Journal articles: 'Strategic responsiveness'

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Shabana, Kareem M., and Steven A. Cavaleri. "Corporate Social Responsiveness: A Strategic Perspective." Academy of Management Proceedings 2018, no. 1 (August 2018): 18466. http://dx.doi.org/10.5465/ambpp.2018.18466abstract.

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Molina, Angel Luis. "Strategic Responsiveness and the Minority Public Manager." Public Performance & Management Review 41, no. 4 (October 2, 2018): 790–814. http://dx.doi.org/10.1080/15309576.2018.1502738.

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Andersen, Torben J., Jerker Denrell, and Richard A. Bettis. "Strategic responsiveness and Bowman's risk–return paradox." Strategic Management Journal 28, no. 4 (2007): 407–29. http://dx.doi.org/10.1002/smj.596.

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Tho, Nguyen Dinh. "Strategic orientations and firm innovativeness: a necessary condition analysis." Baltic Journal of Management 14, no. 3 (July 1, 2019): 427–42. http://dx.doi.org/10.1108/bjm-07-2018-0280.

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Purpose The purpose of this paper is to decipher the levels of three strategic orientations – learning orientation, entrepreneurial orientation (proactiveness and risk taking) and marketing orientation (responsiveness to customers, responsiveness to competitors, responsiveness to the macro-environment and business relationship quality) – that are necessary for firm innovativeness. Design/methodology/approach Data were collected from a sample of 316 firms in Ho Chi Minh City, Vietnam. Multiple regression analysis (MRA) was employed to examine the net effects of seven factors (learning orientation, proactiveness, risk taking, responsiveness to customers, responsiveness to competitors, responsiveness to changes in the macro-environment and business relationship quality) on firm innovativeness. Necessary condition analysis (NCA) was then employed to discover the level of these factors as necessary conditions for firm innovativeness. Findings The results produced by MRA show that learning orientation, proactiveness, responsiveness to customers and responsiveness to competitors have positive effects on firm innovativeness. The results from the NCA reveal that six out of seven conditions exhibit varying necessary levels for firm innovativeness. Practical implications The findings are relevant to senior managers and suggest that the levels of strategic orientations necessary for firm innovativeness vary. Firms therefore should pay attention not only to the net effects (beta weights) but also to their necessary levels. Based on their resources and capabilities, firms should take into account the necessary level of each strategic orientation in order to achieve their innovativeness goal. Originality/value This study is among the first to decipher the levels of three strategic orientations (learning orientation, entrepreneurial orientation and marketing orientation) that are necessary for firm innovativeness.

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Fan, Xinyu, and Feng Yang. "Strategic promotion, reputation, and responsiveness in bureaucratic hierarchies." Journal of Theoretical Politics 31, no. 3 (June 5, 2019): 286–307. http://dx.doi.org/10.1177/0951629819850638.

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While existing studies usually model promotion as a bilateral interaction between promoter and promotee, it is not uncommon that the promoter is under the influence of a third party. For instance, authoritarian rulers may consider how their interactions with local agents change the way that citizens view them. Similarly, a mid-tier officer in a bureaucratic hierarchy often concerns herself with her image in the eyes of her superior when managing her subordinates. In this paper, we construct a game-theoretic model to investigate promotion strategies when promoters have reputation concerns. We show that promoters can use promotion as a signaling tool, where she can deliberately postpone promoting the subordinate to enhance her own reputation. Furthermore, the promoter has extra incentives to shirk, knowing that she can manipulate promotion in the future. Thus, strategic promotions decrease government responsiveness. Counter-intuitively, such a decrease is more severe when intra-bureaucracy information is more transparent. In other words, transparency may do more harm than good. We conduct a case study of the Chinese bureaucracy and provide supportive evidence.

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Rogers, Dale S., Patricia J. Daugherty, and Theodore P. Stank. "Enhancing Service Responsiveness: The Strategic Potential of EDI." International Journal of Physical Distribution & Logistics Management 22, no. 8 (August 1992): 15–20. http://dx.doi.org/10.1108/09600039210022574.

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Solgaard, Hans S., and Erik Trolle-Schultz. "An analysis of the strategic responsiveness of firms." Technovation 8, no. 1-3 (January 1988): 155–78. http://dx.doi.org/10.1016/0166-4972(88)90059-4.

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Koops, Sven, Diane Mollenkopf, and Tony Zwart. "Food supply chains: Are efficiency and responsiveness mutually exclusive?" Journal on Chain and Network Science 2, no. 1 (June 1, 2002): 7–18. http://dx.doi.org/10.3920/jcns2002.x014.

