Strategic Orientation Research Articles

The effect of strategic orientation on operational performance: The mediating role of operational sustainability

In the context of the Jordanian telecommunications industry, the current study aims to investigate the mediating influence of sustainability on the link between strategic orientation and organizational performance. Based on the knowledge gap that the literature analysis revealed, a research model was created. A random sample of 321 managerial and non-managerial employees was taken. The findings of the hypothesis testing revealed that with operational sustainability as a moderating variable, the relationship becomes stronger between entrepreneurial orientation, technology orientation, market orientation, and organizational performance. Despite the importance of integration between strategic orientation and operational sustainability to achieve the required organizational performance, there is a literature gap and an inadequate number of studies linking organisational performance and strategic orientation via operational sustainability (Ed-Dafali et al., 2023; Sahoo et al., 2023). This research is intended to bridge the identified gap by attempting to contribute knowledge to this field of study by examining strategic orientation’s impacts in terms of entrepreneurial orientation, technology orientation, and market orientation on organizational performance using the non-financial performance through the examination of the mediating role of operational sustainability using the context of the telecommunication sector in Jordan.

Managerial Strategies for Organisational Resilience in SME Sector

The current marketplace is constantly evolving, challenging for business leaders and various market turbulences have occurred recently which has impacted all economic and business sectors. Organisational resilience refers to a company’s capacity to successfully bounce back to the normal situation after economic shocks. Resilient firms can also integrate and improve strategies efficiently to manage disruptive occurrences. However, applying right strategies necessitate a diverse set of resources, and enterprises might become more resource-dependent in times of economic crisis. Strategic agility and dynamic capability encompass an organisation’s capacity to build and rapidly deploy flexible, nimble, and dynamic resources. Strategic agility and organisational resilience operate together to adapt to changing conditions, re-energize. Firms with resilience capacity can traverse several types of SA and adapt successfully to changing situations. Consequently, strengthening OR, particularly in the SME sector, is critical, as they are the most susceptible firms, characterized by dynamism and frequently a lack of resources. Therefore, leaders of SMEs have to strategize strategic agility, dynamic capability and strategic orientation properly to foster organisational resilience. The purpose of this study is to examine the effect of strategic agility, dynamic capability, strategic orientation on organisational resilience. Accordingly, raw data was collected from 440 SME leaders using quantitative techniques and the findings of the study revealed that Strategic agility and strategic orientation have a significant effect in fostering organisational resilience in SME sector in Sri Lanka. Findings further highlight that strategic sensitivity has a bigger role in fostering resiliency. The findings suggest that strategic agility plays an important role in fostering proactive organisational resilience, while strategic orientation plays a prominent role in developing reactive organisational resilience. In addition, both proactive and reactive organisational resilience significantly support to foster firm resilience. Therefore, SME leaders need to identify enablers of organisational resilience in line with firm characteristics and economic uncertainty of the market.

Strategic Orientation and New Product Development Performance of Academic Spin-Offs: The Importance of Team Cohesion and Team Heterogeneity

Prior studies have highlighted the importance of team heterogeneity and team cohesion in supporting academic spin-offs during their commercialization activities. However, there has been little insight into the role of strategic orientation, namely speed to market and product performance, in moderating the relationship between team characteristics and market performance in the new product development process. From the analysis of 105 academic spin-offs, this article suggests that team heterogeneity is more likely to support a strategic orientation focusing on product performance, whereas team cohesion supports both speed to market and product performance. This article provides both theoretical and practical recommendations for managing academic spin-offs for the development of new products, especially highlighting the importance of building a heterogeneous team while at the same time maintaining cohesion among team members.

Innovation as a driving force for the creation of sustainable value derived from CSR: An integrated perspective

Coastal tourism is deep into a dichotomy between its potential to provide a wide range of social and natural benefits, and its traditional link to mass models, provoking a profound debate around the generation of negative externalities. This study examines the role of innovation and strategic corporate social responsibility orientation in the relationship between CSR and corporate performance to determine the mechanisms that underlie this main relationship. To this end, a sample of 202 hotels on the Spanish coast is analysed by applying the Partial Least Square Methodology. Useful results are derived from the empirical testing of the theoretical model, such as the existence of a positive direct effect between CSR and hotel performance. Likewise, we shed light on the mediating role of innovation and the moderating effect of a strategic CSR orientation in the main relationship, providing valid solutions for both academics and managers of coastal hotels, in terms of adopting CSR practices and promoting its integration into the core business of the hotel, and further developing innovations that will boost the benefits derived from their responsible practices, as well as their strengths to overcome the barriers traditionally faced when carrying out CSR strategies.

