Organizational Strategic Management Research Articles

Breaking the WAVE and shattering stereotypes: addressing organizational change and team dynamics with female leaders

Research methodology The research consisted of a questionnaire and in-depth interview with the CEO. Secondary research was conducted to read through various articles and literature available on the organization. Relevant courses are organizational behavior/organization development/strategic management. Case overview/synopsis In a landscape traditionally dominated by male leadership, this case study highlights the compelling narrative of a new leader with an unconventional leadership style. This purpose of this case study aims to explore the change management challenges faced by Molade, CEO of WAVE, a leading vocational education social enterprise based in Lagos, Nigeria, as she grapples with the issue of organizational culture and gender bias and their impact on team dynamics while implementing a new strategy. Her leadership journey reflects not only personal triumphs but also the broader impact of diverse perspectives at the helm of organizational decision-making. Despite having over a decade of industry experience and being well-respected in her field, Molade is met with resistance and patronizing behavior from some of the existing team members who question her authority and decision-making abilities. The case discusses leadership challenges faced by Molade, a female leader, its negative implications on her performance and her ability to implement change within the organization. Ultimately, Molade’s perseverance and strategic thinking enabled her to successfully navigate her dilemma. Complexity academic level Undergraduate business course(s) which include organizational behavior, organization development and strategic management.

Organizational Culture, Strategic Management, and Good Sports Governance in Selected Ethiopian Olympic Sports Federations: Does Organizational Size Matter?

This study intended to examine the moderating effect of organizational size on the influences of organizational culture and strategic management on good sports governance. We used a descriptive cross-sectional survey design to collect data through a structured questionnaire from 265 respondents randomly selected from six Ethiopian Olympic sports federations. We analyzed the data using descriptive and structural equation modeling using SPSS 25.0 and AMOS 23.0. The results, in this regard, indicate that strategic management has a significantly positive direct influence on good sports governance. However, the effect of organizational culture on good sports governance was not observed. Further, organizational size negatively and significantly moderates the relationship between organizational culture and good sports governance. However, the moderation effect of organizational size on the relationship between strategic management and good sports governance was not observed. The principal effect analysis from the moderation effect indicates that organizational size has a significantly positive impact on good sports governance. Hence, this study signifies the need for a fit between size and culture and amplifies the need to engage in strategic management for good sports governance practices in Olympic sports federations.

Strategic Management and Business Ecosystem Scientific Relations—Key Areas Review

This study explores the interaction between the business ecosystem and strategic management. This research is driven by the necessity of understanding how the principles of the business ecosystem influence organizational strategic management. A Systematic Literature Review was carried out, focusing on a detailed analysis of articles indexed in the Scopus academic database. The research procedure aimed to uncover emerging perspectives on strategic management and the development of business ecosystems. The findings reveal a substantial gap in research regarding business ecosystems and sustainable strategic management. The paper suggests a new research agenda and proposes novel pathways for future investigations in this field.

Building cooperative and high-performance organizations with high-performance work systems: the role of firm age and industry dynamism

Although numerous empirical studies have linked human resource (HR) management systems, including systematic HR practices, such as high-performance work systems (HPWS), to superior organizational performance, our understanding of how these benefits vary among firms operating under different levels of environmental uncertainty is limited. By integrating insights from organizational theory, strategy, and strategic human resource management (SHRM), I theorize that an organization’s internal and external environments—specifically firm age and industry dynamism—modulate the benefits derived from HPWS. Utilizing longitudinal data encompassing 1,585 firm-year observations across five waves from 2009 to 2017, I demonstrate that the positive impact of HPWS on organizational performance is most pronounced for younger firms in highly dynamic industries. Conversely, for older firms, this positive effect weakens as industry dynamism increases. Additionally, I discovered that cooperative norms serve as a crucial mediating mechanism. My findings mark a significant advance in our understanding of when and how firms, amidst varying degrees of environmental uncertainty, reap differential benefits from HPWS—especially through the mediation of cooperative norms.

