Strategic Management Studies Research Articles

Industry Structure as an Antecedent of Organizational Performance: A Review of Literature

Since an organization's responsiveness to changes in the competitive environment is highly dependent on how well they scan the business environment, organizations are constantly looking for ways to harness their characteristics to improve their performance and gain a competitive advantage in a hypercompetitive and dynamic marketplace. Organizations around the world have been forced to re-examine themselves internally to improve their performance as the growth and diversity of international business has brought new challenges and heightened their competitiveness. To stay relevant, organizations have been forced to re-examine themselves internally to improve their performance. Understanding the underlying structure of a company's industry today and in the future is a basic discipline in strategy creation, as evidenced by a large body of empirical literature indicating that industry structure has consistently been proven to impact organizational success. Given that empirical research have provided conflicting results demonstrating both positive and negative links, the argument over the impact of industry structure on performance is inconclusive. It could be argued that the lack of conclusive studies is due to previous studies' failure to include moderating and mediating variables. As a result, this study has systematically reviewed extant literature in the field of industry structure to develop a comprehensive definition of the construct, identify its perspectives and dimensions, and, ultimately, the review of literature has led to the development of a theoretical model that can be used in future empirical studies. As a result of industrial structure in organizations, the research also highlighted critical markers of organizational success. Finally, a set of linkages was modeled for the viewpoints of industry structure and organizational performance as a reference for future strategic management study. The goal of this study was to examine the current conceptual, theoretical, and empirical literature on industrial structure and organizational performance in order to identify knowledge gaps that may be used to guide future research.

Potential and challenges for using neuroscientific tools in strategic management studies

Purpose The purpose of this study is to understand how neuroscientific tools are used and discussed in ongoing research on strategy in organizations. Design/methodology/approach The authors used a bibliometric study of bibliographic pairing to answer the research question. They collected data from the Web of Science and Scopus databases using the keywords “neuroscience*,” “neurostrategy*” and “neuroscientific*.” Findings This study presents a framework that relates fundamental aspects discussed in current research using neuroscientific tools: Neuroscience and its research tools in organizations; emotions and information processing; interdisciplinary application of neuroscientific tools; and moral and ethical influences in the leaders' decision-making process. Research limitations/implications The inclusion of neuroscientific tools in Strategic Management research is still under development. There are criticisms and challenges related to the limitations and potential to support future research. Practical implications Despite recognizing the potential of neuroscientific tools in the mind and brain relationship, this study suggests that at this stage, because of criticisms and challenges, they should be used as support and in addition to other traditional research techniques to assess constructs and mechanisms related to strategic decisions and choices in organizations. Social implications Neuroscientific methods in organizational studies can provide insights into individual reactions to ethical issues and raise challenging normative questions about the nature of moral responsibility, autonomy, intention and free will, offering multiple perspectives in the field of business ethics. Originality/value In addition to presenting the potential and challenges of using scientific tools in strategic management studies, this study helps create methodological paths for studies in strategic management.

Communication frames and beneficiary engagement in corporate social initiatives: Evidence from a randomized controlled trial in France

AbstractResearch SummaryThis article asks how distinct communication frames used by corporate social initiatives (CSIs) affect beneficiary engagement, specifically their reach vis‐à‐vis disadvantaged groups. Through a unique randomized field experiment in France, we assess the effectiveness of a series of communication frames on beneficiaries' decisions to enroll and use the social goods provided. Our results show that empathy‐ and simplicity‐oriented frames significantly increase program enrollment and utilization rates relative to other strategies, notably the widely used charity frame. We find that none of the tested communication frames raised take‐up by nonnative French beneficiaries, and only the empathy frame augmented the response of the very poor. Our work opens new research directions for strategic management studies on CSIs, communication frames, inclusion and social outcomes.Managerial SummaryMany corporate social initiatives (CSIs) launch large information campaigns to raise awareness about the social goods they provide. Findings from a field experiment reveal that the communication frames that CSIs deploy matters. Communication that expresses empathy (how the CSI understands and cares about its target beneficiaries) or presents simple information (what the CSI does) is far more effective at raising take‐up than communication frames that emphasize what for (why) and the charitable identity (who) about the CSI. However, results also reveal that foreigners and the economically most disadvantaged beneficiaries responded the least to these communication frames. This suggests that more is needed to effectively raise take‐up by these subgroups. Our work speaks to strategy researchers and practitioners interested in CSIs, communication frames, and social inclusion.

