Strategic Management Practices Research Articles

Artificial intelligence in talent acquisition: exploring organisational and operational dimensions

PurposeWith the recent proliferation of AI, organisations are transforming not only their organisational design but also the input and output operational processes of the hiring process. The purpose of this paper is to explore the organisational and operational dimensions resulting from the deployment of AI during talent acquisition process.Design/methodology/approachThe authors conducted semi-structured interviews and meetings with human resources (HRs) professionals, recruiters and AI hiring platform providers in Sweden. Using an inductive data analysis rooted in the principles of grounded theory, the study uncovered four aggregate dimensions critical to understanding the role of AI in talent acquisition.FindingsWith insights from algorithmic management and ambidexterity theory, the study presents a comprehensive theoretical framework that highlights four aggregate dimensions describing AI’s transformative role in talent recruitment. The results provide a cautionary perspective, advising against an excessive emphasis on operational performance driven solely by algorithmic management.Research limitations/implicationsThe study is limited in scope and subject to several constraints. Firstly, the sample size and diversity are restricted, as the findings are based on a limited number of semi-structured interviews and meetings with HRs professionals, recruiters, and AI hiring platform providers. Secondly, the rapid evolution of AI technologies means that the study’s findings may quickly become outdated as new advancements and applications emerge.Practical implicationsThe results provide managers with actionable information that can lead to more precise and strategic management practices, ultimately contributing to improved organizational performance and outcomes. Plus, enhancing their ability to make informed decisions, optimize processes and address challenges effectively.Social implicationsThe results signal both positive and negative impacts on employment opportunities. On the positive side, AI can streamline recruitment processes, making it easier for qualified candidates to be identified and hired quickly. However, AI systems can also perpetuate existing biases present in the data they are trained on, leading to unfair hiring practices where certain groups are systematically disadvantaged.Originality/valueBy examining the balance between transactional efficiency and relational engagement, the research addresses a crucial trade-off that organizations face when implementing AI in recruitment. The originality lies in its critique of the prevailing emphasis on e-recruiting.

THE IMPACT OF STRATEGIC MANAGEMENT PRACTICES ON SMES PERFORMANCE: A FIELD RESEARCH IN THE SMALL AND MEDIUM- SIZE ENTERPRISES OPERATINGIN FOOD INDUSTRIAL FIELD IN ARAB PUBLIC OF EGYPT

The main objective of this study was to examine the impact of strategic management practices on theperformanceof small and medium- size enterprises operating in food industrial field in Arab Public of Egypt. A well-structured questionnaire was administered on a targeted sample of 550 senior managers in small and medium- size enterprises working in food industrial field in Arab Public of Egypt. Multiple regression analysis was conducted to assess the impact of strategic management practices on the performance. The study concluded that there is positive and significant relationship between the main independent variable Strategic Management Practices and the dependent variable Performance of Small and Medium-size Enterprise.The study recommended that the small and medium size enterprises senior managers should incorporate strategic management practices into their activities so that better performance can be realized.

REVENUE SOURCES AND FINANCIAL SUSTAINABILITY OF LOCAL NGOS IN RWANDACASE STUDY: DUHARANIRA AMAJYAMBERE YICYARO (DUHAMIC-ADRI)