The factors behind block-chain technology that boost the circular economy: An organizational perspective

All authorities are attracted to the circular economy due to the excessive use of industrial production. In this vein, the importance of digitization has gained huge attention. Digital technology, particularly block-chain technology, enlightens a new face of industry and economy that stimulates corporate social action. In this setting, we trying to probe the connection amid block-chain technology and circular economy with help of organization factors, agility, institutional, strategic, and green knowledge management as the moderators. After a series of tests in the Chinese corporate sector, we unfold the theoretical concept of block-chain technology that assists in enhancing circular economy practices at the corporate level. We further pinpoint the importance of major organizational factors such as organizational agility, institutional factors, strategic factors, and green knowledge management that are actually responsible for improved circular economy practices. We importantly unveil the way to strengthen the connection amid block-chain technology and the circular economy, which is possible through the effective role of organizational agility, institutional factors, strategic factors, and green knowledge management. We offers guidance to policy makers for improving circular economy through the implication of block-chain technology. This study clarifies the function of organizational elements for enhancing circular economy and block-chain technology connection.

Social Media Management, Communication Roles, and Their Effects on Communication practitioners’ Involvement in Strategic Management of Organizations in Greece

ABSTRACT This article explores how communication management is being practiced in Greece and sheds light on the impact exerted by social media practice and knowledge of communication roles on practitioners’ involvement in organizations’ strategic management process. This article also tests how communication roles interact with the different aspects of social media management. To this end, a quantitative survey was conducted using an online self-administered questionnaire that was completed by 107 communication practitioners in Greece. Communicators in the sample exhibited more knowledge for the technician role and performed managerial tasks to a lesser extent. Greek practitioners are mainly involved in routine operations, but they also perform strategic tasks as they provide input in strategic planning by scanning the environment to identify issues and help management develop goals. Concerning their social media practice, they seem to be involved with tactical activities such as content creation and engagement enhancement. The results also show that social media activities did not influence practitioners’ involvement in strategic management, which was instead affected by the communication roles of manager and technician.

Analysing the Effect of Increase Factors on the Performance of Tea Companies in Nandi County, Kenya

Blue ocean concept plays a critical role in strategic management in organization especially in tea industry which has led to tremendous growth over the past years. It is in regard to this strategic focus that this study sought to establish the effect of increase factors on the performance of tea firms in Kenya. The study was guided by the Value Innovation Theory and adopted a case study research design. The study population comprised a total of 99 top management staff from tea firms in Nandi County. The study used non-probability sampling design by applying a purposive sampling technique. The primary method employed for data collection was the use of questionnaires, which were self-administered by the respondents. The data collected was analysed using both descriptive and inferential statistics. Data was analysed with aid of SPSS software and linear regression model was used to determine the association between independent variable and dependent variable. The findings were presented using tables and graphs. The study found that increase factors was statistically significant to performance of tea firms (β1=0.888, p=0.000, p<0.05). The study concludes that increase factors are statistically significant in explaining performance of tea firms in Kenya. The study recommendations was to increase the factory door sales to local markets which will likely increase the domestic consumption. Keywords: Increase factors, Performance, Tea Industry, Value Innovation

Valuation in emerging technoscience business: a case study of Finnish biobank research

