sustainable environment for their activities. Achieving sustainable development in a systematic manner is the result of actions, reactions and a coordinated balance of environmental, cultural, social and economic factors. Key words: agricultural enterprise, sustainable development, determinants of sustainable development, sustainable development of enterprise, sustainable business development, economic subsystem, social subsystem, ecological subsystem.

Leveraging Emotions for Successful Organisational Transformation

Organisations are going through significant change and strategic transformation in these dynamic times. However, emotions have often been under-leveraged in the process of strategic change management. This article explores how leaders and organisational routines can create appropriate collective emotions to achieve relevant objectives in their strategic transformation. Using a case study approach, this study identified that collective emotions formed are dependent on the type of affective events and the current emotion state of the team, including their ‘identity’ strength, and is mediated by the organisational processes of listening and addressing concerns and the historical learning of the team from similar experiences, and moderated by leader emotion management actions. This article outlines the key emotions of excitement, optimism, gratitude, interest, happiness, pride and dissatisfaction, which are necessary at different stages in the strategic transformation process, and the organisational routines and leader actions needed to build them.

Сталий розвиток підприємств: дуалізм концептуальних підходів

The author 's approach to the formation of the definition of enterprise sustainable development is offered on the basis of generalization of existing approaches to its interpretation in the domestic scientific literature in the article. The need to improve the conceptual and categorical apparatus of the subject of study is due to differences in the scientific environment of common approaches to its interpretation. It is determined that the enterprise sustainable development should be formed in the environment, taking into account two essential principles: the formation of a balanced relationship in the triad of economy, ecology and social sphere, which means the optimal use in the interests of man and nature of the resources provided by economic development; solving production problems, based on the introduction of responsible innovations related to development not only at the present stage, but also taking into account the interests of future generations. The connection of economic, social and ecological components is described within the framework of socio-ecological-economic triad in the system of sustainable development. The authors consider the sustainable development of the enterprise as a systemic and complex process of strategic transformation of the business entity, which includes a system of socio-environmental values and is based on the introduction of responsible innovations under the influence of the competitive environment and external factors. It is determined that the management of the enterprise should make every effort, use all management functions in order to influence all potential stakeholders in order to create a sustainable environment for their activities. There is some contradiction in this, because, on the one hand, sustainable development can be a competitive advantage that will distinguish the producer from others, and on the other - constant demand must form an adequate consumer market, and this will lead to changing living conditions and new players on the market. Key words: sustainable development of the enterprise, socio-ecological-economic triad, responsible innovations, competitiveness of the enterprise.

Towards distinctive and developmental curricula at UoTs: The STEPS process at CUT

Universities of technology (UoTs) achieve developmental impact through differentiated curricula, allowing graduates to undertake mid-level occupations in the workplace. This mandate differs from that at traditional universities in six respects: diploma-level entrants, labour market focus, workplace-oriented learning, applied research and innovation, practical graduate attributes, and symbiosis with the workplace on curriculum development. These differentia imply criteria for an 'ideal curriculum' at a UoT: demand among employers, affordable class-sizes, available qualified staff members, articulation to higher qualifications, and space to be created in the programme and qualification mix. STEPS, a process of Strategic Transformation of Educational Programmes and Structures, was undertaken for eighteen months at CUT. Through work by twelve task teams, innovations in curricula and associated support mechanisms have emerged: including nine new qualifications related to environmental sustainability and service delivery, and the comprehensive re-engineering of selected other curricula. The sequence of the process and case studies of the innovations are considered.

S Group’s vision for strategic transformation: “Your Own Store”

Purpose – The vision should ignite and facilitate strategic change as well as help a company to transform and reinvent itself in the face of competition. Too often executives use vision as a mere slogan without real relevance. The purpose of this study is to show how the vision guides strategic change. Design/methodology/approach – A case study from a successful multi-format, multi-industry service business is used to illustrate the role of vision in strategic change management. Findings – The article illustrates how the vision was used in practice in guiding the strategic transformation process of the case organization. The study presents four focal tasks of the vision and concludes with five practical guidelines for executives. Originality/value – The article highlights the role of vision as an important tool for managing strategic change.

Where is the gap between internationalisation strategic planning and its implementation? A study of 16 Dutch universities’ internationalisation plans

A dominant concern with internationalisation through the past decades has been the process of strategic transformation of universities. While strategic management has been perceived as a necessary and useful approach in the construction of internationalisation, many criticisms have been levelled against the application of strategic management in internationalisation. One of these criticisms is the ‘implementation gap’ between internationalisation strategic plans and their actual outcomes. Based on interview data collected from 73 key actors involved in internationalisation at 16 Dutch public universities, this research identifies 12 elements that comprise the concept strategic management and illustrates how educational practitioners in different sectors (research universities and universities of applied sciences) and job function levels (central and faculty) prioritise these elements. The key contribution of this research is the clarification of the areas where the ‘implementation gap’ exists and the caus...

