Strategic Management Theory Research Articles

Structural Causal Modeling of Managerial Interventions: What If Managers Had Not Intervened by Doing This?

Establishing causality beyond association, influence, or correlation is key to informed managerial decisions and interventions. What-if questions such as “What will happen to firm performance if managers intervene by doing this?” and “What if managers had not done this?” can now be formulated and answered by using the tools of structural causal modeling (SCM). SCM tools contribute a systematic methodology for designing and evaluating managerial interventions. Powered by SCM, researchers can increase the precision in theorizing mechanisms and develop the research designs that facilitate causal identification. As a demonstration of how to apply SCM for advancing theory and research design in strategic management, we study why and how the effect of governance mode on firm performance is transmitted through a reduction in the deviation of managerial decision from theory-based prescription. For example, managers may switch to a governance mode that is consistent with the governance mode prescribed according to transaction cost economics (TCE). The insights arising from SCM inform whether switching governance mode for the purpose of aligning with TCE prescription will improve performance, and, if yes, by how much. Beyond TCE, we point to theory-based prescriptions in strategic management that could benefit from using SCM to probe what-if questions.Funding: G. K. Lee acknowledges funding from the National Science Foundation, Division of Social and Economic Sciences, Science of Organizations Program [Grant SES1743044].Supplemental Material: The online appendix is available at https://doi.org/10.1287/stsc.2022.0169 .

The concept of the Federal subjects development strategy in context of strategic management theory

The concept of the Federal subjects development strategy in context of strategic management theory

Strategic choices for high-quality development of intelligent wearable sporting goods industry in the new era

<p>Us<span style="font-family: 'Times New Roman';">e</span> research methods such as survey research methods and literature data methods, and us<span style="font-family: 'Times New Roman';">e</span> strategic management theory to analyze the strategic development environment of the smart wearable sporting goods industry. On this basis, the strategic goal of high-quality development of the smart wearable sporting goods industry is clarified. It establishes a strategic policy of people-oriented, focuses on research and development, and scientific management, and proposes a strategic development path for cultivating leading enterprises, developing industrial clusters, and promoting research and development innovation. In order to promote the high-quality development of the smart wearable sporting goods industry in the new era, specific strategic safeguard measures are putted forward in terms of providing talent support for industrial development and improving the legal system for the development of the smart wearable sporting goods industry to achieve high-quality development.</p>

Sustainability-Related Strategic Evaluation of Business Models

Recent developments, such as climate change, demographic change and resource scarcity, have forced companies to turn towards more sustainable resources, processes and products. Thus, their business models should be developed in a way that meets social, ecological and economic challenges. A vital part of this development process is the evaluation of business models against the background of sustainability targets during different phases of this process. This paper addresses the, thus far, largely neglected sustainability-related strategic evaluation in the earlier phases of business model development. Based on a sustainability-related canvas approach and concepts from strategic management theory, it suggests a method for sustainability-related strategic evaluation of business models as well as business model ideas and options. Therefore, a procedure for evaluation is presented and five main criteria are developed that should be taken into account: eligibility to create stakeholder’s benefit, market attractiveness, heterogeneity/singularity, permanence and eligibility to generate sustainability-oriented value.

Competitiveness of an aircraft repair enterprise: methodical basis and strategies