PurposeThe paper contributes to the discussion on valuation in organization studies and strategic management literature. The nascent literature on valuation practices has examined established markets where producers and consumers are known and rivalry in the market is a given. Furthermore, previous research has operated with a narrow meaning of value as either a financial profit or a subjective consumer preference. Such a narrow view on value is problematic and insufficient for studying the interlacing of innovation and value creation in emerging technoscientific business domains.Design/methodology/approachThe authors present an empirical study about value creation in an emerging technoscience business domain formed around personalized medicine and digital health data.FindingsThe results of this analysis show that in a technoscientific domain, valuation of innovations is multiple and malleable, entails pursuing attractiveness in collaboration and partnerships and is performative, and due to emphatic future orientation, values are indefinite and promissory.Research limitations/implicationsAs research implications, this study shows that valuation practices in an emerging technoscience business domain focus on defining the potential economic value in the future and attracting partners as probable future beneficiaries. Commercial value upon innovation in an embryonic business milieu is created and situated in valuation practices that constitute the prospective market, the prevalent economic discourse, and rationale. This is in contrast to an established market, where valuation practices are determined at the intersection of customer preferences and competitive arenas where suppliers, producers, service providers and new entrants to the market present value propositions.Practical implicationsThe study findings extend discussion on valuation from established business domains to emerging technoscience business domains which are in a “pre-competition” phase where suppliers, customers, producers and their collaborative and competitive relations are not yet established.Social implicationsAs managerial implications, this study provides insights into health innovation stakeholders, including stakeholders in the public, private and academic sectors, about the ecosystem dynamics in a technoscientific innovation. Such insight is useful in strategic decision-making about ecosystem strategy and ecosystem business model for value proposition, value creation and value capture in an emerging innovation domain characterized by collaborative and competitive relations among stakeholders. To business managers, the findings of this study about valuation practices are useful in strategic decision-making about ecosystem strategy and ecosystem business model for value proposition, value creation and value capture in an emerging innovation domain characterized by collaborative and competitive relations among stakeholders. To policy makers, this study provides an in-depth analysis of an overall business ecosystem in an emerging technoscience business that can be propelled to increase the financial investments in the field. As a policy implication, this study provides insights into the various dimensions of valuation in technoscience business to policy makers, who make governance decisions to guide and control the development of medical innovation using digital health data.Originality/valueThis study's results expand previous theorizing on valuation by showing that in technoscientific innovation all types of value created – scientific, clinical, social or economic – are predominantly promissory. This study complements the nascent theorizing on value creation and valuation practices of technoscientific innovation.

Lisa Su’s strategic leadership: Will she change her approach post Xilinx and Pensando acquisitions?

Learning outcomes This case is designed to achieve the following learning objectives: recognize the impact of personality traits on leadership style; identify the key elements in a turnaround strategy; examine leadership best practices from a gender perspective; and assess the role of strategic decision-making on company growth. Case overview/synopsis The case study describes how Lisa Su (Su), the first woman CEO of Advanced Micro Devices, helped turn around the debt-laden semiconductor firm within a decade through her transformational leadership, vision and values. The case first touches upon Su’s early life and education and the influence of her parents in shaping her personality. It then focuses on the first half of Su’s career, during which she was working on semiconductor projects and was involved in research and product development, and how she made the gradual shift to a people management role in her stint of over a decade at IBM followed by a leadership opportunity at Freescale Semiconductor Inc. The case then describes Su’s move to AMD in 2012 as Senior Vice President and General Manager of the company’s global business divisions at a time when AMD was nearly US$2.5bn in debt and revenues had increased only once in the previous five years. There were also rumors of bankruptcy and spin-offs after the company lost more than US$1bn in the year 2012. The cas Complexity academic level This case is meant for MBA students as part of their Organizational Behavior, Leadership, and Strategic Management curriculum. Supplementary materials Teaching notes Student feedback details. Subject code CCS 11: Strategy.

Stakeholder theory

Stakeholder theory (ST) is a profound theory in business ethics and organizational management. Though several ST reviews are available, they remain restricted to functional or niche areas. Specifically, no study, to date, has attempted to review ST research in its entirety. To address this noteworthy gap, this study endeavors to (i) offer a comprehensive definition of ST and (ii) retrospect ST research and prospect its promising avenues for future growth. Given the large corpus (n = 988) and long history (1969–2021) of ST research, this study adopts and performs a systematic literature review using bibliometric analysis (performance analysis and science mapping). Consequently, this study reveals (i) the productivity (publication) and impact (citation) of ST research and its contributors (journals, authors, countries), (ii) the major thematic clusters of ST research (ST and sustainability, ST and organizational performance, ST and strategic management, and ST and stakeholder management), and (iii) the promising avenues to advance ST research across all its major thematic clusters.

Strategic Management in a Complex Geopolitical and Economic Context

Abstract After the end of the COVID-19 pandemic, markets and economies were expected to stabilize in the sense of returning to average growth trends so that strategies and strategic management in organizations would be much more straightforward and predictable. Not only has the economic recovery not happened, with dramatic consequences, at least in terms of productivity, trade, and tourism, but developments on the international stage in the post-pandemic period, including the conflict in Ukraine, the failure of Silicon Valley Bank, Signature Bank, and First Republic Bank in the US, the takeover of Credit Suisse by UBS Bank in Switzerland, the social upheavals in France and Israel, do not support this stabilization, but on the contrary create fears of cascading events, contagion and widespread seizure of the international security environment. Thus, we consider the question: Is strategic management still relevant in a complex, fluid, and challenging context?

