Organizational Strategic Management Research Articles

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.

Cultural Production, Creativity, and Networks

Sociologists and organizational scholars interested in the social aspects of creative industries have paid increasing attention to the structural conditions that facilitate the generation and production of creative work, particularly in the cultural markets. Drawing upon but extending seminal ideas from Coleman (1988) and Granovetter (1973), literature has bred substantial development in the field both in theory (Perry-Smith and Shalley, 2003; Schilling, 2005) and empirics (Burt, 2004; Uzzi and Spiro, 2005; Perry-Smith, 2006; Cattani and Ferriani, 2008). These studies investigate structural and relational antecedents for creativity in an effort to explore which configuration of actors’ social networks is likely to foster the emergence of novel outcomes. One consistent finding across various studies in the field is that social networks serve as an interface through which individuals may tap novelty for the creative production of culture. Our aim in this symposium is to introduce the most up-to-date research that cuts across social networks and creativity. Concretely, we intend to address a long-lasting but still ongoing debate such as how and why individual actors’ structural position in the social field shapes not only their ability to generate creative work but also whether this work conforms to or departs from a field’s established norms and standards—thus affecting its reception by relevant social audiences. Social networks could be the main driver in the persistent inequalities in who gets to create and present their work in cultural markets. The nature of creators’ networks based on their past activity can enable or constrain their future career path. This symposium will bring together scholars drawing on research in organizational behavior, strategic management, and organizational theory to make progress on this overarching topic area. Exploration and Exploitation in Cultural Tastes from a Core/Periphery Perspective Presenter: Khwan Kim; INSEAD Presenter: Noah Askin; INSEAD Presenter: Martin Gargiulo; INSEAD Differentiation & Social Structure: A Machine Vision Approach to Dynamics of Creativity Presenter: Mitali Banerjee; HEC Paris Presenter: Daniel Kaplan; Adelphi U. Presenter: Shreeansh Agrawal; The Brattle Group Old Wine in New Bottles? How Awards Affect the Originality of Broadway Shows Presenter: Xuege (Cathy) Lu; Cornell U./U. of Minnesota Presenter: Heeyon Kim; Cornell U. How Social Movements Influence Hiring via Networks: Evidence from the Film Industry Presenter: Daphné Baldassari; U. of Toronto

Institutions and Innovation in China

Management scholars have been increasingly interested in how institutional factors, especially the government, affect innovation in emerging markets. This symposium brings together a unique set of papers exploring different ways governments contributes to firm and scientific innovation in the important emerging market of China. Specifically, the first paper investigates how government-led innovation policies can affect patent growth, including the absolute number of patents and patent novelty, and how policies can yield different results across the country. The second paper describes the effect of government industrial priorities on firm innovation, including targeted firms that lie in prioritized industries as well as non-targeted firms. The third paper examines the effect of talent returnee programs on scientific innovation and explains the performance gaps between returnee scientists and their overseas peers. The last study builds on the institutional view to investigate how the COVID-19 pandemic affects change in innovation between SOEs and non- SOEs and considers the contingent roles of regional R&D funding and firm digitalization. As a set, the papers offer new insights into how institutional factors contribute to the firm and scientific innovation in an emerging market, which can inform organization and management theories and strategic management research. The Limits of State-Led Innovation: Evidence from Chinese Patents Presenter: Yuen Yuen Ang; - Presenter: Nan Jia; U. of Southern California Presenter: Bo Yang; U. of Southern California Presenter: Kenneth Guang-Lih Huang; National U. of Singapore Government priorities and firm innovation in China Presenter: Christopher Marquis; Cambridge Judge Business School Presenter: Qian Wang; Cornell SC Johnson College of Business Can Brain Drain of Elite Scientists be Reversed? Evidence from China’s Young Thousand Talents Presenter: Dongbo Shi; Shanghai Jiao Tong U. Presenter: Weichen Liu; Shanghai Jiao Tong U. Presenter: Yanbo Wang; U. of Hong Kong COVID-19 Pandemic and Innovation of Chinese SOEs and non-SOEs Presenter: Kevin Zheng Zhou; U. of Hong Kong Presenter: Meitong Dong; HKU

Perception of administrative innovation and organizational culture in banana companies

Administrative innovation is a fundamental part of the strategic management of organizations, it constitutes a business competitive advantage, while the organizational culture encompasses behaviors and performances of the organization, which are key to the development of efficient performance to obtain innovations. The present research aims to establish the relationships that occur between administrative innovation and organizational culture, in order to observe the fulfillment of the goals of banana companies, the applied method is quantitative, analytical descriptive, and correlational scope, it is carried out the reliability analysis in the Cronbach's Alpha of 0.984 to the 25-item instrument that was used in 86 medium-sized banana companies in the agricultural sector, the results found show that there is a high relationship p> 0.9 between the degree of knowledge and competence of senior managers in the development and planning of innovative work.
 Keywords: Banana industry, technological innovation, business organization.

Organizational Culture and Strategic Management in Brazilian Public Organizations: Systematization of Factors to Improve School Management

ABSTRACT Drawing upon influencing factors in public organizations’ performance, this paper systematizes organizational culture and strategic management factors to improve school management. The team conducted a survey with 407 principals from public schools in Brazil, along with a factorial analysis to explore the cultural and strategic management factors. The results show two factors influencing school management, technical and political. More specifically, six factors influence the process, such as planning, participation, citizen formation, innovative practices, pedagogical practices, and community participation. The conclusion points out factors and establishes elements to provide a guide for public organizations toward improved management.

