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Journal articles on the topic 'Prescriptive and emergent strategic management'

Author: Grafiati

Published: 4 June 2021

Last updated: 11 February 2022

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1

Hosseinian-Far, Amin, and Victor Chang. "Sustainability of Strategic Information Systems in Emergent vs. Prescriptive Strategic Management." International Journal of Organizational and Collective Intelligence 5, no. 4 (2015): 1–7. http://dx.doi.org/10.4018/ijoci.2015100101.

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Since the introduction of the ‘Strategic Information Systems' (SIS) concept by Wiseman in 1985, there have been numerous efforts in incorporation of such systems by businesses for the very main reason of gaining competitive advantage. Considering the broad categorization of Strategic Management into emergent and prescriptive types, integration of SIS into business processes seems to be dissimilar in these two categories. This paper initially outlines the phases in the two types of strategic management approaches. It then intends to produce a framework for integration of SIS in each of the two

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2

Bivainis, Juozas, and Živile Tunčikiene. "METHODOLOGICAL APPROACHES TO STRATEGIC PLANNING OF PUBLIC SECTOR INSTITUTIONS." Technological and Economic Development of Economy 11, no. 1 (2005): 3–15. http://dx.doi.org/10.3846/13928619.2005.9637677.

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In order to implement strategic planning institutions confront with a great number of problems the basic of which is the choice of methodological approach. In this article particularity of strategic management approaches within institutions is revealed. Special literature does not provide clear methodological recommendations for strategic planning of institutions. Opinions of strategic management commentators are more polemic than recommendations. In the literature two essential approaches to strategic planning are provided, i.e. prescriptive and emergent. Fulfilled researches create precondit

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Silva, Oberdan Teles da, Cassiane Chais, Adrieli Alves Pereira Radaelli, et al. "PRÁTICAS DE GESTÃO E ESTRATÉGIAS PRESCRITIVAS: UM ESTUDO MULTICASOS." Revista Gestão e Desenvolvimento 15, no. 1 (2018): 167. http://dx.doi.org/10.25112/rgd.v15i1.507.

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A pesquisa apresentou como se desenvolve a conduta estratégica e o alinhamento das práticas de gestão com relação às estratégias prescritivas do setor moveleiro de Lagoa Vermelha. A abordagem utilizada foi qualitativa com técnica de casos múltiplos em três indústrias do setor. Utilizou-se roteiro de entrevista não estruturado, a partir de quadro conceitual das escolas prescritivas e descritivas da estratégia. Nas escolas prescritivas identificou-se que a formatação da conduta estratégica de custo formatado por meio de consultoria, outra desenvolve estratégia de custo e diferenciação valorizand

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4

Borrero, Silvio, Alejandro Acosta, and Aida F. Medina. "Culture, strategy formulation, and firm performance: a meta-analysis." Academia Revista Latinoamericana de Administración 33, no. 1 (2020): 147–76. http://dx.doi.org/10.1108/arla-01-2018-0013.

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PurposeThis article explores how strategy formulation affects firm performance to determine whether rational/analytical strategy formulation is more effective than emergent/reflexive strategy formulation. Additionally, the article assesses if such superiority holds for different cultural contexts.Design/methodology/approachMeta-analysis was performed using the Raju, Burke, Norman, and Landis (RBNL) procedure applied to a dataset of 43 empirical studies reporting 54 effect sizes on strategy–performance relationships.FindingsImplementing a formal strategy formulation process positively relates t

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Schmidt, Holger J., and Jörn Redler. "How diverse is corporate brand management research? Comparing schools of corporate brand management with approaches to corporate strategy." Journal of Product & Brand Management 27, no. 2 (2018): 185–202. http://dx.doi.org/10.1108/jpbm-05-2017-1473.

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Purpose This paper contrasts research streams in corporate brand management (CBM) with perspectives on corporate strategy (CS). The aim is to examine whether CBM research is as diverse as research on CS and to identify potentially new research perspectives within CBM. Design/methodology/approach First, the main dimensions to capture approaches and directions in general strategy research are carved out and integrated into a framework for subsequent analysis (strategy descriptor cube). Second, research streams within CBM are clustered into predominating schools. Third, the framework is then used

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6

Ciavarella, Mark A. "The adoption of high-involvement practices and processes in emergent and developing firms: A descriptive and prescriptive approach." Human Resource Management 42, no. 4 (2003): 337–56. http://dx.doi.org/10.1002/hrm.10094.

