Strategic Change Research Articles

Program Report: Improving Patient Experience at an Outpatient Clinic Using Continuous Improvement Tools.

Patient satisfaction with prompt and high-quality healthcare services plays a pivotal role in healthcare settings. The delivery of high-quality services within the healthcare sector is closely associated with continuous quality improvement (CQI), which is an incremental and progressive process that prioritizes the safety of all participants, favorable outcomes, systematic processes, and a regulated and improved working environment, particularly in later stages. Surprisingly, these aspects are less frequently explored in Middle Eastern countries. Thus, this research paper aims to assess the impact of quality services on patient satisfaction in tertiary care clinics located in the Middle East. To improve the quality of services in our clinic, we employed patient feedback as a valuable resource. We proactively reached out to all patients who had visited our hospital via mobile phone messages and requested their feedback on the services they received. Approximately 5% of all visitors responded and completed a comprehensive questionnaire. The majority of respondents expressed satisfaction with the services provided across various departments. However, they also offered valuable suggestions that helped us identify further areas for improvement and enhance the overall patient experience within our clinic. Drawing upon the feedback received, we meticulously considered the identified issues, redesigned our policies, and implemented strategic changes. Following the implementation of these new approaches, we once again sought patients' feedback on the quality of our services. Patient feedback highlighted the significant impact of optimized service delivery methods, resulting in a substantial increase in patient satisfaction. Overall, this study sheds light on the vital factors that can enhance patients' experience in outpatient clinics, emphasizing the importance of integrating patient feedback into continuous quality improvement initiatives. By utilizing this approach, healthcare providers, administrators, and researchers can effectively improve service quality and patient satisfaction. Consequently, this research paper serves as a valuable reference for public health stakeholders, administrators, and researchers in their pursuit of delivering exceptional healthcare experiences.

Toward a knowledge‐based view of the board: Modeling board intrafirm knowledge networks

AbstractThis study introduces a conceptualization of board of directors' intrafirm knowledge network and a methodology for its construction, assessment, and analysis. We use network theory and analytical techniques to construct boards of directors' intrafirm knowledge networks based on directors' functional domain and committee affiliations. We demonstrate the utility of this approach for governance research by examining the intrafirm knowledge network of the board of directors of General Electric and offer testable propositions that link key director turnover with the properties of and the structural changes in the board's knowledge network and the firm outcomes of strategic change and innovativeness. Our approach bridges the human and social capital perspectives on boards of directors by considering the mechanisms through which turnover of key directors influences firm‐level outcomes. Directors are increasingly expected to not only fulfill their monitoring responsibilities but also provide firms with resources and service (e.g., involvement in strategy‐making). The enactment of these responsibilities is contingent on the effective collaboration within board intrafirm networks. Our conceptualization of intrafirm board ties as a knowledge network can help practitioners identify key directors, analyze the implications of director turnover, and develop succession plans. We make important contributions to corporate governance research and offer insights into understanding the knowledge dynamics in small team‐like settings, such as boards of directors and their impact on firm strategy and innovativeness.

The change pattern of CSR ecological strategy of trees and seedlings during different succession stages in tropical lowland rainforests

Monitoring changes to growth-survival strategies is beneficial during plant growth and development to understand the dynamics of community succession. We measured key leaf traits and calculated competition, stress-tolerance, and ruderals ecological strategy scores for trees and seedlings in different successional stages in tropical lowland rain forests. We analyzed functional trait patterns and CSR strategies with plant growth and development through the different succession stages. We found that trees used strategies that were shifted from S/CS and CS strategies to CS/CSR strategies along the succession. However, seedlings maintained the use of the S/CSR strategy. Seedlings showed lower leaf dry matter content, higher specific leaf area, and their leaf area was relatively conservative. We also observed that the functional traits of seedlings and large trees showed basically consistent changes through each succession stage. Using the standard deviation of C-, S-, and R-scores, we found that the ecological strategy width of trees is smaller, while seedlings have a wider range of ecological strategies. Together, this information can be used to define plant succession changes with functional plant trait changes using different CSR ecological strategies in tropical rainforests that are a threated due to human activities. The research results provide scientific basis for understanding the strategic change of plant growth and predicting the direction of forest function succession, and also provide theoretical support for the management of tropical lowland rainforest in China.

