Field Of Strategic Management Research Articles

Ways Out of the Dead-End of RBV Dynamization: Dynamic Capabilities and Beyond

The predominant suggestion of how to overcome the static character of the resource-based-view (RBV) is the concept of dynamic capabilities, basically calling for a dynamization of organizational capabilities. Over the past two decades, the dynamic capability perspective has become one of the most influential theoretical lenses in the field of strategic management, dedicated to explain organizational adaptability and innovativeness in volatile markets. Given this broad acceptance, it is surprising enough that an analysis of the current research debate reveals that a congruent understanding of the construct is still missing and the perspective suffers from inherent conceptual contradictions. This raises the question whether we should continue to see the dynamic capability perspective as most promising template to structurally dynamize the RBV. We discuss this question along four core issues intriguing the dynamic capability debate: (1.) The role of the external environment; (2.) The role of internal agency; (3.) The underlying processes of change; and (4.) The importance of routines. Our analysis reveals a broad variety of distinct research paths and a confusing fragmentation of the research field. Furthermore, unsolved dilemmas in dynamizing organizational capabilities emerge. None of the suggested approaches designed to conceptualize dynamic capabilities seems capable of dynamizing the RBV substantially, while simultaneously preserving the original concept of an organizational capability. After all, a dynamic capability is supposed to be a capability. The last section of this paper therefore aims at reassessing the dynamic capabilities perspective and suggesting alternative approaches for dynamizing the resource-based view.

“Best Practices” or “Best Fit”: Exploring the Effects of the HR Systems and Contexts on Outcomes

In the strategic human resource management (SHRM) field, there has been a classic debate regarding the “best-practice” versus “best-fit” approach to HRM. The present study aims to address this debate. Using a sample of 481 organizations representing a range of industries, we found that there are four types of HR systems, namely cost minimizers, commitment maximizers, motivation enhancers, and skill builders. Moreover, we found that various organizational contexts (i.e., firm ownership, employee-oriented organizational culture, local human resource supply, and local government-market relationship) and different types of HR systems interactively influence collective affective commitment and firm performance. The theoretical contributions and practical implications of these findings are discussed.

Looking for the Shape of Strategic Management Field - The Numbers Do Not Lie

Despite numerous attempts to systematically review different aspects of knowledge in strategic management, no studies have so far explored the shape of this field of science, based on scientometric measures with a view to testing its coherence. We argue that a quantitative analysis of the essential elements comprising a discipline would be precious in this light. Descriptive statistics on productivity and dominance were examined. An analysis of Lotka’s, Price’s, and Bradford’s Laws was conducted in their different versions and on various datasets, resulting in 35 different combinations. Compliance with theoretical Lotka’s distribution was tested. High producers, as established by Price’s Law, were presented jointly as ego networks (using social network analysis methods). High adherence to all laws was found. Stabilizing Lotka’s exponent indicates that strategic management achieved structural maturity, with a core consisting of authors publishing eight or more articles (obtaining more than one-third of citations), and vast periphery of authors responsible for one or two papers. There are five journals every strategic management scholar should be familiar with. The shape of strategic management seems to be determined by the loose and extensive periphery, and dense – but in terms of citations and integration – core.

The human resource architecture model: A twenty-year review and future research directions

The human resource (HR) architecture model has been influential in the field of strategic human resource management since its inception. This study offers a comprehensive review on this model’s contributions to management literature by analyzing 205 journal articles which have substantively cited the three classic articles on HR architecture. Specifically, we develop a framework along two dimensions (that is, the content and the use of the HR architecture model) based on which we systematically discuss the current findings in terms of the theoretical application, empirical validation, and extension and critiques of the HR architecture model. Based on the review, we identify the research gaps in the literature of HR architecture, propose important future research directions and discuss their implications.