Background:This research is aimed at investigating the influence of revenue sources on financial sustainability within Rwandas local NGO sector, focusing on DUHaranira AMajyambere yICyaro (DUHAMIC-ADRI) as a case study. This study was guided by three specific objectives, the first one was to assess the effect of diversification of revenue sources on the financial sustainability of DUHAMIC-ADRI. Second was to evaluate the influence of financial management practices on the financial sustainability of DUHAMIC-ADRI. And finally, the third objective was to evaluate the influence of organizational capacity factors on the financial sustainability of DUHAMIC-ADRI. Materials and Methods:A twofold approach was adopted, combining elements of both descriptive and correlation research designs with data collection method combining both quantitative and qualitative data from the sample by use of distribution of questionnaires and conducting interviews. The target population of 68 staff of DUHAMIC-ADRI headquarters and some field officers were the research population and due to small research population, the research employed census sampling technique considering all that the entire population of 68 individuals to be included as respondents in this study. Results: The gathered data revealed significant insights. The research demonstration a positive association (<0.05) between diversifying revenue sources and DUHAMIC-ADRIs financial sustainability, aligning with resource dependence theory. Mean scores for various revenue sources (Grants and Donor Funding: 3.16, Membership Fees and Contributions: 3.38, Fundraising Activities: 3.38, Diversification of revenue sources: 3.44) indicated their significance, and a robust correlation (r = 0.784) reinforced the importance of diverse revenue streams. The research also underscored a strong correlation (<0.05) between effective financial management and financial sustainability, with high mean scores (Strategic plan: 4.03, Budgeting and financial planning: 4.16, Expense control measures: 4.22, Financial reporting practices: 4.28, Regular financial audits: 4.32). this study furthermore revealed the critical role of organizational capacity factors (Board Governance: 4.03, Staff Competency and Skills: 4.28, Infrastructure and Resources: 4.34, Continuous training programs: 4.47, Adequate investment in technology infrastructure: 4.34) in financial sustainability. The correlation analysis in this research solidified the interdependence between revenue sources and financial sustainability (r = 0.784), also on the multiple regression coefficient analysis found that the regression analysis for DUHAMIC-ADRI indicates that only donor funding has a statistically significant positive impact on financial sustainability, with a coefficient of 93.477. In contrast, government grants (coefficient: 86.841), internally generated funds (coefficient: 95.172), and reserves (coefficient: 15.808) did not show significant effects. The t-statistics for these variables were 0.965, 1.697, and 1.812, respectively, with p-values above 5%. This aligns with prior research indicating that Rwandan NGOs heavily depend on donor funding, with percentages of 8.57% of donor funding, 34.22% of government grants, 9.98% of internally generated funds, and 7.96% of reserves. Strategies to enhance donor funding and diversify revenue streams could improve financial sustainability. Basing on these findings the research concluded by highlighting the need for a holistic financial strategy, including revenue diversification, effective financial management, and robust organizational capacity, essential for the long-term viability and success of DUHAMIC-ADRI and potentially applicable to other local NGOs in Rwanda. The research also recommends a diversified revenue generation approach for local NGOs in Rwanda, strategic financial management practices, and internal capacity strengthening. It emphasizes a balanced approach to resource management for long-term success. Conclusion: The study goes on to suggest further research to understand the financial sustainability dynamics of local NGOs in Rwanda. It suggests exploring revenue diversification, financial management practices, organizational capacity factors, integrated financial strategies, and external factors. These insights could help NGOs adapt to dynamic financial landscapes, improve their financial resilience, and navigate a rapidly changing funding environment.

Innovations in Teaching Strategic Management

Strategy is a very important but complex discipline. Innovation is necessary for effective teaching of strategy and strategy management. Innovations in teaching strategy and strategic management must focus on four important areas: the teaching goal, the teaching approach, the teaching content, and the learning outcomes. Continuous innovation in teaching strategy and strategic management is necessary to add value to the participants and, through them, to the organizations they work for. When participants and the organizations for which they work realize value by learning strategy and strategic management, it will help achieve the purpose of strategy and strategic management, which is to add value and make an impact. This paper has implications for the practice of strategy and strategic management in industry and academia. The work has limitations as it is based on the experiences of one academic, but that creates the scope for future research. More researchers, practitioners, and academicians can conduct more experiments to establish the suggested innovations further.

Strategic Human Resource Management Practices as Antecedents of Employee Corporate Entrepreneurial Intensity

This study investigates the influence of training, performance appraisal, and rewards (SHRMPs) on corporate entrepreneurial intensity (CEI) in a Philippine medium-sized fintech firm and examines the moderating role of organizational culture (OC). Data from 68 managerial employees were analyzed using linear regression and moderation analysis. Results show SHRMPs significantly impact CEI, with OC notably moderating this relationship, particularly for training. These findings offer guidelines for SMEs in emerging economies on designing HR programs to foster CEI, emphasizing the critical role of a supportive organizational culture. This study fills a gap by focusing on an SME in an emerging economy and highlighting OC's moderating effect.