Market opportunities seizing capability and fish farming firm performance: A dynamic managerial capability perspective

The role that owner-managers’ managerial capabilities play in agricultural firms' strategic change and performance is still unclear. A firm's market opportunities seizing capability (OSC) is a source of competitiveness and superior performance. The objective of this study is to establish how owner-manager's dynamic managerial capabilities (DMCs) including managerial human capital, managerial social capital and managerial cognition affect firm performance through the mediating effect of OSC, as well as the moderating effect of market dynamism in the relationship OSC and firm performance. 306 cross-sectional data collected at fish farming firms (FFF) level in southern Benin were used and partial least squares structural equation model was applied to test research hypotheses. The results of SmartPLS4 reveal that owner-managers’ DMCs including business ties (BTs), political ties (PTs), and managerial cognition (MC) demonstrate a significant effect at improving FFF market OSC and performance. Finding also underline the significant contribution of market dynamism to FFF performance as well the mediating role of market OSC in the relationship between BTs, PTs, MC, and FFF performance. Findings suggest that FFF owner-managers can achieve superior performance by strengthening their DMCs while improving market OSC. The study provides useful insights to FFF owner-managers, agriculture policymakers and practitioners who are engaged in agriculture firms' strategic management and sustainable performance.

Performance-aspiration Gap and Strategic Change: Is Short-term Horizon Always Myopic?

Performance-aspiration Gap and Strategic Change: Is Short-term Horizon Always Myopic?

Performance Feedback and Strategic Change: The Moderating Effects of Firm Visibility and Firm Slack

Performance Feedback and Strategic Change: The Moderating Effects of Firm Visibility and Firm Slack

Paying for Change and Performance? Government Subsidies, Strategic Change, and Firm Performance

Paying for Change and Performance? Government Subsidies, Strategic Change, and Firm Performance

The Relationship Between Firm Performance and Strategic Change: A Meta-analysis

The Relationship Between Firm Performance and Strategic Change: A Meta-analysis

How Enterprise Systems Enable Strategic Change by Incoming CEOs Under Varied Loci of Complexity

How Enterprise Systems Enable Strategic Change by Incoming CEOs Under Varied Loci of Complexity

Environmental Uncertainty, Entrepreneurial Governance, and Entrepreneurial Strategic Change

Environmental Uncertainty, Entrepreneurial Governance, and Entrepreneurial Strategic Change

Preventing Corporate Misconduct in an Unstable Environment – The Case of Strategic Change

Preventing Corporate Misconduct in an Unstable Environment – The Case of Strategic Change

The aftermath of ballot box success and failure: evidence from land preservation referendums

AbstractState and local governments put hundreds of referendums on the ballot each year. Often, they pass but sometimes they fail. What happens after a successful or failed attempt at the ballot box? Do advocates go back to voters with another request? And if they do, do they tend to succeed? We employ a regression discontinuity empirical framework to causally estimate referendum dynamics in the arena of land conservation. Our results suggest municipalities where a referendum just barely fails hold about 0.5 more referendums and pass about 0.28 more referendums than municipalities that just barely pass, meaning initial defeat is often reversed. We also investigate whether strategic changes are made in election approaches for those that try again. We find no evidence of systematic patterns in strategic revisions for municipalities that fail their first referendum. However, when revisions are made, our evidence suggests that voters appear to respond positively.