Digitalization of HRM for strategic human resource management orientation: Logistic regression and dominance analysis approach

Background: According to the contemporary HRM theory, strategic human resource management (SHRM) orientation, as a company's philosophy of aligning human resource management (HRM) policies and practices with an organizational strategy for maximizing organizational results, is considered the highest level of a company's HRM development. At the same time, one of the trends in HRM is the digitalization of HRM activities, following the global trend of adopting digital tools for increasing individual and organizational efficiency and effectiveness. The question that consequently arises is whether the digital component entered the SHRM perspective, in other words, whether SHRM orientation could exist without digitalization of HRM endeavours. Purpose: The paper strives to provide answers, both theoretically and empirically, to the following central and three supporting research questions: CRQ = Is digitalization of HRM contributing to the strategic HRM orientation of a company?, SRQ1 = Are digital HRM practices positively related to the SHRM orientation?, SRQ2 = Are some digital HRM practices more relevant for the SHRM orientation than others?, and SRQ3 = If the relationship between digital HRM practices and SHRM orientation does exist, which digital HRM practice is the most relevant one for SHRM orientation? Study design/methodology/approach: To provide empirically based answers to research questions, we utilized the CRANET 2021 dataset, covering 4495 organizations with more than 200 employees from 38 countries worldwide. We used nine indicators for revealing the existence of digital HRM (manager self-service, employee self-service, HRIS, algorithm-based HRM, HR analytics, telework, digital learning, social media recruitment, social media selection) and five indicators for determining the SHRM orientation (HR manager's membership in the management board or equivalent; involvement of HR manager in the development of business strategy; existence of written HRM strategy; HR to employee ratio, the level of HR department performance evaluation). SHRM orientation was determined using K-Means cluster analysis, and relationships between variables were analysed using correlation analysis, multiple logistic regression and dominance analysis (DA). Findings/conclusions: Correlation analysis revealed that all indicators of digitalization of HRM processes have a positive and a significant relationship with SHRM orientation, implying that digital HRM practices are relevant for SHRM orientation. The results of logistic regression indicated that the usage of manager self-service, algorithm-based HRM, HR analytics, telework, digital learning and social media selection increase the probability of organizations' SHRM orientation more than other explored indicators. The results of DA demonstrate that the most important digital HRM practices for the SHRM orientation is digital learning. Limitations/future research: As CRANET dataset is limited in its variables of digital HRM and indicators of SHRM orientation, further research is needed to confirm our findings.

The Bottom-of-the-Pyramid (BOP) Market: Why and How Does Serving the Impoverished Segment Promote Radical Innovation?

This article examines a counter-intuitive phenomenon that radical innovation can be developed in bottom-of-the-pyramid (BOP) market. Applying the path of least resistance theory and integrating it with the attention-based view, we develop a theoretical framework that links the firm capability of BOP market commitment to radical innovation through architectural and modular knowledge search strategies and highlights the contingency of the choice of knowledge search strategies on the two pillars of strategic orientation – customer orientation and technology orientation. Based on a survey among managers in China, one of the largest BOP markets in the world, we find that while both architectural and modular knowledge search strategies act as the operating mechanisms that drive the positive effect of BOP market commitment on radical innovation, customer orientation strengthens (weakens) the positive effect of BOP market commitment on architectural (modular) knowledge search strategy. In contrast, technology orientation weakens (does not change) the positive effect of BOP market commitment on architectural (modular) knowledge search strategy. The research results make substantial contributions to multiple research streams, including the BOP literature, studies on creativity and innovation under constraints, research on strategic orientation, and studies on radical innovation.

Students’ Awareness of Identifying and Preventing Plots and Tricks of Hostile Forces in “Peaceful Evolution” Strategy in Vietnam

In the current context of globalization and deep international integration, hostile forces continue to adjust their strategy of “peaceful evolution” in many aspects with increasing sophistication. So, correctly identifying and exposing the new face of this strategy has strategic orientation in the fight against “peaceful evolution” in Vietnam today. With the historical – logical research method, the synthesis – analysis research method applied in the article contributes to the general identification and analysis of plots and tricks of the “peaceful evolution” strategy ” of hostile forces in Vietnam. The research results have contributed to proposing practical solutions to raise awareness for students in identifying and fighting against plots and strategic tricks of “peaceful evolution” by political parties are attacking the current education environment.