РОЗВИТОК ПЕРСОНАЛУ ТА КАДРОВОГО ПОТЕНЦІАЛУ ЯК ЕЛЕМЕНТИ СТРАТЕГІЧНОГО УПРАВЛІННЯ ФІНАНСОВО-ЕКОНОМІЧНОЮ БЕЗПЕКОЮ СУБ’ЄКТА ГОСПОДАРЮВАННЯ

The urgency of the study is due to the rapid spread of Industry 4.0 trends, including total digitalization of business processes, their automation, and removal of employees from their traditional functions and their transfer to the implementation of artificial intelligence. Such trends create new and increase traditional threats to the financial and economic security of enterprises. At the same time, the new roles to be performed by the staff are not without risks for the normal functioning and development of economic entities in the future, which necessitates the study of security-oriented strategic management with close attention to human resources of business structures. According to the results of the study, the problems that arise in the process of personnel management in the conditions of Industry 4.0 and the risks they create for the state of financial and economic security of the enterprise are identified. It is revealed how the personnel potential influences the strategic orientations of the business structure. It has been established that staff development can improve the financial and economic security of an entity. The bases of formation of strategy of management of financial and economic security of the enterprise – strategy of maximization of personnel potential within the limits of strategic security oriented management are offered. The use of the proposed approaches in practice will increase the level of financial and economic security of the enterprise in the context of the spread of trends in Industry 4.0, partial or full automation of business processes and work in the digital space. Its essence is to achieve the highest possible level of financial and economic security and protection of corporate resources from existing, expected and unforeseen risks and threats by forming a catalog of staff actions in different situations, as well as prior training of employees to raise awareness of their role in financial and economic security and development of professional competencies adapted to the conditions of work in the digital environment and taking into account the full or partial automation of business processes.

The Effect of Strategic physiognomy Capabilities In Reconfiguration the Organization: An applied study at the Central Oil Refineries Company in Iraq

The current research aims to investigate and detection the role of strategic in Oil Reconfiguration of Central Refineries Company through the dimensions represented by (empowerment, deep understanding, inspiration , and fast of environmental response. So, means that enables organizations in general to chart the correct paths to activate their practical and operational movement To achieve its goals through which it can serve the community in which it operates .Therefore, that these rapid ,turbulent changes and challenges facing these organizations necessitated them to make many transformations in a way they perform their future work. mostly focused Weak, organizations that do not make good use capabilities and skills have become unable , and in return it has become very clear unquestionably, Strategic management has occupied a central position in strategic management studies, through which organizations can outperform their competitors and stand firmly towards these challenges, in order to , survive and continue under the rapidly changing environmental conditions . Then, two main hypotheses were identified , from which several sub-hypotheses were branched out for the purpose of testing a relationship and influence between research variables , as the two researchers used the descriptive and analytical method to verify the testing of the research hypotheses , study was conducted at Refineries Company located in Baghdad , Dora area , study sample reached (100) As a director, questionnaire tool was relied upon as main method in collecting data , exploratory ,confirmatory factor analysis was carried out , ,the validity and reliability of the questionnaire was tested . To a set of results , most prominent of which is existence of a direct relationship between strategic physiognomy(SP) and reconfiguration.

International business studies: Are we really so uniquely complex?

Articles in Journal of International Business Studies (JIBS) and elsewhere have argued that international business (IB) is a uniquely complex field. We offer an alternative perspective and evidence that IB is not so uniquely complex compared to organizational behavior, strategic management studies, and entrepreneurship. We argue that viewing IB as uniquely complex is likely a result of what a vast body of social psychology research has uncovered and labeled false uniqueness bias: the tendency for people to believe that they are unique compared to others. We discuss selective accessibility and focalism as underlying psychological mechanisms of this bias. We acknowledge advantages of claiming uniqueness, but argue that it is now more beneficial and realistic to highlight similarities. Doing so will allow IB to import and export theories and methods and thereby make IB borders even more permeable. In turn, increased permeability is likely to lead to further theoretical progress that will benefit IB research, practice, and its positive impact on organizations and society even further. To illustrate advantages of not exaggerating IB’s uniqueness, we use JIBS Decade Award winners as exemplars of studies that are admired and impactful precisely because of their focus on similarities rather than unique complexity.