Organizational Inertia, Digital Capabilities, Digital Transformation, and Firm Competencies

Research Aims: This research aims to look at the impact of organizational inertia on digital capabilities and digital transformation to optimise firm competencies. Design/Methodology/Approach: The dataset was produced through a quantitative survey of 125 Indonesian businesses using the Structural Equation Model (SEM) to analyse the data. Research Findings: The results of this study indicate that digital capabilities and digital transformation indirectly impact business competencies due to organizational inertia. While organizational inertia affects digital capabilities but not digital transformation, the latter affects both a firm's skills. Theoretical Contribution/Originality: This study contributes to the literatures on organizational behaviour and strategic management by investigating the impact of organizational inertia on the achievement of digital transformation and its impact on firm competencies. Managerial Implication in the South East Asian context: The research findings embrace digital transformation practices by enhancing firms' digital capabilities, particularly in digital transformation response, digital opportunity identification, innovative digital technology product development, acquisition, and mastery of cutting-edge digital technologies. Research Limitation & Implications: The findings of this study reflect the conditions of numerous enterprises operating in several industry sectors in Indonesia during the chaotic post-COVID-19 pandemic period. Furthermore, the survey respondents represent a diverse range of businesses at varying stages of digital transformation implementation. Keywords: Inertia, Digital Capabilities, Digital Transformation, Firm Competencies

IMSI Indore: coping with COVID-19 VUCA in higher education

Learning outcomes This comprehensive case has been written for an undergraduate-level course on general management and a post-graduate-level course on organizational behavior and strategic management. After working through the case and conducting an in-depth discussion of the assignment questions, students will be able to do the following: 1. perform a comprehensive assessment of the institute’s internal context to measure its resources and preparedness to deal with COVID-19; 2. apply organizational change frameworks (to understand the trigger of the change, type of change and change process); 3. qualitatively analyze the dynamic capabilities and resources available to reopen the institute; and 4. suggest ways to institutionalize agility in the organization to improve the preparations and future responses to student management on campus based on a thorough analysis. Case overview/synopsis Founded in 1996, the Indian Managerial Studies Institute, Indore, has emerged as a leader in management education by appropriately weaving the pertinent roles of industry, government and PSUs into a common thread. With the onset of COVID-19 in March 2020, IMSI Indore began to respond to educational and administrative challenges by building on resilient strategies. Two decision-making situations cropped up as the situation improved and again converged to the more lethal second wave in March 2021. Dr Hemant Vishwas, Dean of IMSI Indore, needed to determine whether the institute should continue with the reduced employee and hybrid classroom model or reopen with full-fledged operations for the following academic year. Complexity academic level This comprehensive case has been written considering the teaching pedagogy for an undergraduate-level course on organizational behavior (organizational development and change module) and a post-graduate-level course on organizational behavior and strategic management. This case is suitable for courses on organizational development, change and strategy implementation. Organizational behavior and organizational development and change can be used to understand the core concepts of the change content and process, i.e. the scope and scale of the change. The case also touches on inducing a dynamic change in response to the pandemic in an educational setting, teaching the concepts of dynamic capabilities. It is also expected to be useful for teaching courses related to operations strategies in educational services for executive degree programs and faculty development workshops. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

Application of Strategic Management in Organizations Providing Social Services in the South Bohemia Region

Strategic management is a crucial insight that provides vision and direction for an organization. Through its implementation, an organization is able to identify its strengths and weaknesses, the potential of the whole organization, and the scope of its activities. The research was conducted to determine how strategic management is implemented, how strategic plans are created and developed in organizations providing social services in the South Bohemia Region, to identify the criteria determining strategic plans and the methods used for the implementation of strategic plans. The qualitative research was conducted in social service organizations in the South Bohemia Region through semi-structured interviews with their managers. The results were processed using the ATLAS.ti program with open, selective, and axial coding. Based on the findings, it can be concluded that strategic planning is not an integral part of management in all organizations. The managers of the organizations interviewed did not attach much importance to strategic plans; they even stated that a strategy did not make sense for their organization. However, when they did report that their organization was developing a strategic plan, it was more like a two-year plan rather than a long-term plan with a vision. Based on the results of the research, recommendations can be made for managers to improve the implementation of strategic management and for continuing education in this area.