Balanced scorecard approach to measuring the performance of a non-profit organization: Case study on a Waqf-based Pesantren in Indonesia

This study explores how the Balanced Scorecard is useful to investigate its application in non-profit organizations, particularly in Waqf-based Pesantrens. The Balanced Scorecard considers four aspects: financial, customer, internal business, and growth and learning. The financial perspective relied on the institution’s annual report, while customer perspectives were collected via a questionnaire distributed among 100 individuals who regularly contribute to the charitable organization. Data used to evaluate learning performance, growth, and internal business came from Pesantren directors and managers through stakeholder interviews. The results demonstrate that, among these aspects, the customer perspective holds the most significance for non-profit organizations such as Waqf-based Pesantren institutions, receiving the highest score of 43. Next comes the financial aspect with a score of 21.86, while growth and learning and internal business share a score of 20 each. This emphasizes the crucial role of prioritizing the needs of customers in the strategic planning of non-profit organizations, specifically in Waqf-based Pesantren institutions. The results contribute insights for these organizations to enhance their strategic management practices by emphasizing the importance of the customer perspective in their decision-making processes.

Influence of Strategic Management Practices on Performance of National Health Insurance Fund, Kenya

Influence of Strategic Management Practices on Performance of National Health Insurance Fund, Kenya

Enhancing E-Commerce SME Performance through Human Capital, Organizational Culture, and Product Innovation: The Mediating Role of Employee Performance

This study investigates the impact of human capital, organizational culture, and product innovation on entrepreneurial performance in e-commerce small and medium enterprises (SMEs) in Shanghai, hypothesizing that these factors positively influence entrepreneurial performance with employee performance as a mediating variable. Approximately 375 entrepreneurs and staff from e-commerce SMEs participated, providing pertinent data through validated questionnaires rated on a 5-point Likert scale. Utilizing a quantitative research design, the study employed SEM-PLS analysis to examine relationships among human capital, organizational culture, product innovation, employee performance, and entrepreneurial performance. The findings indicate that human capital, organizational culture, and product innovation significantly impact entrepreneurial performance, with human capital having the most substantial effect, followed by product innovation. Employee performance was found to mediate these relationships, enhancing organizational competitiveness. Effect sizes and confidence intervals demonstrated strong content validity and statistical significance. The study concludes that strategic management of human capital, fostering a supportive organizational culture, and encouraging product innovation are crucial for improving entrepreneurial performance in e-commerce SMEs. These results suggest that SMEs should invest in human capital development, create an innovation-friendly environment, and emphasize effective leadership and ethical behavior. The implications highlight the importance of these factors in achieving success in the competitive e-commerce market, emphasizing the need for strategic management practices that prioritize human capital and organizational development to drive performance outcomes. This research provides actionable insights for SMEs seeking to enhance their competitiveness and sustainability in the rapidly evolving e-commerce landscape, underscoring the critical role of human capital and innovative organizational practices.

Implementation oPorter’s Generic Strategies in The UK Fashion Retail E-Commerce

The application, and implementation of Porter's Generic Strategies in the UK e-commerce fashion retail industry are the main topics of this study into the strategic management practices of UK e-commerce companies. The study will evaluate how major fashion retailers in the UK have adopted and implemented Porter's strategies of cost leadership, differentiation and focus to gain competitive advantage in the market. Academics, practitioners, and business leaders looking to improve their competitive standing and make wise strategic decisions will benefit greatly from the findings.