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This article presents the empirical results of a study of strategic change in 291 organisations operating in New Zealand food supply chains. Firms in food-related businesses have been increasingly responsive to changing customer demands and competitive pressures and have introduced substantial product and process changes. This research considers firm-internal and supply chain relationship characteristics as the cause of strategic change. Using structural equation modelling, significant relationships between firm resources and strategic change were sought. Multi-group analyses were used to identify moderating effects of supplier and customer collaboration. The results indicate that resources have an effect on product and process changes. Supplier and customer collaboration were not found to have any moderating effects. The results have important implications for both supply chains and firms in terms of strategic change and the benefits of supplier and customer collaboration.

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Bonelli, Marco I. "Ansoff’s Strategic Posture Analysis of Small Businesses in Henan Province, China, Post COVID-19." E3S Web of Conferences 253 (2021): 03085. http://dx.doi.org/10.1051/e3sconf/202125303085.

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Considering the dynamics of the fast-changing and often unpredictable global environment, a formal, reliable, and comprehensive framework for analyzing a business’ strategic posture may be useful. This paper examines an assessment tool, Igor Ansoff’s seminal contributions to strategic diagnosis. That tool focuses primarily on identifying and enhancing a firm’s strategic financial performance potential through analysis of an industrial sector environmental turbulence level relative to the firm’s aggressiveness and capability responsiveness. A small business survey conducted in the Henan Province of China after the COVID-19 lock-down analyzes the future strategic financial performance potential of the province’s small businesses as well as the interactions among the businesses’ external environmental turbulence level, aggressiveness, and capability responsiveness.

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AlHusain, Raed, and Reza Khorramshahgol. "A multi-objective approach to design strategic supply chains and develop responsiveness- efficiency frontiers." International Journal of Logistics Management 29, no. 1 (February 12, 2018): 365–86. http://dx.doi.org/10.1108/ijlm-12-2016-0292.

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Purpose The purpose of this paper is twofold. Initially, a multi-objective binary integer programming model is proposed for designing an appropriate supply chain that takes into consideration both responsiveness and efficiency. Then, a responsiveness-cost efficient frontier is generated for the supply chain design that can help organizations find the right balance between responsiveness and efficiency, and hence achieve a strategic fit between organizational strategy and supply chain capabilities. Design/methodology/approach The proposed SC design model used both cross-functional and logistical SC drivers to build a binary integer programming model. To this end, various alternative solutions that correspond to different SC design portfolios were generated and a responsiveness-cost efficient frontier was constructed. Findings Various alternative solutions that correspond to different SC designs were generated and a responsiveness-cost efficient frontier was constructed to help the decision makers to design SC portfolios to achieve a strategic fit between organizational strategy and SC capabilities. Practical implications The proposed methodology enables the decision makers to incorporate both qualitative and quantitative judgements in SC design. The methodology is easy to use and it can be readily implemented by a software. Originality/value The proposed methodology allows for subjective value judgements of the decision makers to be considered in SC design and the efficiency-responsiveness frontier generated by the methodology provides a trade-off to be used when choosing between speed and cost efficiency in SC design.

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Lopes, Lola L., and Jeff T. Casey. "Tactical and strategic responsiveness in a competitive risk-taking game." Acta Psychologica 85, no. 1 (February 1994): 39–60. http://dx.doi.org/10.1016/0001-6918(94)90019-1.

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Gogoi, Raj Kumar, and Kalyan Raidongia. "Strategic Shuffling of Clay Layers to Imbue Them with Responsiveness." Advanced Materials 29, no. 24 (April 18, 2017): 1701164. http://dx.doi.org/10.1002/adma.201701164.

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Sorrell, Constance S., and Joseph F. Lewis. "VDOT Is Moving in a New Direction: How Virginia’s Department of Transportation Is Using Strategic Management To Revamp Its Entire Operation." Transportation Research Record: Journal of the Transportation Research Board 1649, no. 1 (January 1998): 115–23. http://dx.doi.org/10.3141/1649-14.