Revisiting the resource-based view (RBV) theory: from cross-functional capabilities perspective in post COVID-19 period

ABSTRACT Due to ever-changing business context, researchers and academicians revisit established theories to examine their validity underdifferent evolving scenarios. Therefore, this study aims to examine the cross-functional capabilities of the organizations by revisiting the resource-based view (RBV) theory, especially focusing on thepost-COVID-19 period. This study also investigates the moderating role of the organization strategic management ability and itsinfluence on the performance of the organizations. After reviewing existing literature and applying RBV theory, a theoretical model was developed conceptually. Later, the conceptual model was validated using the structural equation modeling (SEM) technique with a survey of 342 usable respondents from 21 organizations. The study found thatRBV theory is useful and relevant for explaining organization cross-functional capabilities even in the post-COVID-19 period. We found that cross-functional capabilities have positively impacted overall organization capability, which then positively influences organization performance. The study also found that there is apositive moderating impact of strategic management ability onorganization performance.

Dynamic capabilities in territorial marketing – the possibilities of concept adaptation

Purpose: The purpose of this paper is to develop a conceptual understanding of territorial marketing using the dynamic approach and explore the Dynamic Marketing Capabilities that extend the place's competitive advantage. Design/methodology/approach: This paper has taken a conceptual approach to provide an analytical conceptualisation of Dynamic Marketing Capabilities and to guide future studies in territorial marketing. This article introduces a novel dynamic approach towards Territorial units, adopting a view based on the relationship between the dynamic capabilities view and place marketing. The primary method of the research was a critical analysis of the literature Findings: Although there is already extensive literature on Dynamic Capabilities in strategic organizational management, there is the lack of research on this concept in the Territorial Marketing knowledge field. Which indicates a knowledge gap and research gap. The Dynamic Marketing Capabilities for territory was proposed as the result of the conceptual analysis. Originality/value: The paper identify a gap in the conceptual thinking about implementation Dynamic Capabilities concept in territorial marketing. The analysis of the literature allowed the author to notice that the subjects related to concept of DMC in territory units are still being elaborated, but can be adopted. Keywords: Dynamic Marketing Capabilities, Territorial Marketing, Place Marketing. Category of the paper: Conceptual paper.

Efektivitas perilaku organisasi dan manajemen strategik terhadap tingkat produktivitas organisasi

Achievement of organizational goals is evidence of the productivity of an organization, which is expected to be able to provide benefits to society both in terms of quality and quantity. The achievement of efficient and effective organizational productivity is, of course, initiated by the performance of various organizational components. The character of organizational members will shape organizational behavior, and organizational leadership styles are also possible to influence the performance of its members, which then has an impact on organizational productivity. The purpose of this research is to obtain information about the effectiveness or not of organizational behavior and strategic management in influencing organizational productivity. The method used is descriptive-quantitative, with data collection techniques such as observation, interviews, documentation, and the distribution of questionnaires to 100 respondents. Based on the results of the study, which stated that organizational behavior has a positive and significant influence so that it is effective in increasing the productivity of organizations in Jakarta with an influence value of 49.2%, strategic management is known to be able to provide a significant and positive influence so that it is effective in increasing organizational productivity in Jakarta by 57.2%.

Exploring the indirect links between enterprise risk management and the financial performance of SMEs

This paper responds to the lack of empirical evidence on how enterprise risk management (ERM) and the financial performance of small and medium-sized enterprises (SMEs) are related. Structural equation modeling is used to explore new mediators in the relationship between ERM and SME financial performance. The results show that organizational culture (mission dimension) and strategic risk management performance are full and positive mediators between ERM and financial performance. These research results highlight the fact that the implementation of ERM in an enterprise does not by itself generate the expected effects without the existence of a mature organizational culture and the monitoring of strategic risk management performance. These findings are particularly relevant for SMEs with “pretend ERM” that lacks the strategic and operational components. ERM also helps to transform the negative effect of foreign capital in SME equity on financial performance into a positive effect.