Methods. The methodological basis of the study is the theory of competitive economy and strategic management. The results of the study are based on general scientific and specific methods. The author generalized approaches to the analysis of competitiveness of enterprises. In particular, the systems, complex, normative approaches to the formalization of integral criteria of competitiveness are used. Analytical, prognostic and graphical methods are used to describe and analyze the specific conditions for ensuring the competitiveness of enterprises. Results. The article analyzes the definition of competitiveness of the aircraft repair enterprise. The main criteria of competitiveness, evaluation methods and strategies for improving competitiveness as a factor in the development of enterprise potential are determined. The author summarized the scientific principles of strategic analysis tools. The systems approach allows analyzing the influence of environmental factors on the criteria of competitiveness of enterprises. An integrated approach makes the basic for the formalization of integrated indicators under the influence of the structure and components of the internal space of the enterprise. From the standpoint of the methodology of competition theory, the normative approach allows monitoring the impact of factors on competitive advantage. The study analyzes the competitive market of aircraft repair enterprises of Ukraine. This allowed to substantiate the strategic guidelines and measures to ensure the competitiveness of aircraft repair enterprises. Novelty. Approaches to increasing competitiveness in the context of applying the provisions of strategic management are determined. The system of strategic measures to increase the competitiveness of enterprises of the aircraft repair sector of the Ukrainian economy is substantiated. Practical value. The results of the study allowed to form strategic guidelines for increasing the competitiveness of aircraft repair enterprises.

Strategic Management of The Faculty of Social Sciences and Law, State University of Surabaya, in Improving The Quality of Education during The Covid-19 Pandemic

This study aims to describe the efforts of the Faculty of Social Sciences and Law (FISH) of the State University of Surabaya (Unesa) in improving the quality of education during the Covid-19 pandemic within the framework of strategic management theory. This research was motivated by the fact that during the pandemic, lectures at universities switched to online and required students and lecturers to make quick adaptations that have the potential to impact the quality of education. This study uses a qualitative descriptive method. The focus of the research covers the strategic management process, which includes the phases of environmental observation, strategy formulation, strategy implementation, and evaluation. The research subjects were determined purposively by involving the heads of faculties, departments, and study programs within the FISH Unesa environment. The data analysis technique flow through data collection, data display, data reduction, and concluding. The results showed that the SWOT method was used in the environmental observation phase, specifically identifying the strengths and weaknesses of the institution's internal environment and identifying opportunities and threats to the institution's external factors. At the strategy formulation stage, a lecture strategy was set with the name Limited and Gradual Face-to-Face Lectures (PTMTB). This stage is carried out by preparing the room and health protocols. The implementation of this strategy was carried out starting with a survey via Google Form to students. Not all study programs hold PTMTB depending on the number of students who fill out the Google Form. The faculty carry out the evaluation stage with the Covid-19 Task Force. Based on the findings, several points can be suggested. The institution should make training plans for educational staff to increase competence, increase awareness of education staff to prioritize providing services for the community and increase lecturers number so that the ideal ratio between lecturers and students is met.

NoPaperForms: enrolment engine for the education sector

Learning outcomes Discussion of the case will enable students to identify the cornerstones of industry development using simple frameworks like PESTLE and five forces that shape strategy. They will be able to identify critical success factors and evaluate how a firm gets competitive advantage. They will also be able to assess whether the advantage is sustainable for the firms and along which dimensions they have only competitive parity. The issues of contemporary firms growing through the use of network strategies is also highlighted and students will learn to appreciate the role of platforms and connectivity for gaining sustainable advantage. Case overview/synopsis This case describes the growth strategy of NoPaperForms, a start-up in the domain of enrolment automation for higher education in India. Naveen Goyal, the founder CEO sensed an opportunity in this growing industry segment and acquired it from the founder, Vishal Shah in 2017. The ultimate objective of an educational institute was to attract talent, Goyal evolved a comprehensive enrolment solution starting with the time a prospective student made an inquiry for enrolment till the time he/she paid for enrolment. It was a complete panel, bundled and packaged in a single system taking care of lead management, lead nurturing, application management, fee payment, post-application management and enrolment. He developed it into a unique blend of a customer relationship management (CRM), which was unique in the country. At this juncture, Goyal was exploring growth avenues. On the client side, he had the alternatives of focusing on the B2C segment or diversifying from B2B to B2C. Geographically, he had the options of expanding to tier II and tier III cities, which were the next growth hubs. The option of growing internationally was also on the cards. The purpose of the case is to analyse the opportunities in the education technology sector, specific to student enrolment and leverage the competencies of the firm to detail the future strategy of the firm. Complexity academic level The case can be used in a MBA program for a course in Strategic Management in the module of strategy formulation after fundamental concepts and theories of Strategic Management have been discussed. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Methods of industrial enterprise strategic management: Integration of approaches