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Leaders within Virginia’s Department of Transportation (VDOT) realized that the department would not be able to meet future challenges if it relied only on tactical responsiveness. VDOT embarked on a strategic management effort focused on shifting the organization’s culture to strategic thinking and customer responsiveness. The change effort began by drafting a new organizational vision, using purpose, mission, and values statements as guidelines for thinking strategically and meeting organizational goals. VDOT determined critical success factors and established performance measures to monitor these factors. Through a rigorous strategic planning process, leadership established overall departmental goals. VDOT leadership created organizational alignment by implementing this process throughout its field locations. The result of this effort is a proactive, customer-focused organization with a culture for thinking strategically, acting locally, and performing at improved heights.

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Goodstein, Jerry D. "Institutional Pressures and Strategic Responsiveness: Employer Involvement in Work-Family Issues." Academy of Management Journal 37, no. 2 (April 1994): 350–82. http://dx.doi.org/10.5465/256833.

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Fan, Di, Chris Nyland, and Cherrie Jiuhua Zhu. "Strategic implications of global integration and local responsiveness for Chinese multinationals." Management Research News 31, no. 12 (October 3, 2008): 922–40. http://dx.doi.org/10.1108/01409170810920639.

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GOODSTEIN, J. D. "INSTITUTIONAL PRESSURES AND STRATEGIC RESPONSIVENESS: EMPLOYER INVOLVEMENT IN WORK-FAMILY ISSUES." Academy of Management Journal 37, no. 2 (April 1, 1994): 350–82. http://dx.doi.org/10.2307/256833.

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Shockley, Jeff, Lawrence A. Plummer, Aleda V. Roth, and Lawrence D. Fredendall. "Strategic Design Responsiveness: An Empirical Analysis of US Retail Store Networks." Production and Operations Management 24, no. 3 (May 22, 2014): 451–68. http://dx.doi.org/10.1111/poms.12241.

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Teoh, Say Yen, and Shun Cai. "The Process of Strategic, Agile, Innovation Development." Journal of Global Information Management 23, no. 3 (July 2015): 1–22. http://dx.doi.org/10.4018/jgim.2015070101.

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Despite many attempts to introduce computerization in the healthcare industry, the majority of the current healthcare information systems still fail to meet the rising expectations of patients for service. This study aims to understand how agility and innovation capabilities can be strategically nurtured, developed, and managed to upgrade the quality of healthcare services. Based on a case study, a process model is developed to explain that an agile innovation strategy is a complex helix process involving a firm's sensitivity and responsiveness to integrating and reconfiguring its resources to cope with innovative change. Three key managerial contributions for IT and medical practitioners are presented.

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Bompard, Ettore, Yuchao Ma, Roberto Napoli, Graziano Abrate, and Elena Ragazzi. "The impacts of price responsiveness on strategic equilibrium in competitive electricity markets." International Journal of Electrical Power & Energy Systems 29, no. 5 (June 2007): 397–407. http://dx.doi.org/10.1016/j.ijepes.2006.10.003.

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Ozordi, Emmanuel, Damilola Felix Eluyela, Uwalomwa Uwuigbe, Olubukola Ranti Uwuigbe, and Chukwu Emmanuel Nwaze. "Gender diversity and sustainability responsiveness: evidence from Nigerian fixed money deposit banks." Problems and Perspectives in Management 18, no. 1 (February 12, 2020): 119–29. http://dx.doi.org/10.21511/ppm.18(1).2020.11.

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This paper aims to explore the impact of gender diversity on firms’ sustainability responsiveness in ensuring collective drive toward achieving sustainable development goals (agenda) for Nigeria. This study explored female engagement from three major platforms, namely women as directors, management team leaders, and female workforce. The data used to conduct this study were derived from the annual reports of the sampled banks spanning through the period of 2013–2016. However, while data for this study were analyzed using EViews statistical tool, the sustainability reporting data were ascertained using the content analysis method. The outcome of this study depicts that female directors, female workforce, and women in the management team all had an adverse and positive association with sustainability reporting. However, this association was all insignificant. This further buttresses that gender diversity was not the major driving force behind the sustainability reporting of the sampled banks in Nigeria. This is because the sector is highly regulated. Hence, the study recommends that notwithstanding the outcome, in attaining the sustainable development goals (SDGs), there is a need to have more female representation on the strategic position of authority.

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Liao, Jianwen, Harold Welsch, and Michael Stoica. "Organizational Absorptive Capacity and Responsiveness: An Empirical Investigation of Growth–Oriented SMEs." Entrepreneurship Theory and Practice 28, no. 1 (January 2003): 63–86. http://dx.doi.org/10.1111/1540-8520.00032.