ФОРМУВАННЯ ЦИФРОВОЇ ЕКОСИСТЕМИ В НОВИХ РЕАЛІЯХ УПРАВЛІННЯ ПІДПРИЄМСТВОМ

The article specifies the essence and interdependence of the concepts "digital transformation" and "digital ecosystem". It is reasoned that the digital ecosystem in the new realities of enterprise management is a complex system that combines all digital technologies and infrastructure used by the enterprise to manage and support its business activities. The task of forming a digital ecosystem in the new realities of enterprise management is defined, while it is noted that each enterprise has its own characteristics and needs, so the tasks can be differentiated. It was found out which digital tools are used by domestic enterprises today. These digital tools help implement a systematic approach to management, improve communication and cooperation, and increase the productivity and efficiency of the enterprise. The influencing factors, principles and problems of the formation of a digital ecosystem in the new realities of enterprise management are identified, while it is emphasized that digital transformations should be considered a key factor in enterprise development, as they generate new opportunities for business activity and management, but they also necessitate the development of new competencies. The directions, strategic orientations that will help enterprises improve their digital ecosystem, contributing to the improvement of management efficiency and growth in the market and the stages of the formation of a digital ecosystem in the new realities of enterprise management are substantiated, it is outlined that in general, the formation of a digital ecosystem in the new realities of enterprise management opens up many new opportunities for growth, development and provides advantages to the enterprise over competitors, as they will become more adaptive, flexible, efficient and innovative, which allows them to reach new heights of success in business activities. It is emphasized that the formation of a digital ecosystem in the new realities of enterprise management requires the enterprise to implement not only radical changes in the use of the latest technologies, but also to develop adequate development strategies, modernize the organizational culture and communication chains of interaction with all contact audiences in order to achieve competitive advantages in the new digital world.

Концептуальні основи управління транспарентністю розвитку підприємств в умовах конвергенції інвестиційних процесів

In the process of studying the conceptual bases of managing the transparency of enterprise development in the context of convergence of investment processes, methods of analysis and synthesis, empirical methods, procedures of induction and deduction, graphical and logical method, method of financial and economic, cluster and statistical analysis are used. The methodological ground of the study is parametric and integral methods of evaluation, the results of which allow to improve the conceptual bases for managing the transparency of enterprise development in the context of convergence of investment processes. The article improves the conceptual bases for managing the transparency of enterprise development in the context of convergence of investment processes, which provide for an empirical study of the convergent features of the functioning of industrial enterprises and the identification of problems of transparency in the development of their individual divisions, allowing for making sound managerial decisions and creating conditions for the implementation of potential investment reserves, focusing on the formation of intellectual, informational, analytical and material resources, as well as on the interaction between the links of the organizational structure and the regulatory framework. This determines an increase in the interest of the administrative apparatus in ensuring continuous and stable development, as well as a strategic orientation, which necessitates an analysis of the impact of management and investment target programs on the level of transparency in the development of industrial enterprises, defining the role of the mechanism of radical changes in the development management system; establishing renovation requirements for strategically relevant parameters of change; creating the basis for the implementation of radical changes at the level of strategic management which requires a systematic reformatting of interaction with the external environment and the internal organization of processes, technologies, and structure.