The article aims to develop an integrated method for managing an industrial enterprise highly responsive to the challenges of a changing environment. The theory of the firm, the general theory of management and strategic management theory constitute the methodological basis of the study. The research methods are structural-logical analysis, comparative analysis, and matrixing. We distinguish between three industrial enterprise management methods, based on: (a) complex financial indicators, (b) a balanced scorecard, and (c) a system of continuous improvements. The results of comparative analysis allowed identifying high-potential methods of strategic management. We conclude that it is expedient to integrate various methods, which will level the shortcomings of each of them and, in some cases, help obtain a synergistic effect. The study proposes a mechanism for integrating a balanced scorecard with the Hoshin Kanri tools, which contributes to the development of strategic management theory. The mechanism can be of use for industrial enterprises when formulating their development strategy.

Dual Leadership in the Matrix: Effects of Leader-Member Exchange (LMX) and Dual-Leader Exchange (DLX) on Role Conflict and Dual Leadership Effectiveness

While strategic management theories have heavily engaged with the reality of matrix organizations, leadership theories that actually focus on the people working within such arrangements are missing. We argue that (a) followers perceive dual leadership effectiveness to be more than the sum of each leader's effectiveness, (b) a core detriment to perceived dual leadership effectiveness is role conflict experienced by the follower, and (c) Leader-Member Exchange (LMX) needs to be theoretically extended to the triadic level to capture the influence of dual leadership. Specifically, followers’ role conflict and leadership effectiveness perceptions are driven not only by how they perceive their LMX relationships with both leaders, but also how they perceive the relationship quality between their leaders (dual leadership exchange, DLX). As such, even though higher LMX is still better than lower LMX, having a similar exchange relationship with both leaders reduces employees’ role conflict and, by extension, heightens dual leadership effectiveness. Additionally, we reason that when employees lack a good relationship with one of the leaders, higher DLX can act as a substitute. We find support for our hypotheses by applying polynomial regression analyses to a dataset of 111 managers from a matrix organization who report to both a regional and business unit leader.

The Competitive Advantage of the Indian and Korean Film Industries: An Empirical Analysis Using Natural Language Processing Methods

India has a longstanding reputation in the film industry, whereas South Korean films have only recently achieved notable success globally. Despite their significant positions in the global film market, there are very few studies that compare and analyze the competitive advantage of the two countries in the film industry. This paper adopts the ABCD model as a complementary framework to the two mainstream theories of strategic management (i.e., industry-based view and resource-based view) to analyze and compare the competitiveness of the industrial success of emerging countries. For the empirical test, this paper uses natural language processing methods to operationalize the theoretical model. After collecting text data from news articles in English related to the Korean and Indian film industries, this study analyzes how many keywords with regards to the 8 sub-factors of the ABCD model are mentioned in the articles using the document similarity measurement. The results reveal the different but complementary areas of strengths. India has higher competitiveness in the factor of Agility while Korea has higher competitiveness in Convergence. This study also highlights the areas for further development and potential partnership between the two countries by leveraging each other’s strengths.