SYSTEMATIC LITERATURE NETWORK ANALYSIS OF THE “INNOVATION POLICY MIX” CONCEPT: EXTENDING LEADERS’ VIEWS ON ORGANIZATIONAL ENVIRONMENT

Introduction/Main Objectives: This study aims to depict the scientific landscape for the innovation policy mix (IPM) from 2012 to 2019 since its re-conceptualization by Flanagan, Uyarra, and Laranja (2011).Background Problems: The seminal work has broadened policy mix thinking with social issues impacting innovation. Since every organization is part of the innovation policy system, this study takes the first step to introduce IPM into management fields by identifying and discussing subsequent works in research trajectories.Novelty: This study shows the remarkable progress toward a mature concept through IPM’s definition, characteristics, and boundaries. As a new string of interdisciplinary social science research, some opportunities and challenges are revealed, allowing future studies to be conducted in more theoretically sounding research traditions.Research Methods: This study applies systematic literature network analysis (SLNA) relying on objective measures from keyword co-occurrences and co-citations networks. It includes 60 articles analyzed using open-source software, i.e., Publish or Perish, Google Scholar database, VOSviewer, and the web-based Local Citation Network.Finding/Results: There are three clusters in the main path of research trajectories, i.e., IPM’s conceptualization, its characteristics for evaluation and measurement, and contextualization. Future research directions are proposed to advance our understanding of the organizational environment and its impact on innovation.Conclusion: IPM studies have opened opportunities to test and extend theories in strategic management and organization studies, especially for leaders who make decisions in the face of dynamic and demanding environments. Moreover, contextualization in developing countries would be a worthwhile exercise by considering the institutional and cultural context.

Digital Health Studies: Business and Management Theory Perspective

Digital Health (DH) is an emerging area of scholarly attention. DH represents the solid ground for interdisciplinary research as it combines society, technologies and management. The aim of this paper is to advance the knowledge of DH business by reviewing existing studies of DH as an inter-organizational and complex phenomenon and to propose the ground for strategic management studies. Admitting the fact that DH requires interdisciplinary approach we shed the light on the theoretical tenets explaining this phenomenon from managerial theories perspectives and suggest research avenues that might contribute to the future DH studies.

STRATEGI PEMBANGUNAN DESA MANDIRI DI DESA BOJONG KAMAL KABUPATEN TANGERANGDALAM PERSPEKTIF BISNIS LOKAL

The background of this writing is the implementation of the work program of the Institute for Research and Community Service of the Yuppentek College of Social and Political Sciences in Bojong Kamal Village, as the fostered village. In realizing an independent village, a strategy is needed as a step towards the desired expectations. Through a strategic management study, the results of the research describe what strategies, programs and activities are needed to make Bojong Kamal Village become an independent village, especially from a local business perspective

Competitive advantage and dynamic capability in small and medium-sized enterprises: a systematic literature review and future research directions

Competitive advantage is a significant concept both in studies of strategic management and in the practice of organizations. The dynamic reality of the market and competitors' innovation capacity make it difficult for companies to achieve their goals and maintain sustainable competitive performance. In small and medium-sized enterprises (SMEs), this difficulty is often compounded by a scarcity of strategic resources, which can considerably decrease their competitive advantage sources. In the present study, we discovered, through a systematic literature review (n = 70), a conceptual typology, with identification of five classes, categorized as (i) methodological procedures, (ii) organizational environment, (iii) organizational performance, (iv) resources/profile and (v) organizational research which were used to capture notions around dynamic capabilities and competitive advantage for SMEs. Likewise, as a result, a diverse selection of three clusters was found to show the positive influence (direct and indirect) of dynamic capabilities on competitive advantage and that performance variables mediate the impact on innovation capacity. Given this, we have answered two research questions related to the (i) discovery of state of the art and (ii) future research directions on Dynamic Capabilities and Competitive Advantage for SMEs.

A Estrutura Intelectual da Identidade Organizacional e a Oportunidade de Estudos em Estratégia

Objetivo: Este artigo tem como objetivo central compreender a evolução intelectual da Identidade Organizacional (IO) e as oportunidades de estudos futuros em estratégia.Método: Usamos as técnicas bibliométricas de citação e cocitação para avaliar a estrutura intelectual que suporta os estudos sobre IO. A partir de uma amostra de 587 artigos disponíveis na base Web of Science, identificamos os 26 artigos referenciados que suportam os trabalhos atuais.Originalidade/Relevância: Passaram-se 35 anos desde o artigo seminal de Albert e Whetten (1985). Os estudos sobre identidade organizacional cresceram significativamente deste então. Pelo reconhecimento da importância do conceito e pela aparente maturidade do campo, é importante revisitar e compreender os trabalhos que têm influenciado os trabalhos atuais sobre identidade organizacional.Resultados: Os resultados indicaram que a partir do trabalho seminal mencionado, estudos foram influenciados sobre identidade organizacional e mudança estratégica segundo três abordagens: visão socialmente construída; visão do ator social; e visão institucionalista. Além destes estudos também foram influenciados por trabalhos relacionados às práticas e processos na identificação organizacional.Contribuições teóricas: O estudo permitiu compreender a estrutura intelectual dos estudos em identidade organizacional, proporcionando a indicação de pesquisa futura.