Organizational Strategic Navigation in a Dynamic Environment: Insights into Market Competition, Technological Change, and Policy Dynamics

In today's rapidly evolving business landscape, organizations encounter a myriad of challenges that stem from intense market competition, swift technological advancements, and the intricate web of regulatory complexities. This article delves deep into the strategic approaches employed by firms to navigate these hurdles, with a special focus on essential areas such as market positioning, brand development, technological innovation, digital transformation, legal compliance, and policy adaptability. Through a detailed investigation and analysis, this study uncovers the profound effects of market dynamics, technological disruptions, and policy uncertainties on the practices of strategic management. It meticulously examines how organizations adapt to the fast-paced changes in the environment, leverage technology for competitive advantage, and ensure compliance with evolving regulations. Furthermore, the article discusses the importance of strategic flexibility and the ability to swiftly respond to market and technological shifts. By shedding light on these critical aspects, the study aims to enrich the understanding of strategic management in the modern business era, providing valuable insights for academics, practitioners, and policymakers alike. This comprehensive exploration underscores the need for an agile, forward-thinking approach in formulating strategies that can withstand the pressures of today's dynamic business environment.

Organizational Strategic Navigation in a Dynamic Environment: Insights into Market Competition, Technological Change, and Policy Dynamics

In today's rapidly evolving business landscape, organizations encounter a myriad of challenges that stem from intense market competition, swift technological advancements, and the intricate web of regulatory complexities. This article delves deep into the strategic approaches employed by firms to navigate these hurdles, with a special focus on essential areas such as market positioning, brand development, technological innovation, digital transformation, legal compliance, and policy adaptability. Through a detailed investigation and analysis, this study uncovers the profound effects of market dynamics, technological disruptions, and policy uncertainties on the practices of strategic management. It meticulously examines how organizations adapt to the fast-paced changes in the environment, leverage technology for competitive advantage, and ensure compliance with evolving regulations. Furthermore, the article discusses the importance of strategic flexibility and the ability to swiftly respond to market and technological shifts. By shedding light on these critical aspects, the study aims to enrich the understanding of strategic management in the modern business era, providing valuable insights for academics, practitioners, and policymakers alike. This comprehensive exploration underscores the need for an agile, forward-thinking approach in formulating strategies that can withstand the pressures of today's dynamic business environment.

Impact of Strategic Management Practices on Public Organisational Performance: A Mediatory Analysis of Organisational Commitment and Teamwork in UAE

Impact of Strategic Management Practices on Public Organisational Performance: A Mediatory Analysis of Organisational Commitment and Teamwork in UAE

Selected Strategic Management Practices on Performance of Public Secondary Schools in Garissa Township Sub County, Kenya

Purpose: The purpose of this study was to determine the influence of selected strategic management practices on performance of secondary schools in Garissa Township Sub County. The specific objectives guiding the study were to assess the relationship between stakeholder management strategy, leadership management strategy and technological management strategy and performance of public secondary schools in Garissa Township Sub County. Methodology: The study was underpinned by the theory of stakeholder, contingency theory of leadership, system theory of technology and the theory of performance. The study used a mixed research design in which both quantitative and qualitative data were collected from the respondents in answering the research questions. The target population comprised of boards of management, principals, deputy principals, teachers and students from the eleven public secondary schools in Garissa Township. Data was collected by use of questionnaires comprised of structured and unstructured questions. Findings: The study established that stakeholder management strategy, leadership management strategy and technological management strategy bears a positive and significant relationship with performance of secondary schools in Garissa Township Sub County. This is shown by beta values of 0.306, 0.554 and 0.341 and significant values of 0.001, 0.000 and 0.000 respectively. The results bears the implications that enhancing stakeholder management strategy, leadership management strategy and technological management strategy leads to enhanced performance levels of the public school. The study concluded that aspects of stakeholder management strategy, leadership management strategy and technological management strategy positively and significantly relates with performance levels of the public school. Unique Contribution to Theory, Practice and Policy: The study provided recommendations to the management of the public secondary schools to enhance strategies under stakeholder management, leadership management and technological management since the practices results to enhance performance levels of the public secondary schools in in Garissa Township Sub County.