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Kirby, Deborah. "Changing the nature of organizational change." Strategic HR Review 18, no. 4 (2019): 155–60. http://dx.doi.org/10.1108/shr-05-2019-0036.

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Purpose Although organizational change management has become a permanent practice, failure thrives at a rate of 50 per cent to 75 per cent and has done so for nearly 40 years. Executives and consultants continue to plow the same path of “change,” sowing the same seeds, yet somehow expecting a different crop to grow; it is not for a lack of good intention or sincere effort to improve the organization. This paper is meant to challenge and inspire researchers, consultants and particularly organizational leaders and members toward liberating themselves from fixed ways of thinking to reimagine chan

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8

Thompson, Matthew P., Yu Wei, David E. Calkin, et al. "Risk Management and Analytics in Wildfire Response." Current Forestry Reports 5, no. 4 (2019): 226–39. http://dx.doi.org/10.1007/s40725-019-00101-7.

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Abstract Purpose of Review The objectives of this paper are to briefly review basic risk management and analytics concepts, describe their nexus in relation to wildfire response, demonstrate real-world application of analytics to support response decisions and organizational learning, and outline an analytics strategy for the future. Recent Findings Analytics can improve decision-making and organizational performance across a variety of areas from sports to business to real-time emergency response. A lack of robust descriptive analytics on wildfire incident response effectiveness is a bottlene

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Pallesen, Eva. "Creativity, Play and Listening: An Auditory Re-Conceptualization of Entrepreneurial Creation in the Context of New Public Management." Organization Studies 39, no. 2-3 (2017): 191–207. http://dx.doi.org/10.1177/0170840617717549.

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This article aims to re-conceptualize entrepreneurial creation in the context of New Public Management. While the latter has sought to ‘entrepreneurialize’ public sector employees by creating incentives for greater engagement in optimizing outcomes, the article departs from the premise that such an entrepreneurialization may more precisely be described as an ‘enterprising up’ of employees, placing strong emphasis on predefined outcomes and on eliminating the risk that input will not lead to the prescribed outcomes. Noting that this reasoning is fed by a prescriptive/retrospective logic, which

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10

Saad, Germaine H. "Strategic performance evaluation: descriptive and prescriptive analysis." Industrial Management & Data Systems 101, no. 8 (2001): 390–99. http://dx.doi.org/10.1108/eum0000000006169.

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11

Luo, Yadong, Jinyun Sun, and Stephanie Lu Wang. "Comparative strategic management: An emergent field in international management." Journal of International Management 17, no. 3 (2011): 190–200. http://dx.doi.org/10.1016/j.intman.2011.05.002.

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12

Monib, Farid Ahamd, Jamaluddin Qanet, Mohammad Dawod Nabeel, and Redwanullah Abdi. "Comparative Study of Strategic Management Schools (Prescriptive, Descriptive and Integrated)." Open Journal of Business and Management 09, no. 04 (2021): 1965–79. http://dx.doi.org/10.4236/ojbm.2021.94106.

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13

Calori, Roland. "Essai: Philosophizing on Strategic Management Models." Organization Studies 19, no. 2 (1998): 281–306. http://dx.doi.org/10.1177/017084069801900206.

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This essai develops a philosophical perspective on managerial cognition. More precisely, it offers an epistemological critique of orthodox models of strategic management. The critique is based on the confrontation of these models with a diverse set of philosophical texts on knowledge and action. The orthodoxy is composed of the three prescriptive schools identified by Mintzberg (1990) and considered as explicit collective knowledge. To say nothing of the omission of socio-political forces at work in strategy formation, three main biases are elicited and discussed: a bias towards thinking to th

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Mirabeau, Laurent, and Steve Maguire. "From autonomous strategic behavior to emergent strategy." Strategic Management Journal 35, no. 8 (2013): 1202–29. http://dx.doi.org/10.1002/smj.2149.

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Al‐Shammari, Hussam A., and Raef T. Hussein. "Strategic planning in emergent market organizations: empirical investigation." International Journal of Commerce and Management 18, no. 1 (2008): 47–59. http://dx.doi.org/10.1108/10569210810871489.