MANAJEMEN STRATEGI DIVISI KEWIRAUSAHAAN UNESA CAREER CENTER (UCC) DALAM MENINGKATKAN MINAT KEWIRAUSAHAAN MAHASISWA UNIVERSITAS NEGERI SURABAYA

The Ministry of Education and Culture issued Decree No. 3/M/2021 on Key Performance Indicators (KPI), the decision was issued for the reason of seeing the increasingly difficult labor conditions in Indonesia. Thus, it is expected to increase the role of students in the field of entrepreneurship so as to create new jobs. The State University of Surabaya as one of the collague in Indonesia answer this challenge by establishing the Unesa Career Center (UCC) as a special institution in preparing students and alumni to be able to compete in the business sector. The purpose of this research is to find out about the strategy of UCC's entrepreneurship division in increasing the entrepreneurial interest of its students. This type of research is descriptive qualitative. The focus of research is in terms of seven (7) steps of strategic management theory, Suyanto, 2007. Data were collected through observation, documentation, interview, and literature study. Analysis of the data through data collection, reduction, presentation, and conclude. Result of the research shows that the strategic management that used by the UCC entrepreneurship division has been going quite well. However, the researcher have some suggestions for future improvement, such as: making more detailed goals, equitable distribution of HR competencies, budget management to re-optimizing the external evaluation process from student input.
 Keywords: Entrepreneurship, Strategic Management, Unesa Career Center

A configurational analysis of firms' environmental innovation: Evidence from China's key pollutant‐discharge listed companies

AbstractA firm's environmental innovation behavior results from the interdependence and interaction of multiple factors, and the antecedent conditions are multiple and concurrent. From the perspective of configuration, this study integrates institution theory, stakeholder theory, and strategic management theory, and uses a fuzzy set qualitative comparative analysis (fsQCA) to investigate the combinations of paths that drive firms' environmental innovation. The results revealed that the basic resource capacity of a firm was the basis for environmental innovation, and the role of institution‐ and market‐level factors in driving a firm's environmental innovation requires the support of the firm's resources. The different factors at these three levels—firm, market, and institution—do not contribute equally to a firm's environmental innovation under all conditions; based on a firm's individual resources, the models that drive a firm's environmental innovation can be categorized as market‐driven, institution‐driven, and dual‐stressed.

Contingency theory informs relationship management: Exploring the contingent organization-public relationships (COPR) in a crisis of Mainland China

This paper demonstrates the theoretical rationale for incorporating the concept of relationship management into the contingency theory of strategic conflict management (the contingency theory thereafter). Such a contingency approach is created to aid organizations in evaluating organization-public relationships (OPR) across stages of crises. Based on cross-disciplinary scholarship from crisis communication and public relations, this study explores how the identified three categories of contingency factors, such as predisposing, situational, and proscriptive elements affect relationships in the crisis management process. A case study of the Wukan crisis between governments and activist publics in mainland China is analyzed to examine the contingent organization-public relationships (COPR) and its predecessors. Implications of this study are to move the contingency theory beyond the static measurement of stances and extend its scope into relationship management. This study also adds value to the crisis communication literature, which mainly focuses on organizations in Western contexts.

Dynamic Corporate Governance, Innovation, and Sustainability: Post-COVID Period

Recent complex changes of the organizational environment urge the boards of directors of energy corporations to step up quickly in crises (e.g., COVID-19) and foster innovation, to seize new strategic opportunities (e.g., environmental, social, and governance (ESG) investments). The purpose of the study is to provide in-depth analyses of ESG projects during the COVID-19 pandemic, through the lens of an emerging theoretical approach, dynamic corporate governance (CG). The research is built on the multi-case study method at large energy companies and energy startups. The research goal was to empirically analyze theoretical opportunities of dynamic board behavior in this research context. The major findings show that ESG projects faced serious challenges in the fast-changing organizational environment generated by COVID-19, which induced board intervention regarding innovation, networks, and organizational changes. This study is among the first to offer a novel theoretical viewpoint, by integrating CG and strategic management theories, besides the already dominant financial and reporting aspects. From a practical perspective, our conclusions might direct the attention of boards of directors toward innovation, networks, and organizational changes, in order to enable adaptation in turbulent times and increase sustainability in the social and environmental dimensions.