Information support for strategic management processes’ in geoecology and agriculture

The report discusses the current situation in the field of information support in solving the problems of sustainable development of regions in their application to the field of knowledge in geoecology and agriculture. The basis for such a combination of these areas of practical activity is their structural unity in the original object of study. The purpose of the research is to develop “human-machine” systems for making optimal management decisions in the field of strategic management of sustainable development processes of territories at the global, regional and local levels of the organization. Object of research: active, including “dissipative”, complex organized systems of the class “nature” – “society”. The starting points of the methodology and management theory are the following concepts: unified Field Theory (late XX century), new “Scientific revolutions” and “Sustainable development of regions”; the leading scientific methods are “noospheric” and “geosystem” approaches. The research results and their practical significance lead to the conclusion that it is necessary to move from differentiation of all available knowledge about Nature and Society to their full integration.

La estrategia como factor de innovación en las organizaciones

En este trabajo se plantea la importancia de la estrategia en la organización como factor detonante para los procesos de innovación y competitividad empresarial. ¿Cuáles son las estrategias de las empresas para lograr innovación organizacional?. “La pregunta fundamental en el campo de la dirección estratégica es cómo las firmas consiguen y sostienen la ventaja competitiva”. La investigación se orienta hacia factores de innovación organización como son la productividad y la flexibilidad laboral, explorando en las organizaciones la relación entre la capacidad tecnológica y los sistemas de información como variables de la productividad. Así mismo se propone un modelo matemático para estimar la productividad en base a las variables de capacidad tecnológica y los sistemas de información.

Shradhanjali.com: creating Blue Ocean

Learning outcomes Through a discussion of the case, students will be able to conduct “Pros and Cons” analysis for entering a new market. Conduct “SWOT” analysis for entering a new market. Explain how to create a Blue Ocean Market Space, by implementing the concept of value-innovation. Demonstrate the role of “strategy canvas” and “The four action framework” in creating Blue Ocean Market Space. Case overview/synopsis This case describes a situation in which Vivek Vyas (Vyas) and Vimal Popat (Popat) first generation entrepreneurs starts their venture shradhanajali.com in June 2011. The monthly revenues range in between INR 75,000 and INR 80,000. Shradhanjali.com has garnered customers from major parts of India, USA, Canada, UK and Africa. It was in 2019 when Vyas and Popat co-founders of Shradhanjali.com were in their office at Rajkot, Gujarat reading an article in financial express, which had a mention of India’s 10 most wacky startups which used technology and internet to get closer to users. One of the startups reported by financial express was offering people to book cremation for the funeral of the deceased loved ones. Looking at the article Popat thought to enter a new market space by mid of 2020, where new offering to customers to book online pujas across temples in India on the birth and death anniversaries of their loved ones. The purpose of this case is to provide an opportunity for the participants to make use of management tools such as Pros and Cons; and SWOT analysis to decide whether shradhanjali.com should penetrate more into this world of e-commerce and offer online puja service to their customers. However, the two co-founders are undecided whether to add online puja service in their service portfolio as they do now know the way forward to convert the idea of online puja into a viable business? Participants need to take into consideration the data given for shradhajali.com and make assumptions and resolve the dilemma through which Vyas and Popat are going through. Complexity academic level The case involves various issues with first generation online startup in strategic management field such “Pros and Cons” analysis and challenges faced during the new market creation phase. Thus, this case can be used for covering multiple perspectives related to blue ocean strategy (e.g. application of strategy canvas and the four action framework). Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Extracting Strategies for Improving Internet-of-Things-Based Home Industries in Iran: A Strengths, Weaknesses, Opportunities, and Threats Analysis

The Internet of Things (IoT) is an increasingly important part of social and economic developments around the world which supports homes and industrial automatons. The most important change brought about by IoT in the home is the automation of tasks (adjusting heating, cooling, and security systems). There is no longer a need for manual controls in homes as these can be operated everywhere at every time. In recent years, traditional industries in Iran have been transforming into modern and smart industries. IoT-based home industries in Iran are keeping up with developments in modern countries. In the literature, there has been no analysis or investigation to establish a strategic plan for the improvement and development of IoT-based home industries in Iran. In response, we decided to propose a set of strategies for improving these industries. The goal of this article is therefore to extract various strategies for the IoT home industries in Iran. In reviewing the literature, we used some techniques from the field of strategic management to achieve our goal. To propose an optimal direction for IoT-based home industries in Iran, we used external factors (opportunities and threats) and internal factors (strengths and weaknesses) to determine the best strategies which will improve the deployment of these industries in Iran.