When Knowledge Management Drives a Strategic Transformation Project

This article introduces and explores the case of a Brazilian Air Force Organisation, the Aeronautical Economy and Finance Secretariat, which based on different findings provided by knowledge management (KM) research, started a broad strategic transformation process to address KM specific issues while improving organisational performance. The case description is complemented by theory regarding strategic management applied to public organisations to underpin the perception that, for such organisations, not driven by market variables, KM may exert a positive influence as a trigger to strategic changes rather than other performance related aspects.

Strategic transformation process: Toward purpose, people, process and power

Across the world, public and non-profit sector leaders face an extremely turbulent socio-political-economic environment. This environment creates additional risks and uncertainties for organizations and may hinder a leader's ability to act strategically. Addressing these complex, constantly evolving conditions requires leaders to develop processes that involve the organization's stakeholders and that create organizational conditions for self-generation, creativity, resilience and action planning. In this paper we provide an organizational-level, integrative framework for the strategic transformation of public and non-profit organizations to assist leaders who are committed to effective stewardship of their organizations. The Strategic Transformation Process involves an intense dialogue among organizational stakeholders designed to create a new vision, negotiate priorities, minimize risk, and create action plans and a commitment for change.

A learning perspective on the offshoring of advanced services

Abstract Based on longitudinal case studies of offshoring of advanced IT and engineering services from Danish firms to Indian firms, this paper explores organizational learning that occurs over time in both home and host firms and uses learning as a measure of the firm impact of advanced services offshoring. The findings are consistent with the theoretical view that advanced services offshoring must be understood as an antecedent for strategic business development and organizational change in both home and host firms. The study shows that when offshoring partnerships mature and firms gain experience, learning in both home and host firms evolves over time and differs in many cases from their initial objectives and expectations. In some of the Danish firms engaging in offshoring even ignites a process of strategic transformation. Both Danish and Indian firms use the input from their offshoring partnership to upgrade their organizations and business processes.

Mapping the learn‐unlearn‐relearn model

Purpose – Dramatic changes are constantly shaping the business world. Business in such bizarre settings requires shooting on moving targets. The need to constantly rejuvenate organizations for enduring strategic advantage mandates an out‐and‐out adoption of the learn‐unlearn‐relearn (LUR) model. The purpose of this paper is to highlight the paradigm shifts in the extant literature on the three concepts and then attempts to club the three. It also introduces the concept of the FAST culture symbolized by flexibility, agility, steadfastness and tactfulness in the light of LUR model. Further it takes up a discussion of the strategic nuances, barriers and prerequisites involved in implementing the LUR model.Design/methodology/approach – The paper bases itself on extensive review of literature and industry experience, citing several examples to drive home the central idea of the thesis.Findings – It is concluded that adopting the LUR model requires a gradual and steady process of strategic transformation. It re...

Facilitating and inhibiting factors behind strategic change: Evidence in the Spanish private banking industry, 1983–1997

This research explores the main facilitating and inhibiting factors behind strategic change in a single-industry context characterized by substantial environmental turbulence. Based on a dynamic and additive framework which includes theoretical arguments from the traditional strategic management and ecological approaches and an extensive review of several key empirical studies on the antecedents of strategic change, our study captures the cumulative effect of certain external and internal factors for and against strategic change. The results indicate that strategic change has been a frequent event in the chosen industry context. In this setting, the main facilitating factors behind strategic change have been linked to certain factors in the external context (environmental events linked to deregulation process and density) and in the internal context (CEO succession and tenure). But, alternatively, it can also be observed how other factors from both the external context (other environmental events associated with the liberalization process and industry concentration) and from the internal context (size) have acted as potential forces inhibiting the strategic transformation process experienced by most of the firms examined. We conclude by discussing the possible use of our framework in future research, with a view to further extending our understanding of potential antecedents of strategic change.

One Process, Two Audiences;: On the Challenges of Management Research

This paper takes as its focus, the complex, challenging and sometimes problematic relationship between management practice and the practice of management research. Practising managers and management researchers both tend to care passionately about the same subject. However, despite their common concerns, they remain two distinct audiences. This paper describes a five year research process, involving a range of 25 organisations drawn from the public and private sectors. During the period covered by the paper, a network of practitioners and academics co-developed a research agenda and a number of research projects were undertaken to explore this agenda. The projects ranged from a few weeks in some cases, to 12–24 months in most. Furthermore, the projects were about the process of strategic transformation and were informed by complexity theory. The paper presents a brief overview of these projects, their genesis, conduct and deliverables. In so doing, we hope to demonstrate one way in which the two communities identified above can engage in a single process yet each derive benefits in their own terms. Following a discussion of the individual projects, the paper concludes by addressing the two audiences separately. Practical advice is offered on conducting management research. One list of ‘Do’s and Don’ts’ (which emerged from the five year study described in the paper) is offered to the practitioner community, whilst a separate list is offered to the academic research community together with some speculations concerning the competencies of research-friendly practitioners and practice-friendly researchers.