Strategic Implementations - Model Changes for Leadership – management within Organizational Expectations

Significant attention in this presentation work and article paper focused on strategies within the identified problem context, change models and came - up with some recommendations for leadership- management in strategic implementations in bringing out model changes within organizational expectations as reflected in the topic sentence. Strategies mark significant keys to change process and effective management. Emphasis has been made on strategizing and the right model appropriate for bringing the sought and desired changes. Credited to the force field depicts the quasi equilibrium state in a system, while the change process involves a freezing process preceding the actual change process and finalized with the freezing phase having accomplished and achieved the actual change sought and anticipated [1,2]. A loop – feedback is essential between the top management and work force teams as presented in the novel model rather than a one way or exclusively top down process and radially vertical structure. A discussion on strategies, change models for leadership – management in Strategic Implementations and model changes within organizational and expectations has been extensively presented. Significant and salient recommendations were also made to the top management and organization teams in strategizing and making the right and appropriate fit for a change process.

Looking back to look forward: a systematic review of and research agenda for dynamic managerial capabilities

AbstractGiven the complexities of today’s hypercompetitive economy and challenges imposed by recent crises, managerial capabilities have become critical for realizing strategic change. Dynamic managerial capability (DMC) theory offers a useful theoretical lens for analyzing how managers make strategic decisions to build and sustain competitive advantages in dynamic environments. Despite receiving less attention than the broader field of dynamic capabilities, the existing body of research has reached a point where a comprehensive synthesis of the current state of knowledge is warranted. Past reviews of DMCs are either outdated or do not comprehensively examine this multifaceted construct, making a review of research highly necessary and timely. This review systematically synthesizes 54 empirical studies on DMCs. It contributes to the literature by systematically synthesizing DMC research and summarizing these findings into a multi-level framework. This review demonstrates that research on DMCs has significantly progressed over the years, for example, through conceptual expansions, new levels of analysis, or methodological advancements. The developed framework provides an overview of the nomological network surrounding DMCs. A systematic historical analysis of research limitations and recommendations offers a rich research agenda for DMCs. These findings guide scholars and managers by overviewing the foundations of DMCs, demonstrating why strong DMCs are critical for achieving sustainable competitive advantage, and how this theory applies to management practice. Altogether, this review presents an up-to-date review of DMC literature by systematically synthesizing its developments—looking back—and pointing to central research opportunities—looking forward.

Adoption of green supply chain management in developing countries: role of consumer cooperation, eco-design, and green marketing.

This study investigates the influence of consumer cooperation, eco-design, and green marketing on the adoption of green supply chain management in developing countries. The mediating role of innovation in this relationship is also examined. A survey method was employed, using a questionnaire adapted from previous studies. The sample comprised 250 respondents who were employees of small and medium size and multinational manufacturing industries in Bangladesh. Smart partial least squares (PLS) are currently being used for data analysis, while PLS-structural equation modeling is being employed to assess measurement and structural models. The findings reveal that consumer cooperation, eco-design, and green marketing significantly affect innovation. Furthermore, innovation acts as a mediator between these variables and the adoption of green supply chain management. This study identifies green supply chain management practices that have the potential to enhance organizational performance and motivate companies to implement strategic and operational changes, leading to significant economic, social, and environmental impacts. The research holds significant importance for emerging economies and green supply chain adoption considering the constraints at both organizational and government levels. It provides a framework for a synergistic combination of asset-based elements, innovation, and green supply chain management, benefiting small and medium size organization, multinational corporations, and the supply chain sector in achieving sustainable development goals. The implications of this study extend to supervisors and managers in the corporate world, assisting them in making informed decisions. By expanding the existing literature on the consumer cooperation, eco-design, and green marketing model to include green supply chain management, this study contributes to the field. However, it should be noted that the findings and recommendations may be influenced by contextual factors, and therefore, future research should explore other countries to identify regional and specific sectors, enabling a broader perspective and comparisons as well as green related aspects and performances.