All we want is authentic beer: the role of geographic communities and authenticity on breweries' reactions to competition

PurposeThe purpose of this paper is to show how authenticity limits businesses' responses to competition in the food and beverage industry.Design/methodology/approachThis paper focuses on a unique dataset of over 300 breweries and more than 1.300 beer drinkers in Franconia (Germany) to test the impact of authenticity on firms' reactions to competition within geographic communities. The paper uses ordinary least squares (OLS) and fractional logit models.FindingsThe findings reveal that breweries tend to enlarge their product portfolio by introducing non-authentic products as a response to competition in geographic communities, while reducing their product diversity and engagement in non-authentic segments when preferences for authenticity prevail in the geographic community. The findings further suggest that in geographic communities where both competition and preferences for authenticity are present, firms tend to keep their product portfolios narrow and withdraw non-authentic products even when product proliferation strategies would be more efficient to deal with competition.Originality/valueThis paper offers novel insights on the impact of authenticity on product proliferation strategies for food and beverage businesses. By showing that expectations on authenticity can constrain firms' product portfolio even in the presence of competition, this paper contributes to contemporary discussions in the fields of strategic management and organization theory about the role of authenticity for food and beverage firms. Unlike previous studies focusing on the benefits of authenticity for firms, the present study is one of the first ones to highlight the negative spillovers of authenticity for firms operating in the food and beverage industry.

COVID-19 Crisis and Indian Kirana Shopkeeper’s Business Continuity and Sustainability Initiatives: Study During the First Unlock Stage

This research study ascertained how street corner small shops (called kirana shops in India) in Indian urban landscape adopted resource-based view (RBV) and dynamic capabilities view (DCV) perspectives to strategize regarding unlocking initiatives, process, operational change, and business continuance post COVID-19 pandemic and economic lockdown. The authors used qualitative research method with a semi-structured open-ended questionnaire to collect the data. Thematic content analysis was applied for data analysis. The data was collected in June 2020 in India when the initial unlock process was going on. The application of Situation Actor Process–Learning Action Performance (SAP-LAP) framework in conjunction with strategic management theories such as RBV and DCV provided a holistic understanding of the phenomenon. This study was also a demonstration of how a critical crisis situation like COVID-19 could relate to the SAP-LAP framework. The author found that shopkeepers developed new sets of valuable and rare and inimitable resources and capabilities. While all the aspects of sensing, seizing, and reconfiguration were attained to while devising the shops reopening strategies, new sets of resources and capabilities to attend to customers were also developed.

MANAJEMEN STRATEGIS LUMAJANG PRESISI UNTUK MEWUJUDKAN SMART POLICE DI KEPOLISIAN RESOR (POLRES) LUMAJANG

The emergence of E-Government is considered to be the answer to public service problems that are still considered old and complicated by the community. Service is a very important basic thing because it determines the public's perception or assessment of the performance of an agency. Therefore, with this trend, many agencies are competing in improving their service performance by creating E-Government. As is the case with the Lumajang Police, which also seeks to implement Smart Governance with the Smart Police concept, which is marked by the existence of Lumajang Precision in responding to public service problems whose performance has not been maximized. The purpose of this study is to describe the strategic management concept of the Lumajang Presisi application from planning to performance evaluation. This study uses a descriptive qualitative approach by determining informants using snowball sampling and using strategic management theory, namely the two important things in strategic management proposed by Niswah and Meirinawati. Data collection techniques using interview techniques, observation, and literature study. While the data analysis technique uses four stages, namely data collection, data reduction or data grouping, data presentation, then the last stage is drawing conclusions. Based on the theory and data analysis techniques that have been used, the results obtained are the elements in two important things in the Menstra of the Lumajang Presisi application that are carried out well and provide benefits to the community. Keywords: Strategic Management, Smart Governance, Smart Police.