Strategic Management Practices on Service Delivery in Garissa Municipality, Garissa County, Kenya

Strategic Management Practices on Service Delivery in Garissa Municipality, Garissa County, Kenya

Strategic Management Practices and Employee Performance in Non-Governmental Organizations in Nairobi City County, Kenya

The growth and development of an organization are contingent upon the effective management of its human resources. However, the adoption of effective human resource management practices in many local non-governmental organizations (NGOs) NGOs operating in the development sector have received insufficient attention. This research aims to explore the impact of strategic management practices on employee performance within non-governmental organizations located in Nairobi City County, Kenya. The specific objectives of this study are to assess the influence of communication, objective setting, strategic leadership, and training on employee performance in non-governmental organizations operating in Nairobi City County, Kenya. The study was guided by expectancy theory, goal setting theory, contingency theory, and human capital theory. A descriptive research design was employed. The population was five prominent NGOs in Nairobi City County, namely Oxfam International, World Vision, USAID, Mercy Corps, and Amnesty International. The study targeted 742 respondents. Stratified sampling method was used and selection of respondents done using simple random sampling method. The sample size was 260 respondents. Data was collected using questionnaires. Questionnaires were piloted to 26 respondents. Validity was ensured using content validity. In addition, Cronbach's alpha test was used to test reliability. Quantitative data was analyzed using descriptive statistical and inferential statistics. The results were presented using tables and figures. The study found that communication, objective setting, strategic leadership and training had a positive significant influence on employee performance in non-governmental organizations in Nairobi City County, Kenya. The study concludes that communication in the workplace is important because it boosts employee morale, engagement, productivity, and satisfaction. Training is important because it represents a good opportunity for employees to grow their knowledge base and improve their job skills to become more effective in the workplace. The study recommends that non-governmental organizations in Nairobi City County, Kenya should focus on the implementation of effective communication channels and tools by including the use of technology such as intranet platforms, project management software, and instant messaging systems. The non-governmental organizations in Nairobi City County, Kenya should ensure that goals are clearly defined, quantifiable, realistic, aligned with the overall objectives of the organization, and have a specific deadline for completion. The non-governmental organizations in Nairobi City County, Kenya should focus on building the skills and capabilities of current and future leaders through training in areas such as communication, decision-making, and conflict resolution, as well as opportunities for leaders to receive feedback and coaching on their performance. Create a culture of transparency and open communication within the organization.

Enhancing Organizational Resilience: The Transformative Influence of Strategic Human Resource Management Practices and Organizational Culture

In an era characterized by rapid changes and uncertainty, organizational resilience emerges as a critical factor for the survival and prosperity of businesses. Confronted with a progressively volatile and unpredictable organizational landscape, an organization’s capacity to swiftly and effectively address challenges and adapt to changes becomes indispensable. This paper investigates the role of strategic human resource management (SHRM) practices and organizational culture (OC) in enhancing organizational resilience (OR). The research employed a questionnaire distributed to 501 employees within public institutions, with data analysis conducted using structural equation modeling. The study assesses the direct effects of SHRM practices on organizational resilience while also investigating the mediating effects of organizational culture on the relationship between these practices and resilience. The primary findings highlight both the direct and indirect impacts of SHRM practices on organizational resilience. The study underscores the importance of adopting an integrated approach, wherein SHRM practices and organizational culture are strategically aligned to bolster organizational resilience and secure sustainable success in a dynamic and turbulent organizational landscape.

The Dynamics of Human Capital Development, Employee Commitment, and Sustainable Competitive Advantage: A Strategic Perspective

The purpose of this study was to see the impact of “strategic human resources management (HRM) practices” on achieving “competitive advantages” that will be long-lasting, as well as the contribution of “human capital development” and “employee commitment” in information technology sector. IT sector works to establish, preserve, and perpetuate their competitive advantages, similar to other corporate organisations. The data were collected using questionnaire method and this study was conducted on 277 randomly selected employees working in different reputed IT companies. To achieve the objective of the study primary and secondary data were used and were analyzed using descriptive statistics, exploratory factor analysis, confirmatory factor analysis, mediation analysis and likewise using AMOS 22.0, SPSS23. The results of the study showed a linear and favourable relationship between strategic HRM practices and sustainable competitive advantage (SCA). Strategic HRM was also found to positively influence human capital development and employee commitment of the IT sector firms. This study further suggests IT sector to prioritise human resources management in their businesses, which will improve human capital development by allowing staff members to acquire implicit expertise that will be challenging and difficult for the rivals to mimic and also add to the literature on sustainable competitive advantages, employment, and human capital development. The finding highlights about IT sector management as well and also the results made an additional argument for employee commitment to achieving a sustained competitive edge. The study further suggested some theoretical and other implications for researchers as well.