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Coffie, Stanley, and Charles Blankson. "Strategic prescriptive theories in the business context of an emerging economy." Journal of Strategic Marketing 26, no. 5 (2016): 373–84. http://dx.doi.org/10.1080/0965254x.2016.1240217.

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Hutt, Michael D., Peter H. Reingen, and John R. Ronchetto. "Tracing Emergent Processes in Marketing Strategy Formation." Journal of Marketing 52, no. 1 (1988): 4–19. http://dx.doi.org/10.1177/002224298805200102.

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Though a process perspective has been adopted in emerging conceptualizations of strategic marketing, little attention has been given to process issues in marketing strategy research. Using an exploratory case research approach in conjunction with network analysis, the authors trace emergent processes in marketing strategy formation and identify key organizational players. The concept of autonomous strategic behavior is explored and linked to strategic marketing processes in the firm. Key managerial and research implications are highlighted.

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Wiesner, Retha, and Bruce Millett. "Strategic approaches in Australian SMEs: Deliberate or emergent?" Journal of Management & Organization 18, no. 1 (2012): 98–122. http://dx.doi.org/10.5172/jmo.2012.18.1.98.

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AbstractThe aim of this paper is to determine whether Australian SMEs could be characterised as ‘deliberate’ or ‘emergent’ in their strategic approaches. More specifically, surveying 1230 Australian SMEs, this paper focuses on answers to the following questions: What is the nature and prevalence of strategic practices in Australian SMEs? and to what extent does firm size differentiate the patterning and prevalence of strategic practices? The findings add to the little empirical research showing the principal activities and tools that comprise the strategic practices undertaken in Australian SM

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Pattinson, Steven. "Strategic Thinking: Intelligent Opportunism and Emergent Strategy — The Case of Strategic Engineering Services." International Journal of Entrepreneurship and Innovation 17, no. 1 (2016): 65–70. http://dx.doi.org/10.5367/ijei.2015.0212.

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This case study focuses on strategic thinking and opportunistic approaches to business growth and diversification. It begins by examining the recent purchase of ‘Quickcover’, a remote-controlled sports pitch covering system, by engineering company Strategic Engineering Services and the company's current dilemma – whether to continue to develop this type of product, or sell it and concentrate on its existing engineering services business. In recent years, Strategic Engineering Services has moved away from traditional heavy engineering and diversified into related areas such as engineering servi

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Bovaird, Tony. "Emergent Strategic Management and Planning Mechanisms in Complex Adaptive Systems." Public Management Review 10, no. 3 (2008): 319–40. http://dx.doi.org/10.1080/14719030802002741.

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21

Kleibrink, Alexander, Carlo Gianelle, and Mathieu Doussineau. "Monitoring innovation and territorial development in Europe: emergent strategic management." European Planning Studies 24, no. 8 (2016): 1438–58. http://dx.doi.org/10.1080/09654313.2016.1181717.

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Gustafsson, Magnus, Hedley Smyth, Elena Ganskau, and Tomas Arhippainen. "Bridging strategic and operational issues for project business through managing trust." International Journal of Managing Projects in Business 3, no. 3 (2010): 422–42. http://dx.doi.org/10.1108/17538371011056066.

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PurposeOrganisational trust is analysed through observation of operations or strategic prescription. The management and project management literature is largely prescriptive. The purpose of this paper is to examine the role and potential of strategic trust development and management to improve operations in the project business and enhance client satisfaction, analysing trust as social capital.Design/methodology/approachThe analysis is supported by the method of and data gathered through CROL®: a process for managing business relationships and interfaces. The case in question focuses on over 3

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Lyon, Douglas W., G. T. Lumpkin, and Gregory G. Dess. "Enhancing Entrepreneurial Orientation Research: Operationalizing and Measuring a Key Strategic Decision Making Process." Journal of Management 26, no. 5 (2000): 1055–85. http://dx.doi.org/10.1177/014920630002600503.

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As a means to enhance prescriptive theory on a firm’s entrepreneurial orientation, this paper addresses the strengths and weaknesses of three approaches to measurement: managerial perceptions, firm behaviors, and resource allocations. We examine a set of recent studies employing these approaches, propose important contingencies regarding their use, and suggest that measurement accuracy can be improved by using a triangulation of methods. The paper concludes with a discussion of theoretical, resource availability, and interpretability considerations in measurement selection.