Chain Affiliation and Human Resource Investments: Evidence from the Restaurant Industry

Drawing on organizational theory, agency theory, and research in strategic human resource management, this study explores how chain affiliation influences human resource (HR) investments using data from a nationally random survey of restaurant establishments. We propose that chain-affiliated units will make different investments in those areas of the HR system where chains establish superior organizational routines compared with nonaffiliated units. By contrast, we argue that in the absence of chain routines, ownership incentives will drive differences in human resource investments. Specifically, we find that franchisee-owned units focus more on cost reduction by underinvesting in human resource practices compared with company-owned units and independently owned units when organizational routines are not provided by the chain. We provide further support for our theoretical arguments using additional data on multiunit ownership and franchisor influence. Finally, we conduct supplemental analyses to explore the relationship between different human resource investments and two important organizational outcomes: employee turnover and customer satisfaction ratings from Yelp. Our results highlight the types of human resource practices that are important for service work and suggest that the provision of organizational routines can have important implications for the long-run success of chains and their units. Funding: Financial support from the Center for Advanced Human Resource Studies, Cornell University; and the Rockefeller Foundation is gratefully acknowledged. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.1539 .

What drives a tough call: Determining the importance of contingency factors and individual characteristics in communication executives’ stance decision-making through a conjoint analysis

To further the understanding of how communication executives make tough calls in times of organizational-public conflict, we use a conjoint analysis to identify key drivers for organizational stance decision-making. This is the first-ever conjoint analysis applied to advancing the contingency theory of strategic conflict management by examining the relative importance of key contingency factors as determined by practitioners with varied individual characteristics. This study investigates: 1) the relevant importance of and dynamics between three key contingency factors (i.e., external threats, organizational characteristics, and dominant coalition characteristics); 2) the influence of individual characteristics (e.g., gender, experience, and personal ethics) in stance decision-making process; and 3) how different types of organizational stances (i.e., general stance, action-based accommodation, and qualified-rhetoric-mixed accommodation) are determined by these contingency factors and individual characteristics in different conflict situations. Results generated among our communication executive participants include: individual characteristics (i.e., gender, ethics and social responsibility, whistleblowing tendencies, and over 20 years in the communications field) are influential for their strategic conflict management decision-making. Implications for refining the contingency theory and unearthing complex public relations decision-making processes via novel statistical techniques are discussed.

Model of adaptive behavior of enterprises in the context of transformational changes associated with the aggravation of the climate crisis

It is stated that in the current conditions of the activity of enterprises, the external environment acts as a catalyst for adaptive organizational changes, which in recent years has been increasingly acquiring cardinal transformations, thereby predetermining the VUCA conditions for the functioning of business entities, which requires the mandatory formation of an adaptation policy by them, as an integral part of the management system. and fundamental basis for further development. It is noted that ensuring the effectiveness of the adaptation policy, as practice shows, is possible only with the right choice of strategy and model of adaptive behavior of enterprises aimed at achieving certain guidelines for their development. It has been substantiated that the specificity of the modern conditions of managing enterprises determines the expediency of an organic synthesis of the theory of adaptation with the theory of strategic management. It is emphasized that the adaptation of the existing potential to the requirements and needs of the future involves the formation of an adaptation strategy by enterprises, which, in the conditions of accelerated transformations, in particular, as a result of the exacerbation of the climate crisis, should be determined according to the scenario approach, which will allow building a portfolio of the external environment, and, consequently, a vision of the expected the prospects for its changes on short-term and long-term time horizons. The definitions of the interpretation of the concept of “adaptation” are considered and the approaches to their formation are analyzed. It has been proved that the strategic management of enterprises, adapted to economic transformations due to climate change, should focus primarily not on solving existing problems, but on using the opportunities and strengths of the enterprise. It is emphasized that, depending on the role and importance of adaptive elements, as well as readiness for an adaptive response, it is customary to distinguish three models of behavior of enterprises, each of which determines the readiness for adaptation: a model of active, conservative and mixed behavior. Each of the models of adaptive behavior of enterprises is analyzed. The need for accelerated climate change and transformations in the economy to apply a mixed model of adaptive behavior of enterprises is substantiated.