A meta-analysis of environmental innovation and firm performance

Environmental innovation is an important variable in the study of strategic management. However, studies on the effect of environmental innovation have drawn different conclusions. In this study, we conducted a meta-analysis to reanalyze the relationship between environmental innovation and firms’ performance, based on 33 empirical studies, and we evaluated the moderating effects of the economic development level of a country, cultural background, industry diversity, and data types. The results showed that environmental innovation can positively promote both firms’ financial performance and environmental performance. In developed countries and Eastern culture, environmental innovation has a stronger effect on firms’ financial performance, and the effect of environmental innovation on environmental performance is stronger within the context of developing countries.

КОНКУРЕНТОСПРОМОЖНІСТЬ ПІДПРИЄМСТВА: СУТНІСТЬ, ПОКАЗНИКИ ТА МЕТОДИЧНІ ЗАСАДИ ДИНАМІЧНОЇ ОЦІНКИ

This article is devoted to the main problems of assessing the competitiveness of enterprises. The concept of competitive advantage is central in strategic management studies. Firm-level competitiveness is a relative concept based on the comparison; the comparison could be between the main factors or variables to measure the level of development between them. The notion of competitiveness lies at the heart of business strategy development, where it depends on several factors which are interrelated and cannot be looked at into isolation. Some of these indicators can be considered at different levels of aggregation: firm, industry, regional, local, national or sectoral where it seems that the competitiveness notion should be rather defined as a set of characteristics of one object with respect to comparable objects “benchmarks” in the market. Based on the definition of the main characteristics of the competitiveness of the enterprise, the authors proposed an original definition of this term. A systemic literature review approach named as longitudinal literature review has been adopted in this article to target the most crucial indicator for measuring competitiveness. The data has been collected from articles with the highest index journal articles in Scopus and Web of Science database. All the journal articles that have been targeted ranked as Q1 quartiles which means it is in the top 25 % of highest impact factor and highest impact index. For eliminating the most effective competitiveness indicators, the authors have used the Vos-viewer software to analyze more than 77972 publications Based on the content analysis, the authors proposed the system of indicators of enterprise competitiveness, consisting of four indicators (net profit growth, staff turnover, profit margin, return on investment), found in more than 50% of scientific articles. The authors propose methodological bases for dynamic assessment of the competitiveness of the enterprise, which are to compare changes in the competitiveness of the object of study with changes in industry averages. Using of this technique will measure the impact of managerial decisions on the competitiveness of the enterprise.

A case study of strategic human resource management: implementation levels and communication

The communication of information relevant to strategic human resource management (SHRM) has the potential to support SHRM implementation and should be reflected in the activity of an organisation's inter- and intra-organisational communication networks as forms of organisational information processing. This multiple case study examined SHRM implementation levels in a sample of oil and gas companies with the aim of examining the extent to which communication flows reflect the level of SHRM implementation. The case studies showed similarly low levels of SHRM-related communication and SHRM implementation, suggesting the need for further research to explore this relationship. The authors propose that SHRM-related communication could be an additional factor in assessing SHRM implementation levels and that organisational design must be considered in understanding low levels of SHRM-related communication.

A case study of strategic human resource management: implementation levels and communication

A case study of strategic human resource management: implementation levels and communication

СТРАТЕГІЧНЕ УПРАВЛІННЯ ПЕРСОНАЛОМ ЯК ЧИННИК ПІДВИЩЕННЯ КОНКУРЕНТОСПРОМОЖНОСТІ ПІДПРИЄМСТВА

The relevance of the research topic is conditioned by the need for a comprehensive study of strategic personnel management of an enterprise in order to ensure its competitiveness. The author states that the personnel management strategy should be all-embracing in the sense of targeting the staff of an organization to achieve the goals of its long-term development. In this case, personnel management planning becomes an integral part of business planning, and the development of personnel management strategy is considered as a priority business process. In the author’s opinion, to attract and consolidate personnel, the management of an enterprise should create and maintain the following conditions: a proper system of remuneration, engagement and favourable staff morale; continuous advanced training of employees; opportunities for career and scientific growth. It is noted that first, it will be advisable to implement a preventive staff policy, which provides not only control over the negative aspects of the work with personnel, causes and situation of the crisis development, the elaboration of measures to localize the crisis, but also the formation of enterprise development programs containing short-term and medium-term forecasts in recruitment needs, formulated tasks for staff development. The given research of personnel management strategy suggests that the first step in implementing measures to improve the effectiveness of strategic management is the development of a personnel management concept – a comprehensive understanding of the essence, goals, objectives, principles and methods of personnel management under specific conditions of production and management business processes. However, it is found that, on the one hand, there are financial restrictions that are conditioned by the limit of funds for staff maintenance and largely affect such decision-making (raise in salary of all employees or certain categories, staff expansion while maintaining the existing level of remuneration, purchase of office equipment, etc.). On the other hand, social restrictions are the result of general trends in the labour market in the country and the regions, the social policy of the state, the requirements of trade unions to employers. The article considers the main causes of instability of the staff of an enterprise and ways to solve the problems of strategic personnel management of the research subject. The proposed measures provide for the purposeful construction of an optimal system of personnel management and staffing structure according to quantitative and qualitative characteristics, which makes it possible to ensure the most effective use of human resources by an enterprise.