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Wexler, Mark N. "Strategic ambiguity in emergent coalitions: the triple bottom line." Corporate Communications: An International Journal 14, no. 1 (2009): 62–77. http://dx.doi.org/10.1108/13563280910931081.

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Beppler, Mônica Külkamp, Maurício Fernandes Pereira, and Alexandre Marino Costa. "A Conceptual Discussion of the Strategy Process in Organizations: Formulation and Formation of StrategyHttp://Dx.Doi.Org/10.5585/Riae.V10i1.1711." Revista Ibero-Americana de Estratégia 10, no. 1 (2011): 128–46. http://dx.doi.org/10.5585/ijsm.v10i1.1711.

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This article aims to address the strategy process within organizations, in light of the terminologies of strategic formulation and formation. The purpose is to elucidate the understanding of persistently used terms, occasionally causing a lack of interpretation of what is actually exposed about the strategy process, i.e., the variations between adopting i) classic strategies, which call for different stages of formulation and implementation, and ii) emerging strategies, or those having a procedural nature, performed in response to environmental changes. The present article also targets clarify

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Wiesner, Retha, and Bruce Millett. "Strategic approaches in Australian SMEs: Deliberate or emergent?" Journal of Management & Organization 18, no. 1 (2012): 98–122. http://dx.doi.org/10.1017/s1833367200001097.

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AbstractThe aim of this paper is to determine whether Australian SMEs could be characterised as ‘deliberate’ or ‘emergent’ in their strategic approaches. More specifically, surveying 1230 Australian SMEs, this paper focuses on answers to the following questions: What is the nature and prevalence of strategic practices in Australian SMEs? and to what extent does firm size differentiate the patterning and prevalence of strategic practices? The findings add to the little empirical research showing the principal activities and tools that comprise the strategic practices undertaken in Australian SM

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Spicer, Andrew, and David Hyatt. "Walmart’s Emergent Low-Cost Sustainable Product Strategy." California Management Review 59, no. 2 (2017): 116–41. http://dx.doi.org/10.1177/0008125617695287.

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This article traces the strategic initiatives that Walmart undertook over the last decade to implement its ambitious vision of selling more sustainable products. This effort has been characterized by a gradual shift away from customer-facing initiatives aimed at labeling sustainable products toward supplier-facing initiatives targeted at improving environmental or social performance without raising customer prices. It highlights the role of institutional intermediaries, transaction costs, and experiential learning in shaping firms’ capabilities to translate ambitious sustainability goals into

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McLaughlin, Paul. "Ecological Modernization in Evolutionary Perspective." Organization & Environment 25, no. 2 (2012): 178–96. http://dx.doi.org/10.1177/1086026612450870.

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Ecological modernization theory (EMT) has emerged as a major theoretical and policy-making perspective. Despite its growing influence, EMT has significant limitations both as a descriptive and as a prescriptive theory. Taking the Darwinian revolution’s rejection of essentialism and developmentalism as the touchstone for ecological thinking, the author argues that EMT is premised on a nonecological foundation. The nonecological underpinnings of EMT preclude its elaboration into a descriptive theory capable of conceptualizing the interactions between social structures, human agency, and biophysi

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Iman, Nofie, and Jogiyanto Hartono. "Strategic Alignment Impacts on Organizational Performance in Indonesian Banking IndustrY." Gadjah Mada International Journal of Business 9, no. 2 (2007): 253. http://dx.doi.org/10.22146/gamaijb.5598.

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Strategic alignment has attracted the attention of researchers and practitioners for the last 15 years. This paper reports findings from a survey on the impacts of strategic alignment on organizational performance in the Indonesian banking industry. The survey was conducted through internet-based and postal questionnaires sent to selected companies.Structural Equation Modeling (SEM) is utilized to apprehend the strategic alignment concept as an emergent variable derived from the co-variation of level of business strategy and level of IS/IT strategy. Hence, we explore the role of this emergent

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Bolisani, Ettore, and Enrico Scarso. "Strategic planning approaches to knowledge management: a taxonomy." VINE 45, no. 4 (2015): 495–508. http://dx.doi.org/10.1108/vine-01-2015-0005.