Удосконалення бізнес-комунікацій кредитно-фінансових установ

The aim of the article is the theoretical substantiation and development of measures to improve the business communications of a credit and financial institution. The paper examines the state of information support and strategic orientation of business communications, marketing orientation of a credit and financial institution; an analysis of the results of business communications management is carried out; an integrated approach to the communication policy of a credit and financial institution has been proposed. The study considers such features of development as the complexity of problems and the need to study them in unity; increasing the complexity of objects of interaction, the dynamism of situations; the need to forecast future needs for information and communication. The article proposes measures for managing business communications using an integrated approach, which makes it possible to fully take into account the expectations of different groups of the public in order to obtain competitive image-based advantages. The use of business communication tools allows the company to manage its reputation (among potential and real customers, partners and investors), prevent crisis situations or help in their elimination, achieve strategic business goals, solve marketing problems, and optimize relations within the team itself. Management of business communications should be comprehensive, take into account the expectations of different groups of the public in order to obtain competitive image advantages of domestic enterprises, including in the international market. The study identifies the features of the banking services market that affect the process of managing business communications of modern banks, and finds that the stage of assessing the situation is a key one in the overall process of managing business communications. The place of business communications in the marketing activities of modern enterprises is determined. It has been defined that the marketing goals of enterprise have a significant impact on the management of business communications, determining their strategic orientation. Four main stages of the business communications management process have been allocated: evaluation of the situation, planning and programming, action and communication, and program evaluation. It is determined that the stage of assessment is a key, because an objective assessment of the environment in which the enterprise operates, as well as its strengths and weaknesses, is the foundation for other areas of the process of solving problems facing the company. The features of the market of banking services, influencing the management of business communications of modern enterprises, are considered: the use of individual communication channels for each target audience; positioning of the enterprise, not the product; the preference for personal contacts over mass ones; the ratio of business communication tools used depends on the goals and capabilities of the enterprise. The use of these results in the practical activities of banks will increase the efficiency of their marketing activities and competitiveness.

Impact factors on digital transmission in enterprises: an empirical study from an emerging economy

Abstract This study investigates the impact of management commitment, Information Technology (IT), employee digital skills, competitive intensity, and strategic orientation on the digital transformation of Vietnamese enterprises. Rapid technological advancements and the need for digital integration in global markets make this exploration timely and valuable. Using a mixed-methods approach, the research combines quantitative data from a survey of 237 Vietnamese enterprises with qualitative insights from in-depth interviews with industry leaders. The findings demonstrate that management commitment and strategic IT deployment are crucial for initiating and sustaining digital transformation. Employee digital proficiency enhances an organization’s capacity for innovation and adaptation. Competitive intensity drives enterprises to accelerate digital transformation to maintain or improve market position. Strategic orientation significantly shapes digital transformation trajectories, ensuring alignment with broader business goals. This study highlights the complex interplay of these factors and their collective impact, emphasizing the need for cohesive strategies that integrate strong leadership, skilled human capital, and a forward-looking approach to succeed in the digital era.

IMPLEMENTATION OF ENTREPRENEURSHIP IDEAS IN EDUCATIONAL PROGRAMS FOR THE TRAINING OF SPECIALISTS: THE EUROPEAN EXPERIENCE

The article analyzes the experience of implementing entrepreneurship ideas in the content of educational programs for training specialists in the countries of the European Union (Austria, Finland, France, Sweden, Spain, Croatia, Italy, Latvia) at the pan-European, national and institutional levels. The pan-European level provides for the orientation of EU educational policy regarding the development of regulatory documents and recommendations on initiatives that regulate the creation of a pan-European structure to ensure and coordinate the goals and results of entrepreneurial education at the EU level. The national level includes a number of strategies, plans, actions, and legislative acts developed by state bodies to adapt the process of entrepreneurship education in a specific country and involves the design of strategic and target orientations and the implementation of organizational measures that activate the motivation of the country's citizens for self-realization in the entrepreneurial vector of professional activity. The institutional level is revealed through the integration of extroverted and introverted directions of entrepreneurial education in higher educational institutions of EU countries, which determine strategic, organizational, and pedagogical decisions and actions in higher educational institutions regarding the introduction of entrepreneurship ideas into the content of specialist training through a productive partnership between: the state, educational institutions and business institutions. The main problems of the implementation of entrepreneurship ideas in the content of educational programs for the training of specialists in the EU countries are highlighted: the lack of conceptual and methodological foundations for the formation of entrepreneurial competence of specialists in various industries; lack of motivation of teachers regarding the implementation of entrepreneurship ideas in educational courses based on an interdisciplinary approach; underfunding of innovative laboratories in higher education institutions of EU member states; unsettled mechanisms of partnership relations between education providers, business institutions and other interested parties at the international level.