Organizational Behaviour insights: Examining dynamics of Workplace Culture and Employee Interaction in Modern Organizations

This study delves into the multifaceted discipline of organizational behavior (OB), focusing on how modern organizations can optimize workplace culture, employee interactions, and overall effectiveness through strategic management of human dynamics. Central to this investigation are the impacts of leadership styles, workplace culture, technology integration, and corporate social responsibility on employee engagement and organizational productivity. By employing a combination of quantitative and qualitative research methods including surveys, interviews, focus groups, and case studies—the research provides comprehensive insights into the factors that contribute to a thriving organizational environment. Statistical and thematic analyses reveal the critical role of inclusive and adaptive workplace cultures in enhancing employee satisfaction and driving organizational success. The study also examines the dual-edged nature of technology in the workplace, highlighting its potential to either streamline operations and promote flexibility or contribute to challenges such as communication overload and diminished work-life balance. Leadership is identified as a key driver in shaping organizational culture and effectively managing change, with a particular emphasis on the need for leaders to adopt empathetic and transformational leadership styles. Furthermore, the research underscores the significance of corporate social responsibility initiatives in bolstering organizational reputation and employee loyalty. The findings suggest that modern organizations must adopt a holistic approach to OB, integrating strategic management practices across various domains to foster an environment that not only advances business objectives but also supports employee well-being and development. This comprehensive approach is essential for sustaining long-term organizational resilience and competitiveness in a rapidly evolving business landscape.

Strategic Management Practices and Organisational Performance in Akwa Ibom State Civil Service

The study centered on strategic management practices and organisational performance in Akwa Ibom State Civil Service Commission. The survey research design was used in the study. Two objectives, two research questions and two null hypotheses were formulated for the study. The population of the study was 886 staff of the studied ministries, while the sample size was 276. A proportional and simple random sampling technique was applied in the study. Using simple linear regression analysis, results from the analysis showed that strategic planning has a positive and significant influence on the performance of Akwa Ibom State Civil Service Commission (R2 = 0.685, < P.0.000) and strategic choice has a positive and significant effect on the performance of Akwa Ibom State Civil Service Commission (R2 = 0.793, < P.0.000). It was concluded that strategic management process has a significant and positive effect on the performance of Akwa Ibom State Civil Service Commission. It was recommended that the strategic planning process in the studied ministries should be improved through adequate resource allocation as this will improve the performance of the organisation, and strategic choices should be made based on the prevailing economic developments to ensure optimal realisation of corporate goals.

Environmental Safety of Sustainable Development: Strategy and Implementation Mechanisms

The paper analyzes the strategic planning system being formed in Russia, the basic principles of which are laid down in the Federal Law of June 28, 2014 No. 172-FZ «On Strategic Planning in the Russian Federation», and also examines its impact on the institution of environmental and legal policy. Using comparative analysis, logical and systemic methods, the author examines the impact of the adopted on November 8, 2021 Decree of the President of the Russian Federation No. 633 «On approval of the Fundamentals of State Policy in the Sphere of Strategic Planning in the Russian Federation» on the formation of a new architecture and methodology for strategic planning in the country, including in the field of ensuring environmental safety. The relevance of this topic is increasing in connection with the course taken to strengthen the state sovereignty of the Russian Federation, build an independent economic and technological policy during the period of the end of «globalism» of a unipolar world on the terms of Western countries. The author’s employs his formulations on the theory and practice of strategic management in the field of environmental safety, which form the base for assessments and certain recommendations.