From Building and Preserving to Eroding Trust: A Multi-level Analysis

Trust is imperative for the successful navigation of strategic change initiatives. So, we ask ourselves the question: How do perceptions of organizational trust (composed of institutional and interpersonal trust) develop over time and what are their interactions during strategic change? We answer this question through a real-time ethnographic analysis of a merger process focusing specifically on trust at multiple levels, between employees, middle and top management and how it interacts with the trust these individuals have in the informal and formal processes of the organization. We unearthed three key processes in the dynamic interplay between levels and types of trust. (Dis)trust obfuscation allowed top management to overcome negative perceptions of employees by foregrounding one figurehead with whom employees build trust whilst backgrounding the other members. Multi-level mirroring in which middle management mirrored the content and emotionality of the communication of top management amplified trust building. Third, integrative elaboration whereby middle management actively helped employees to stay the course whilst top management withdrew from actively engaging with employees. These processes resulted in the trust dynamics to go from building with employees and preserving with middle management to preservation and finally trust erosion. Our findings contribute to the study of trust as a multi-level phenomenon as well as understanding trust dynamics at multiple levels.

Sensible Factors that Need Strategic Change to Improve the Medical Drug Availability across Healthcare Institutions in Sri Lanka

Abstract : Access to medicines remains a major obstacle for people across the world to maintain their health at a desired level. Ensuring an adequate supply of safe and effective drugs of acceptable quality is an integral part of the health policy of Sri Lanka. The medical supplies division is the sole organization responsible for providing all pharmaceuticals, surgical items, laboratory items, radioactive items, and printed materials for government sector healthcare institutions. The establishment of an independent drug regulation authority, the Declaration of a national essential drug list, the establishment of a separate drug procurement entity, Pooled procurement, digitalization of drug management, and expansion of drug storage capacity are key strategies that have been implemented by the Ministry of Health to minimize the drug shortages across the healthcare institutions of Sri Lanka. Despite the implemented strategies drug shortage continue to evolve from time to time as a public outcry in the media. This case study describes the critical issues that need to look at more strategically to improve drug availability.

Disparities in minority executive dismissal: A contingency perspective

As part of society’s motivation to address racial and ethnic disparities, scholars have examined racial/ethnic minorities’ underrepresentation in organizations’ upper echelons. However, prior research on minority executive dismissal has yielded equivocal findings. We draw on leadership categorization theory and token status theory to hypothesize that, under conditions of greater ambiguity and uncertainty, the likelihood of dismissal differs for White and non-White executives. Using a sample of NCAA Division 1 college basketball coaches over an 18-year period, we find overall support for our theorizing—lower financial support, low prestige power, and greater strategic change increase the chances of non-White executives being dismissed. Our findings have important implications for minority executive dismissal research and point to potential remedies that organizations can implement to reduce stereotyping and bias against non-White executives.

Neoclassical realism, policy paradigms and strategic change: understanding the US rapprochement to Cuba

Why do particular foreign policy strategies persist even when they fail to achieve their objectives? And how do such policies eventually come to change? Incorporating policy paradigms as a unifying unit-level intervening variable within a Type II neoclassical realist framework, we account for extended periods of foreign policy continuity despite ongoing policy failure, and theorise the structural conditions necessary to override intervening paradigmatic imperatives. The article illustrates the argument through an analysis of the ‘Obama thaw’, after 50 years of hostile policy towards Havana. Drawing on interviews with key officials, we show that emerging structural pressures in the Western hemisphere brought about the administration’s decision to normalise relations with Cuba.

George W. Bush’s post-9/11 East Asia policy: enabling China’s contemporary assertiveness

It is commonly argued that China’s foreign policy and behaviour have become increasingly assertive since Xi Jinping took the reins of the Chinese Communist Party (CCP). This strategic transformation is seen as paving the way for a direct confrontation between China and the USA since the Trump presidency. Drawing on the logic of international order-building, however, this article argues that the groundwork for this strategic change was laid when Hu Jintao was leading the CCP and that what made it possible was George W. Bush’s China and East Asia policy after 9/11. Bush’s subsequent reduced interest in East Asia enabled China to fill the void left by an absence of US presence and influence in the region. This article asserts that American policy-makers may need to ponder what their order-building project to weaken and exclude an illiberal China should include.