The eco-innovation mode in China and its impact on carbon emissions: From the exploration/exploitation perspective

The exploration/exploitation perspective is a well-known concept in the strategic management field; however, it has seldom been used to explore and analyze strategy at a national level. This study utilizes this perspective to analyze China's eco-innovation mode in response to climate change. By categorizing eco-innovation into radical and incremental eco-innovation, we examine the relationship between these concepts using Y02 patents as a proxy and panel data from 30 Chinese provinces from 2004 to 2015. The results show that eco-innovation as a whole as well as both radical and incremental innovations are drivers for reducing carbon emissions. Furthermore, contradictory to most previous empirical results related to the complementarity hypothesis, we find a complementary relationship between radical and incremental eco-innovation. These results collectively represent China's unique eco-innovation mode, confirming the assumed diversity of eco-innovation models in different contexts. The results also show the significant positive effects of economic development, urbanization level, industrial structure, and China's opening up on carbon emissions, indicating that economic and social development have not yet been completely dissociated from carbon emissions in China.

Entrepreneurship and Strategic Management: A Critical Analysis on these Paradigms' Relationship

The purpose of this study is to provide a better understanding of the arguments concerning the various views provided by different academics in the fields of entrepreneurship and strategic management and then to find a position in which practice is generally agreed on by the divisions. The researcher examined the fundamental theories of the two paradigms of entrepreneurship and strategic management and also examined existing literature submitted by scholars in the fields who tried to look at the intersection of the two paradigms. This post, however, aims to highlight the need to see the two disciplines as being similar from various parental perspectives. Literature on each of the paradigms was checked to provide a better understanding of them. The researcher was able to consider such intersecting variables, such as culture, which was seldom stressed as a factor influencing the opportunity-seeking conduct of an entrepreneur and competitive advantage-seeking activities to create wealth and ensure the economic development and survival of an organization.

Achieving innovative firm performance through human capital and the effect of social capital

Abstract For the past decade, human capital has been recognized as one of the crucial assets of any firm’s overall performance. Previous studies widely advocated a linear link between human capital and innovative firm performance, arguing that there are a variety of factors to examine if the relationship between human capital and innovative firm performance is to be properly understood. The focus of this study was to examine the effect of social capital on the relationship between human capital and innovative firm performance. Specifically, it examined the relationship between human capital and social capital and between human capital and innovative firm performance. It also examined the relationship between social capital and innovative firm performance. A total of 294 questionnaires were obtained from managerial staff in automotive companies in Malaysia and the data was analysed using the Partial Least Squares (PLS) test. The results indicated a direct effect between human capital and innovative performance. It was found that human capital is significantly related to social capital and that there is a significant relationship between social capital and innovative firm performance, indicating the ability of social capital to improve innovative firm performance. Finally, it revealed that innovative firm performance could be achieved by human capital through the role of valuable social capital and that good innovative firm performance leads to more prudent and sustainable organisations. The results provide pertinent implications for academia, policymakers and market players while also contributing to the research fields of strategic management, human capital, social capital and performance.

An Overview of 25 Years of European Scientific Collaboration in the Field of Strategic Management: A Bibliometric Analysis

The main objective of the paper is to identify and explore specifics and trends of international scientific collaboration in the field of strategic management in Europe over the last quarter‐century. Specifically, the study analyses those scholarly connections between countries and cities on the basis of co‐authorship to determine the flow of knowledge from the geographical aspect, as well as the state of collaboration among different authors (co‐authorship and citations' networks), that is, the depth of such network (collaboration intensity) and whether such a scientific community is consistent, i.e. number of connected elements or related networks. This is the first time international scientific collaboration between researchers in the field of strategic management has been studied to such an extent. We employed all sources of relevant data and analyzed 5,237 results from the Scopus and Web of Science databases. Through the application of bibliometric analysis, our study offers a comprehensive and up‐to‐date identification and assessment of trends in international scientific collaboration in the strategic management field in Europe.