Innovation management of higher education institutions: A study of entrepreneurial competence development and further governance

Innovation management of educational institutions as agents of change and development of entrepreneurial competencies is a focus of attention entering the volatility, uncertainty, complexity and ambiguity (VUCA) era in Indonesia because higher education is recognized as a locus for the development of innovation, science, technology, and art. The purpose of this article is to understand the role of educational institutions, especially Muhammadiyah University (UNISMUH) in Makassar, in managing innovation and developing entrepreneurship competencies as agents of change. The descriptive-qualitative research method with a phenomenological approach is applied in collecting data to be processed and analyzed using an interactive model. The results of the study found that creativity, basic values, and strategic value orientations of innovation and entrepreneurial competency development based on Muhammadiyah higher education institutions (HEIs) in Makassar through a knowledge management approach (KMA) have raised the image of HEI as agents of change and innovation in the local government context. The application of KMA through the process of knowledge creation in educational innovation and entrepreneurship programs is an integral part of the Independent Learning Independent Campus (Merdeka Belajar Kampus Merdeka — MBKM) program which is encouraged nationally.

The Changing Dynamics of Japan–India Cooperation: A Case of ‘Rule-Based Order’ in Indo-Pacific

Japan and India are the two oldest and largest democracies in Asia. Since the inception of their diplomatic relations in 1952, the two countries have maintained a cordial relationship. They remain aloof during the Cold War period due to their ideological differences. After that, India following the economic liberalization followed by the “Look East” policy in the post-Cold War period had a positive impact on bilateral relations. This took a sudden gap due to India’s second Pokhran nuclear test in 1998 followed by Japanese economic sanctions. However, the relations normalized soon when Mori visited India along with other South Asian nations in 2000. The bilateral relations further improved when the two countries signed the “strategic orientation of Japan-India global partnership” during Koizumi’s visit in 2005. Since then, the two countries have been engaging in different aspects of strategic partnership, and a peaceful and stable Indo-Pacific along with the “rule-based order” has always been their priority. Thus, different scholars and statesmen from both countries started the discussion on building a new architecture of ‘rule-based order’ in the Indo-Pacific. To that end, Japan and India have continuously engaged themselves in bilateral and multilateral dialogue such as G4, Shangri-La Dialogue and Quad. Thus, this paper will try to see how far the two countries can persuade the international community to push the concept of “rule-based order” in the Indo-Pacific.

Effects of Entrepreneurial orientation, Market orientation, and Learning orientation on Cooperative Performance

This study examines the impact of entrepreneurial orientation (EO), market orientation (MO), and learning orientation (LO) on the performance of cooperatives in Malaysia, utilizing the Dynamic Capabilities Theory to elucidate these relationships. Employing a systematic random sampling method, data were gathered from 533 small and micro cooperatives through a structured questionnaire, resulting in 236 usable responses analyzed via Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings indicate that MO exerts the most significant influence on cooperative performance, followed by EO and LO. The model accounts for 26.8% of the variance in cooperative performance (R²=0.268), demonstrating moderate explanatory power. The results highlight the critical role of integrating these strategic orientations to promote innovation, market responsiveness, and continuous learning. Recommendations for cooperative leaders and policymakers include fostering a culture of innovation, enhancing market responsiveness, and committing to continuous learning to strengthen competitive positioning and sustainability. This study extends the literature by applying the Dynamic Capabilities Theory to cooperatives, offering actionable insights for improving cooperative performance in dynamic environments

Urban farming for social benefit

The study provides an exploration of unban farming by delving into the diverse dimensions of stakeholders, challenges, typologies, methodologies, and societal impacts. The study engages with a spectrum of participants, from project initiators to financing institutions, highlighting the necessity for coordinated efforts and early communication to effectively address challenges such as regulatory hurdles, technical considerations, and financing obstacles. A typology of Urban Farming products is presented, revealing three primary strategic orientations - Sustainable Food Production, Education and Social Commitment, and Urban Qualities - each wielding distinctive transformative potential. The nuanced examination of five types of Urban Farming initiatives further emphasizes their diverse purposes and acknowledges overlaps that underscore the interconnected nature of these endeavors. The exploration extends to innovative methods in urban farming, focusing on sustainable food production through advanced techniques like hydroponics, aeroponics, and aquaponics. Spatial configurations for optimal land use in urban environments are scrutinized, revealing diverse and innovative forms of agriculture, from Rooftop Farming to Vertical Farming and Shipping Containers. Environmental aspects underscore the complex relationship between high yield urban agriculture and its environmental impact. The economic analysis sheds light on challenges and opportunities in financing, spatial constraints, and energy efficiency, emphasizing the multifaceted nature of financial strategies and the potential for interconnected local food networks. The study contributes to the future of urban agriculture, emphasizing the need for a balanced approach that integrates technological innovation, economic feasibility, accessibility, and broader societal impacts to shape a sustainable and resilient urban farming landscape.