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Purpose – The purpose of this paper is to discuss and propose a taxonomy of approaches to the strategic planning of knowledge management (KM). The concept of KM strategy is relatively recent and has been developed based on the assumption that any KM programme requires the definition of long-term goals, resources and plans, i.e. a KM strategic planning. Empirical evidence shows that the conditions for the successful implementation of KM can change from a company to another and in relation to the external context, and this may call for different appropriate approaches to KM planning. Design/meth

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Carr, Adrian, Rita Durant, and Alexis Downs. "Emergent strategy development, abduction, and pragmatism: New lessons for corporations." Human Systems Management 23, no. 2 (2004): 79–91. http://dx.doi.org/10.3233/hsm-2004-23203.

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This paper proceeds from the widespread assumption – apparently, a truism – that the longevity of corporations is very much beholden to the success in their processes of strategic planning and the manner in which they learn from, and adapt to, those processes. The predominant strategic paradigm used in corporations, that of the rational planning school, assumes that language is transparent and time is linear. Such assumptions don't hold up in a complex world. Emergent strategy [8,50,63] has the potential to address the current challenges of organizations by shifting the language and talk about

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Parker, David W., Nicholas Parsons, and Fitri Isharyanto. "Inclusion of strategic management theories to project management." International Journal of Managing Projects in Business 8, no. 3 (2015): 552–73. http://dx.doi.org/10.1108/ijmpb-11-2014-0079.

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Purpose – The purpose of this paper is to explore the benefits of integrating the theory of constraints (TOC), resources-based theory (RBT), resource advantage theory (RAT), with a structured project-based methodology e.g., Project Management Body of Knowledge. This paper describes each theory and explores what benefits a unified model would bring to project management. This paper represents the conceptual development of an integrated framework that will be tested in a range of project management scenarios in various industrial sectors. Design/methodology/approach – Extant literature is used t

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Voynarenko, Mykhaylo, Kathrin Dumanska, and Nataliya Ponomaryova. "Formation of company’s economic activity context in the strategic positioning process in emergent environment conditions." SHS Web of Conferences 65 (2019): 04005. http://dx.doi.org/10.1051/shsconf/20196504005.

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Analytical studies of theoretical and methodological aspects of company’s strategic positioning influenced by unpredictable factors of changeable environment are examined in the article. Justification of effective choice of strategic position is provided by the concept of formation of company’s economic activity context in emergent environment proposed by the authors. Problems of strengthening of company’s strategic position in conditions of changeable economic environment with undefined factors can be solved by means of the developed model of company’s economic activity context on the basis o

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Zhao, Jing, Ming Wang, and LiMin Zhu. "How emergent strategy influences institution: a qualitative study of a private firm in China." Chinese Management Studies 11, no. 2 (2017): 303–21. http://dx.doi.org/10.1108/cms-11-2016-0227.

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Purpose Institutional work mainly focused on the purposive action of rational actors. However, the evolution of institution is not only affected by deliberate actions but also by emergent strategic patterns. Through a qualitative study of emergent aggression strategy in a Chinese leading private firm, Gome, this paper aims to explore the role of emergent strategy in institutional work. The paper finds that emergent strategy influences the normative and cognitive institution unconsciously and offers actors specialized identities. The present analysis also suggests that the emergent strategy-bas

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Jami Pour, Mona, and Mohammad Asarian. "Strategic orientations, knowledge management (KM) and business performance." Kybernetes 48, no. 9 (2019): 1942–64. http://dx.doi.org/10.1108/k-05-2018-0277.

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Purpose Despite the huge amount of studies that have investigated the strategy–performance relationships and knowledge management (KM)–performance relationships, there is little consensus regarding the nature of these connections. By reviewing related literature, some notable limitations and inconsistent results are highlighted in extant studies. To address these challenges, this study aims to explore the effects of strategic orientation and KM mechanisms on business performance. Design/methodology/approach The study conducted an empirical investigation of 227 small- and medium-sized enterpris

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Adinolfi, Paola, and Fernando Giancotti. "Pedagogical Triage and Emergent Strategies: A Management Educational Program in Pandemic Times." Sustainability 13, no. 6 (2021): 3519. http://dx.doi.org/10.3390/su13063519.