COMBINING STRATEGIC MANAGEMENT WITH KNOWLEDGE MANAGEMENT: TRENDS AND INTERNATIONAL PERSPECTIVES

Knowledge management has emerged as a key lever for improving performance, boosting productivity and creativity and facilitating innovation in organizational settings. Knowledge Management is a modern multidisciplinary process of exploiting knowledge and information of an organization in order to achieve organizational objectives. The particular nature of knowledge management is proving to be a very useful tool in the field of strategic management providing valuable knowledge and information enforcing strategic planning. The aim of this paper is to analyze the interdependency between strategic management and knowledge management. By outlining the main strategic management perspectives in contemporary business literature and combining them with current knowledge management perspectives, an indication of the evolution of research pertaining to strategic knowledge management emerges. The article focuses on the synergies of knowledge-related capabilities in explaining the formation of strategic aspects.

TRANSATLANTIC AFFILIATIONS OF SCIENTIFIC COLLABORATION IN STRATEGIC MANAGEMENT: A QUARTER-CENTURY OF BIBLIOMETRIC EVIDENCE

The main objective of the paper is to identify and explore patterns and dynamics of transatlantic scientific collaboration in the field of strategic management between the United States (US) and European countries (EUC) during the last quarter century. Scholarly connections between countries, cities and institutions on the basis of co-author affiliations were analysed to determine the knowledge flow from a geographical perspective. This is the first time international scientific collaboration between researchers in the field of strategic management has been studied to such an extent. We employed all sources of relevant data from the Web of Science and Scopus databases and explored 453 results. Utilizing a bibliometric analysis, our study offers a comprehensive and up-todate identification and assessment of the current situation and dynamics of transatlantic scientific collaboration. The obtained results confirm the dominant role of the US in this type of collaboration. Also, the dominant role of several clusters in terms of collaboration, both on country and institution levels can also be observed. The study confirms the weaker position of Eastern and Central Europe countries in this collaboration and provides some recommendations to increase this type of knowledge exchange in the future.

Dynamic capabilities in media management research: a literature review

PurposeDynamic capabilities (DCs) help media firms adapt to rapidly changing environments. The purpose of this study is to provide a comprehensive literature review of studies of DCs in strategic management research with a view to understanding its implications for the management of media organizations. Essentially, it fertilizes on the idea that the concept of DC is useful and vital for answering various critical questions regarding the challenges that media organizations are currently facing.Design/methodology/approachThis study builds on a systematic literature reviewing design as the research methodology. It aims to identify, critically evaluate, and integrate factors, dimensions, and findings on studies of DCs in strategic management research and builds knowledge transfers to the field of strategic management research in the media industry.FindingsThe study shows that the DC framework helps media firms effectively respond to changing environments. The conceptual DC framework has implications for media strategy practice. Results indicate a considerable growth in the number of papers published related to the DCs in media organizations from 2003 to 2018.Originality/valueThe study qualifies the relevance and validity of the DC framework in strategic management research for the field of strategic media management. It explores a research agenda in this domain by precisely explaining the significant trends in the theory of DC to shape managerial strategies in the media industry.

MANAJEMEN STRATEGIK DENGAN ORIENTASI PASAR DAN ORIENTASI BELAJAR PADA KINERJA INOVASI RUMAH BATIK BAHALAP

Research within the field of small business strategic management for business management and strategy at the Bahalap batik house in Central Kalimantan. The importance of market support and learning skills. The aims of this analysis are to enhance the performance of small businesses with strategic management that supports the variables that support the market and to find out lessons to improve positive leads to small businesses within the Bahalap batik house, by supporting the market must produce merchandise that matches the requirements of customers. analysis ways with structured interviews and quantitative questionnaires victimization SPSS 24.0, on 50 customers. The implications of strategic management analysis are necessary for small businesses to urge innovation support. Encouragement of the business unit's ability of market objectives and learning objectives within the business atmosphere as a business strategy and to realize the vision goals, the mission of tiny businesses Increasing small businesses to support small businesses through strategic management will facilitate alternative analysis to develop strategic management.