Стратегічне управління людськими ресурсами в умовах невизначеності

The article is aimed at forming a methodological framework for the strategic management of human resources (HRM) in uncertain environment caused by the COVID-19 pandemic. The paper considers the main approaches to defining the concept of strategic personnel management and research areas in this field. The key issues that arose during the COVID-19 pandemic affecting the behavior and form of work of most employees are revealed. Critical views on the (conceptual) inability of strategic research on personnel management to take into account new, modern HR practices are analyzed. The study identifies and analyzes three main consequences (problems) for strategic human resource management studies that emerged during the COVID-19 pandemic. In particular, the impact of the work context on the employees’ behavior and actions, tensions between stakeholders (employees, customers and communities together with shareholders), tensions between the strategic and operational roles of HR. In order to identify the main trends in personnel management and assess the priorities and expected challenges for 2022, the authors analyze the results of questioning several companies’ heads of department dealing with personnel, legal and financial issues. Based on the study, the main trends (areas) of human resources management in 2021 are identified, and recommendations are given to form strategic directions of personnel management for the future. Prospects for further research in this area are to develop recommendations on how to change personnel management practices to take into account changes in service delivery, such as increase in service digitization or reduction in physical interaction in service delivery in response to COVID-19, and to determine their influence on the customers’ key results.

The role of external information sources in organizational innovation in Nigeria

Traditionally, the focus of strategic management studies has been on technological innovation. However, recent studies have shown rising importance of non-technological innovation to firms’ productivity, especially in developing country contexts. One limitation in empirical firm innovation analyses this study attempts to resolve, is the role of information sources in driving non-technological (organizational) innovation in a developing country context. Developing countries rely on knowledge from external sources to make up for their deficiencies in R&D capability to drive their innovation efforts. Using pooled, cross-sectional data from two rounds of Nigeria’s Innovation Surveys, this study assesses the role of external information sources in organizational innovation practices in Nigeria. A comparative analysis of the manufacturing and service sectors was also undertaken. Using a multivariate probit analysis, our results provide strong evidence of heterogeneity in firms’ information sources used in implementing organizational innovation practices in Nigeria. Most information sources which drive organizational innovation practices in manufacturing firms do not have an impact on service firms. The study recommends sector-specific polices to drive organizational innovation in developing countries.

Strategy and business history rejoined: How and why strategic management concepts took over business history

ABSTRACT Scholars at the intersection of business history and strategic management have argued for the relevance and importance of historical methods in the study of strategic management of organizations. We flip this argument and ask about the role of strategic management concepts in the study of business history. We analyze volumes of Business History and Business History Review and a representative sample of business history books using a comprehensive set of keywords, each related to a specific sub-discourse in strategic management. Our results show that as scientific communities, business history and strategic management have become increasingly similar in their conceptual overlap. This study contributes further nuance to the understanding of intellectual change across scientific communities, and the role of business history in the rise of management and organizational history.

Stakeholder theory: Revisiting the origins

The stakeholder theory was proposed as a holistic way of managing organizations that acknowledged stakeholders' roles and the firm's fiduciary duty towards them. Despite the theory being firmly rooted in organizational management, trends of published research showcase and stakeholder scholars' rue that the adoption of stakeholder theory in strategic management research has been limited. This study aims to extend our understanding of the constrained endorsement of stakeholder theory in strategic management research by revisiting the theory's origins. We review some of the significant theoretical studies contributing to the theory's growth and development and identify theoretical issues related to considerable debate amongst academicians. Lending legitimacy to our arguments, we also identify and discuss a few recent strategic management studies that still have been developing and building on the initial debates related to the stakeholder theory. The authors believe that addressing these persistent gaps in the theory might further the theory's adoption in strategic management research and practice.