The role of green innovation and hope in employee retention

AbstractGreen innovation is increasingly receiving attention in organisational behaviour and strategic management literature. However, understanding employee's preferences for organisations that have adopted innovative environmental practices have received little attention. This study tests a framework that examines the relationship between employees' preferences for innovative green organisations, hope, and intentions to stay. Data were collected from 403 employees in Australia. Results show that employees' preferences for green innovation drive the emotional state of employee hope, which has a positive effect on employees' intentions to stay with the organisation. This study offers implications for academics and managers, advancing the literature on green innovation, recruitment, retention, and organisational behaviour.

Structural Barriers and Narratives of Chinese Social Workers’ Coping Strategies

ABSTRACT Chinese social workers struggle to remain in this emerging profession; structural barriers are a challenging issue. This qualitative research explored the structural barriers Chinese social workers encounter and the coping strategies they utilize through interviews and focus group discussions with 49 experienced social workers. Two themes concerning structural barriers emerged: (a) constraining structural contexts; and (b) immature professionalization. Three categories of coping strategies were identified: (a) building a partnership and integrating resources; (b) utilizing a professional and personal social support network; and (c) improving organizational governance and strategic management. The barriers and coping strategies differentially impacted various career stages.

Thriving information system through business intelligence knowledge management excellence framework

In the current digitalization dilemma of an organization, there is a need for the business intelligence and knowledge management element for enhancing a perspective of learning and strategic management. These elements will comprise a significant evolution of learning, insight gained, experiences and knowledge through compelling theoretical impact for practitioners, academicians, and scholars in the pertinent field of interest. This phenomenon occurs due to digitalization transformation towards industry revolution 5.0 and organizational excellence in the information system area. This research focuses on the characteristic of a comprehensive performance measure perspective in an organization that conceives information assessment and key challenges of Business Intelligence and Knowledge Management in perceiving a relevant organizational excellence framework. The dynamic research focusing on the decision-making process and leveraging better knowledge creation. The future of organization excellence seemed to be convergent in determining the holistic performance measure perspective and its factors towards industry revolution 5.0. The research ends up with a typical basic excellence framework that will mash up some characteristics in designing an organizational strategic performance framework. The output is a conceptual performance measure framework for a typical decision-making application for organizational strategic performance management dashboarding.

Talent management and performance in the public sector: the role of organisational and line managerial support for development

While research shows that talent management (TM) practices are linked to individual and organisational outcomes, little is known about the mechanisms through which these processes unfold, especially in the public sector of emerging market economies. This exploratory study investigates TM in the public sector context of Bahrain addressing an important research gap. Drawing on Organisational Support Theory (OST) and strategic human resource management (SHRM) literature, we test the role of line managerial support for development (LMSD) and organisational support for development (OSD) as mechanisms through which TM practices influence individual talent performance. Results from a survey based on a talent pool of a Bahraini governmental administrative institution show that LMSD fully mediates the relationship between TM practices and each of the individual talent performance indicators, apart from task performance. We also find that the indirect relationship between TM and individual talent performance was significant at low levels of OSD. The study contributes to unlocking the TM black box in the public sector of developing countries by highlighting the key role of line managers in the implementation of TM practices revealing a substitution effect between LMSD and OSD, as interchangeable sources of developmental support that can enhance talent performance in this context.

Influence of Organizational Culture, Sustainable Competitive Advantages, and Employees’ Commitment on Strategic Human Resources Management in the Banking Sector of Saudi Arabia

The rising trend of “strategic human resource management practices” is significantly leading the way to enhance the performance and competitive advantages of the banking sector. Thus, the banking sector in developing countries still using traditional HRM practices to sustain the competitive advantages and to achieve the business goals. The current study investigates the influence of organizational culture, employees’ commitment, and sustainable competitive advantages on the strategic human resource management practices in the banking sector of Saudi Arabia. We applied a resource-based view to achieve the research objectives. “Structural equation modelling-partial least square” (SEM-PLS) technique were applied to investigate the relationship among constructs under study. A cross-sectional method was applied to collect data from 181 employees working in different banks in Saudi Arabia. We found organizational culture significantly influence employees’ commitment and sustainable competitive advantages. Hence, employees’ commitment does not influence strategic human resource management practices; merely, sustaining competitive advantages significantly influence strategic human resource management practices. Additionally, employees’ commitment not mediates the relationship between organizational culture and strategic human resource practices. Thereby, sustainable competitive advantages mediate the relationship between organizational culture and strategic human resource management practices. Finally, the present study will help the banking sector to unearth the best implication of strategic human resource management practices as they can sustain the competitive advantages and achieve the business goals.

Globalization and Strategic Management of Human Resources in Organizations of the Republic of Moldova

Under the conditions of rapid changes, the factors of integrated globalization processes have a strong impact on all spheres of human activity, as well as the activities of organizations. The article notes the problems of population mobility, lack of human resources in the national labour market, staff turnover, difficulties in employees’ adaptation, which negatively affect not only the activities of organizations, but also the socioeconomic development of the country. Human migration is one of the main factors of globalization processes. Migration has a negative impact on the socio-demographic processes taking place in the state. The impact of external factors on intra-organizational processes requires the use of new approaches in human resources strategic management. The article considers the main challenges of globalization, as well as analyses the impact of migration processes on the approaches of human resources strategic management in organizations of the Republic of Moldova.