Reform of Agriculture in Côte d’Ivoire: Between Diversification and Competition among Crops.

Agriculture is the foundation of the social, economic and political development of Côte d’Ivoire. This agriculture was dominated by speculative crops depending on political orientation and with the aim of bridging national regional disparities until the year 2000. Initially, Ivorian export agriculture was at the center of political attention. It represents one third of GDP, two thirds of export earnings and employs more than two thirds of the active population (World Bank, 1994). However, this growth dynamic was confronted with external shocks from the 1980s. The country’s agricultural economy entered a deep recession. Internal agricultural restructuring reforms were implemented in 1980, slowed by the political-military crisis that hit the country in December 1999. Since then, new rorms have been introduced. However, in their feasibility, they are similar to a kind of diversification of agriculture, highlighting a notion of “duality” according to Chaléard (2003). This paper examines and compares the reforms and explains why and how their implementation was difficult. It then recommends ways to make the reforms more sustainable and effective. The methodology is based on a theoretical framework and data collection (documentary research and Focus Group Discussion with the Directors of services of the Ministry of Agriculture and Rural Development as well as the Chambers of Agriculture of Côte d’Ivoire) and a questionnaire. According to the results obtained. For 64% of farmers, the reforms only concern export crops. Subsistence agriculture remains an unorganized sector in which state reforms remain very weak. We note a disengagement of the State or an absence of communication in favor of subsistence agriculture. Reforms are also underway for the food sector. This requires stakeholder involvement, participatory management and global strategic orientations based on agricultural potential for sustainable agriculture in Côte d’Ivoire.

Non-profit Sports Clubs in (Post)transitional Europe: A Sustainable Business Strategy, the Alternatives, and the Role of Stakeholders

The article has three purposes: to present the key determinants of a sustainable business strategy for non-profit sport clubs in (post)transitional Europe; to discuss the strategic alternatives emerging in this context; and to disclose how a range of stakeholders influences the clubs’ decisions on major sustainable issues. First, the author describes the production process and the specific social context, highlighting three key strategic dilemmas affecting sport clubs’ economic sustainability. The second part describes the five typical strategic orientations, revealing that the stronger engagement of private sponsors in a club’s strategy generally implies larger annual budgets. However, it also forces club managements to accept riskier strategies and focus more on sport results than on the local community. The article proposes a new classification of sport clubs’ strategies, provides empirical insight into the development process of sport clubs from post-transitional European countries, and explains why they retained their status as non-profit organizations.

The impact of Penta-Helix Collaborative Business Incubation Process on the creative business strategic orientation and innovation capability

The impact of Penta-Helix Collaborative Business Incubation Process on the creative business strategic orientation and innovation capability

Influential factors on strategic management accounting application and its influence on the business: Empirical evidence from a developing market

The successful application of strategic management accounting (SMA) and its influence on business in a developing market are contingent on various factors. Oyewo (2022) emphasizes the impact of contextual factors such as organizational structure, information technology (IT) quality, business strategy, market orientation, competition, and environmental uncertainty on the usage intensity of SMA and its influence on competitive advantage. This study investigates the drivers behind adopting SMA and its consequential effects on the performance of listed Vietnamese firms. The research employed a mixed-methods approach, integrating qualitative and quantitative methodologies to delineate research models, formulate hypotheses, assess the determinants influencing SMA implementation, and evaluate the impact of SMA application on corporate performance. The authors employed the partial least squares structural equation modeling (PLS-SEM) framework to analyse data from 147 listed companies in Vietnam. The outcomes reveal that variables such as the utilisation of information technology in business operations, participative decision-making, accountant qualifications, perceived environmental uncertainty, and strategic orientation positively influence SMA implementation, subsequently yielding positive effects on the performance of listed companies in Vietnam. This research contributes valuable insights into the factors shaping SMA adoption in Vietnamese enterprises, enriching practical managerial knowledge and theoretical perspectives.