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This paper explores the post-pandemic strategic reorientation of a master in leadership and change management, investigating the conditions for its success and the side effects. The Master, which is part of the Defense Education Enhancement Plan recently approved by the Italian Ministry of Defense, led in partnership by the Center for High Defense Studies and the University of Salerno, aims at developing strategic leadership and change management competencies. The virtualization of the project work sessions that was caused by the pandemic emergency produced unexpected consequences that led the

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Wang, Yi-Sheng. "Dynamic capabilities in fashion apparel industry: emergent conceptual framework." Baltic Journal of Management 11, no. 3 (2016): 286–309. http://dx.doi.org/10.1108/bjm-02-2015-0051.

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Purpose – The purpose of this paper is to reconfigure a new component of dynamic capabilities across firms, and to summarize propositions and to construct a conceptual framework of the dynamic capabilities in fashion apparel industry. Design/methodology/approach – The author used the interviews with the industry experts and trade association executives to develop an understanding of the strategic and technological issues facing the industry and to gain a historical perspective on the evolution of the industry. Findings – This study explored the establishment of dynamic capability and market co

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AZZOLINI, LUCIANO, and ANSHUMAN KHARE. "ROLE OF MARKET BASED INSTRUMENTS IN THE NEW BUSINESS PARADIGM." Journal of Environmental Assessment Policy and Management 06, no. 03 (2004): 311–38. http://dx.doi.org/10.1142/s1464333204001717.

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This paper attempts to develop a prescriptive theory/model for the strategic application of market based policy instruments. The research paper documents the development of command and control regulatory instruments and provides a normative account of their use by businesses for competitive positioning. The paper then reports the development of Market Based Policy Instruments (MBI) and explains their prospective defensive and offensive strategic applications based on Porter's Five Forces model of industry analysis. Finally, a prescriptive model that describes the strategic application of MBI i

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Marlo, Sue. "Investigating the use of emergent strategic human resource management activity in the small firm." Journal of Small Business and Enterprise Development 7, no. 2 (2000): 135–48. http://dx.doi.org/10.1108/eum0000000006835.

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Christensen, Emma, and Lars Thøger Christensen. "Dialogics of strategic communication." Corporate Communications: An International Journal 23, no. 3 (2018): 438–55. http://dx.doi.org/10.1108/ccij-08-2017-0073.

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Purpose The purpose of this paper is to analyze how the field of strategic communication is shaped and driven by several different logics that not only simply underpin each other, but also and simultaneously oppose each other and point in many different directions. Design/methodology/approach The authors address the multiple logics in strategic communication and their interplay by drawing on Edgar Morin’s theory of “dialogics.” According to Morin, complex systems are characterized by multiple logics that are at once complementary, competitive and antagonistic with respect to one another. Findi

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Lindstedt, Janne. "A deliberately emergent strategy – a key to successful city branding." Journal of Place Management and Development 8, no. 2 (2015): 90–102. http://dx.doi.org/10.1108/jpmd-12-2014-0029.

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Purpose – The paper aims to address a neglected issue in the literature on place brand co-creation, namely, the strategic planning of the branding process. Furthermore, the paper demonstrates the benefits of a deliberately emergent strategy. Design/methodology/approach – A qualitative case study focusing on Turku, Finland, supports the development of the argument. In this study, branding of Turku is examined both during the European Capital of Culture 2011 (ECoC) project and after it. Findings – The contribution of the ECoC 2011 project – which was widely perceived as a success – to Turku’s br

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Reynolds, Scott J. "A Single Framework for Strategic and Ethical Behavior in the International Context." Business Ethics Quarterly 13, no. 3 (2003): 361–79. http://dx.doi.org/10.5840/beq200313326.

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Abstract:Scholars have developed many theories of international strategy and many theories of international ethics. Separating strategy and ethics in this way, though, perpetuates a perception that profit and ethics are mutually exclusive. Accordingly, I offer a framework that links international strategy and international ethics. I suggest that at an abstract level the strategic concepts of integration and responsiveness and the ethical concepts of justice and caring are concerned with the same theoretical quandaries. Therefore, in any situation there are behaviors that are both integrative a

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NARANJO-GIL, David. "ROLE OF MANAGEMENT CONTROL SYSTEMS IN CRAFTING REALIZED STRATEGIES." Journal of Business Economics and Management 17, no. 6 (2016): 865–81. http://dx.doi.org/10.3846/16111699.2014.994558.