The Impact of Government Policies and Small Scale Enterprise Development Activities on Economic Growth Evidence from Nigeria

In Nigeria, government initiatives and ways to grow and sustain firms have been mapped out to enhance SME entrepreneurial development. This will help SSEs thrive and develop so they can address societal needs. Interest in SSE development, expansion, and promotion as a productive structure to promote economic growth and prosperity has developed in recent years. This research explores how government policies, SSE advancement, expansion, and promotion affect SSE performance and economic growth in Nigeria. The research contributes to various theoretical models, including the Organizational Theory of Innovation and the Schumpeterian Theory of Innovation. These models serve as the foundations for innovation performance, competitive advantage and organizational strategic management. It also promotes ethical decision-making in terms of policies, progress, expansion, promotion and enterprise/company performance. We used survey based research approach. . The study sampled a valid respondents of 250 to make a generalization using Yaro Yamane formulae. The study used Cronbach's Alpha, Pearson's Correlation, Durbin-Watson, ANOVA, and OLS Regression.. The results reflects the level of significant impact of the regressed variables on the SSEs and economic growth at 10%, 1%, 5%, and 1%, significant P-values. This indicate that SSE progress, expansion and promotion are significant factors or elements that can impact positively on SSE development and economic growth (EG). We accept all hypotheses in this study due to their relevance to the measured variable. Effective government policy boosts SSE performance and economic growth. We agree that good government policy for SMEs is vital to most economies' long-term growth and prosperity. Effective government policies affect SSEs' long-term viability. The correlation analysis connected all variables positively. These issues may affect SSE's performance and economic growth. Effective government policies, SSE advancement, expansion, and promotion are combined efforts between the government and entrepreneurs. It will help firms or organizations to expand, find new possibilities, and improve. Besides, the ability of entrepreneurs to continue to develop and offer services depend on having access to financial resources to expand their businesses is a means to contribute to economic growth and development because the continual function of these SSEs will create employment, reduced unemployment and generate revenue through taxes for development intervention. Hence, a need for government to create the enabling environment for small scale business activities to thrive. This research informs the government to strengthen policies to support the private sector growth in Nigeria and elsewhere around the globe.

Методика каскадирования целей в проектно-ориентированной компании

One of the most effective tools for managing a project-oriented company are the key performance indi-cators – quantitative indicators that allow to measure the degree of company's activities success through definition of strategic goals. In a project-oriented company, activities are implemented within projects execution. At the same time, each project has a set of parameters that characterize, on the one hand, the progress of the project (terms and cost of implementation, qualification of performers, frequency of changes in requirements), and, on the other hand – the final product (functionality, performance, usabil-ity and maintenance). It should be noted that a success of project implementation depends not least on the built in the company interaction processes, which make it possible to make decisions effectively to achieve the project goals. Visualization of the goals relations on the strategic map significantly facilitates the employees interacting at various levels and making management decisions in problem situations. Building a strategic map based on a balanced scorecard implies appointment of persons, responsible for achieving the target values of indicators, entering the correct values and monitoring the projects and its constituent processes implementation. This allows forming a project participants responsibility matrix, which, in turn, helps to determine a degree of performers workload when the processes execution, related to various knowledge areas. The authors' proposed method of cascading goals in a project-oriented com-pany will allow building a project management system taking into account various factors affecting the success of its implementation. Cascading is based on building a hierarchy of a project-oriented company performance indicators in accordance with the hierarchy of projects of various types and scales. Using this approach contributes to improving the quality of a project-oriented organization strategic manage-ment due to the fact that strategic goals and its corresponding indicators are consistently decomposed to the level of tactical and operational management, and then concretized and adapted in structural divi-sions. A novelty of the proposed cascading technique lies in development of the projects hierarchy in terms of its implementation priority, as well as in use of project management knowledge areas in the company's strategic map.