Disclosure of Strategic Managers’ Factotum: Behavioral Incentives of Innovative Business

Many kinds of research has suggested that innovation is positively linked to business performance and that it acts as an intermediary between organizational variables and financial performance measured by earnings achieved. Researchers worldwide have paid great attention to identifying and exploiting the main drivers of innovation management, which has led to many research articles that have adopted different approaches and identified several factors that are related to innovation. Nevertheless, there is some ambiguity about the critical behavioral factors for innovation. Therefore, this study aims to identify behavioral incentives, or key factors, that impact business innovation and financial stability, mainly in the field of strategic management, and to reveal the latest trend in corporate innovation policy by using bibliographic mapping. The purpose is to precisely define specific incentives that can influence the overall productivity and profitability of a business, and this list of innovation factors can be of benefit to a strategic manager in introducing or supporting innovative activities. The analysis is preceded by an in-depth study of publications from the Web of Science and Scopus databases and based on the VOS Viewer method (which is a mapping and clustering program for network data), the available keywords are analyzed, and then a list of incentives in strategic innovation is compiled.

Strategic Management in Public Organizations: Profiling the Public Entrepreneur as Strategist

Our core argument is that the entrepreneurial school of thought in strategic management as conceptualized by Mintzberg and colleagues holds explanatory value for advancing knowledge about the behavior of public sector organizations, as it does for private firms, albeit with important qualifications when applied to public services: chiefly, the temporal limitation in post for the office-holder of a public organization. After describing our methods, we present qualitative data from a longitudinal case study of strategy making in an European Union (EU) agency, the European Aviation Safety Agency, which has become a key actor globally in civil aviation. Our interpretation of the case suggests the additional usefulness of the entrepreneurial school of strategy, suitably adapted for public agency settings, as an explanatory prism to enlarge the repertoire of conceptual tools for the study of public agencies. Our broader argument is that the field of strategic management may provide theoretical resources for the study of public agencies, provided its theoretical lenses are properly selected and adapted.

Organizational Ambidexterity in Tourism Research: A Systematic Review

The ambidexterity concept is largely used in the strategic management field. However, little is known about its use in travel, tourism, hospitality, leisure, and event research. This study offers not only the first comprehensive analysis of the use of this concept but also a rationale for why it should be more widely used in travel, tourism, hospitality, leisure, and event research. The results show that (1) ambidexterity is scarcely used by researchers, (2) most papers are based on empirical data, and (3) all empirical studies were done either in Europe or in Asia. Moreover, scholars have focused on three main outcomes: sustainability, human resources performance, and market performance. This review allowed us to advance suggestions for practice and future research.

The growth of knowledge through the resource-based view

Purpose The resource-based view (RBV) has not previously been conceptualized as a theoretical framework encompassing metaphysical and empirical perspectives. The purpose of this paper is to logically analyze the evolutionary process of the RBV, triggered by “rigidity.” It attempts to clarify the significance and limitations of the RBV. Design/methodology/approach Based on Popper’s methodological model of the growth of knowledge, the study analyzed and evaluated the evolution of the RBV. Findings The RBV has evolved in three phases. The sub-problems have changed through empirical testing on the basis of one metaphysical problem and one metaphysical theory. Thus, the evolution may indicate progress within one framework. However, during phase 3, the ambiguity of concept may inhibit the growth of knowledge. For further progress, it is necessary to overcome the vulnerability of the RBV’s metaphysical statements. Research limitations/implications This paper shows the possibility of the growth of knowledge within the RBV framework and for a new framework to emerge due to its limitations. It should contribute both theoretically and practically to the field of strategic management. Originality/value Popper’s model was used to examine a previously neglected topic, namely, the growth of knowledge in the evolution of the RBV. Moreover, considering “rigidity” as corresponding to a process of error elimination is a novel approach, clearly revealing the dynamism of the RBV’s evolution.