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The distinction between deliberate and emergent strategy implementation is rarely acknowledged in management control literature, which has promoted a passive view of control systems tailored explicitly to support the strategic planning. This paper analyzes how management control systems facilitate organizations to realize their intended strategies. Hypotheses are tested using survey data from CEOs of Spanish hospitals. Partial least squares is used as a statistical technique to test the integral causal path model. Results show that boundary and diagnostic control systems have primarily a posit

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Hagen, James M. "Educator Insights: Ben & Jerry's—Japan: Strategic Decision by an Emergent Global Marketer." Journal of International Marketing 8, no. 2 (2000): 98–110. http://dx.doi.org/10.1509/jimk.8.2.98.19619.

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Herrera, Justo, and Daniel M. Miller. "An Emergent Taxonomy of Public Personnel Management: Exploring the Task Environment of Human Resource Managers in Spanish Local Government." Public Personnel Management 47, no. 4 (2018): 445–71. http://dx.doi.org/10.1177/0091026018791965.

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This study presents a taxonomy for public personnel management based on emergent profiles of local human resource managers in Spain. The analysis focuses on the task environments of managers defined by three salient constructs from strategic human resources management research. Specifically, this study looks at the level of participation of human resource managers in strategic-level policy-making processes, vertical and horizontal policy integration, and the flexibility of human resource managers in interpreting and implementing key functions of personnel management (i.e., recruitment, hiring,

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Windahl, Charlotta, Ingo O. Karpen, and Mark R. Wright. "Strategic design: orchestrating and leveraging market-shaping capabilities." Journal of Business & Industrial Marketing 35, no. 9 (2020): 1413–24. http://dx.doi.org/10.1108/jbim-03-2019-0133.

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Purpose This paper aims to conceptualise the interplay of strategic design and market-shaping capabilities. Design/methodology/approach Drawing on the emergent scholarly discourses related to strategic design and dynamic markets, this paper merges a contemporary view of markets and market-shaping capabilities with a conceptual exploration of strategic design. Findings This paper proposes that the strategic design process can shape markets through orchestrating and leveraging market-shaping capabilities. Specifically, it highlights how these capabilities trigger and facilitate purposeful intent

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Azam, Akbar, Cristina Boari, and Fabiola Bertolotti. "Top management team international experience and strategic decision-making." Multinational Business Review 26, no. 1 (2018): 50–70. http://dx.doi.org/10.1108/mbr-07-2017-0044.

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Purpose This study aims to explore the influence of top management team international experience on international strategic decision-making rationality and, subsequently, its effect on decision effectiveness (decision performance). Design/methodology/approach This analysis is based on survey data of small- and medium-sized international Pakistani firms operating in the IT industry. Findings Results show that top management team international experience is positively related to international strategic decision-making rationality, and the latter partially mediates the international experience –

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Kummer, Tyge-F., and Theresa Schmiedel. "Reviewing the Role of Culture in Strategic Information Systems Research: A Call for Prescriptive Theorizing on Culture Management." Communications of the Association for Information Systems 38 (2016): 122–44. http://dx.doi.org/10.17705/1cais.03805.

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Alenzy, Mutab Z. "Strategic Approach of Saudi Small and Medium-Sized Enterprises: More of Emergent or Deliberate?" International Business Research 11, no. 3 (2018): 110. http://dx.doi.org/10.5539/ibr.v11n3p110.

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The impact of the strategic planning, especially in promising economies are significant indicators of success for the small and medium-sized enterprises (SMEs). Globally, the SMEs sector suffers from a very high failure rate and the most important reason for this is poor capacity in strategic management. The practice of SMEs in unstable environments, especially in oil-based economy like Saudi Arabia (SA), creates the need for more flexibility in building strategies. Therefore, as the aim of this study was to structurally examine the type of strategic management in SMEs, the adaptation of a hig

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Pettigrew, Andrew, Lorna McKee, and Ewan Ferlie. "Managing Strategic Service Change in the NHS." Health Services Management Research 2, no. 1 (1989): 20–31. http://dx.doi.org/10.1177/095148488900200103.

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This paper reports some early findings from a major research project which explores strategic service change in the NHS in the post-Griffiths era. We begin by briefly reviewing the relevant literature on change and general management in the NHS, and go on to outline the particular features of the research design. We then isolate some key emergent themes from a preliminary analysis of the data, highlighting two themes in greater depth. In our final section, we will attempt to reflect on some of the common factors associated with the achievement of strategic change. The project is funded by the

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