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This study examines the relationship between firm absorptive capacity and organizational responsiveness in the context of growth–oriented small and medium–sized enterprises (SMEs). By testing the different dimensions of absorptive capacity, external knowledge acquisition and intrafirm knowledge dissemination were found to be positively related to organizational responsiveness. In addition, the relationships between absorptive capacity and organizational responsiveness were moderated by environmental dynamism and the SMEs’ strategic orientation. Results demonstrate that the responsiveness of growth–oriented SMEs is expected to increase if (1) they have well–developed capabilities in external knowledge acquisition and intrafirm knowledge dissemination; (2) they have a well–developed external knowledge acquisition capability and adopt a more proactive strategy, such as being a prospector; (3) they face a turbulent environment and have a well developed internal knowledge dissemination capability. Implications and future research directions are provided.

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Bell, Matthew B. V. "Strategic adjustment of begging effort by banded mongoose pups." Proceedings of the Royal Society B: Biological Sciences 275, no. 1640 (March 10, 2008): 1313–19. http://dx.doi.org/10.1098/rspb.2008.0173.

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Variation in the intensity of conspicuous displays raises three basic questions: (i) the relationship between internal state and display intensity, (ii) the relationship between display intensity and receiver response, and (iii) the effect of variation in receiver responsiveness on signaller behaviour. Here, I investigate the interaction between pups and helpers in the communally breeding banded mongoose ( Mungos mungo ), where each pup forms an exclusive relationship with a single adult helper (termed its ‘escort’). By experimentally manipulating pup need, I demonstrate that changes in begging rate correspond to changes in short-term need. The data then suggest that escorts in good condition may be more responsive to increased begging and that pups associating with them increase their begging more than do pups paired with escorts in poor condition. Escorts also appear more responsive to increased begging by female pups, and female pups increase their begging more than do male pups. These results suggest that banded mongoose pups may strategically adjust their investment in begging in relation to variation in the expected pay-off. I argue that such adjustment is likely to be a general phenomenon: wherever there is variation in responsiveness to signals, signallers will be selected to identify different categories of receiver and adjust their signals in order to maximize the pay-offs. Therefore, differences in signal intensity may be as much a product of context as an indication of variation in individual phenotypic or genotypic state.

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Yu, Wantao, Roberto Chavez, Mark Jacobs, Chee Yew Wong, and Chunlin Yuan. "Environmental scanning, supply chain integration, responsiveness, and operational performance." International Journal of Operations & Production Management 39, no. 5 (August 15, 2019): 787–814. http://dx.doi.org/10.1108/ijopm-07-2018-0395.

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Purpose It remains unclear how environmental scanning (ES) can generate firm performance through supply chain management (SCM) practices. The purpose of this paper is to investigate the effects of ES on operational performance through supply chain integration (SCI) and supply chain responsiveness (SCR). Design/methodology/approach The scanning–interpretation–action–performance (SIAP) model and organization information processing theory (OIPT) are used to explain the ES–SCI–SCR–performance (S–I–A–P) relationships, which were tested by structural equation modeling of survey data of 329 manufacturing firms in China. Findings The results indicate that ES has a significant positive effect on SCI and SCR. SCI is significantly and positively related to SCR. SCR partially mediates the relationship between ES and operational performance, and fully mediates the relationship between SCI and operational performance. Practical implications Supply chain managers should collaborate with senior executives to obtain signals from ES activities, as input for building SCI and SCR and use SCI as a joint interpretation mechanism of ES signals for developing SCR to reap operational advantages in the rapidly changing business environment. Originality/value Strategic management academics and practitioners have explicitly emphasized the importance of ES in developing strategic plans but are unsure about the role of SCM in creating operational advantages through ES. Using the SIAP model, this study theorizes and demonstrates how SCI and SCR transform signals from ES into operational performance. In doing so, a more precise application of OIPT is explicated in the supply chain context.

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Reis, Dayr, and Leticia Peña. "Linking customer satisfaction, quality, and strategic planning." Revista de Administração de Empresas 40, no. 1 (March 2000): 42–46. http://dx.doi.org/10.1590/s0034-75902000000100005.

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By acknowledging and dissecting the interconnected roles of customer satisfaction, quality, and strategic planning, this paper provides an analytical framework for creating a customer-driven organization and culture. It shows how quality starts and ends with the customer. Companies that are achieving long-term continuous improvement in quality tailored to customer satisfaction possess lasting characteristics such as customer orientation, customer consciousness, and customer responsiveness. In doing so, they liberate the quality concept from the narrow product or service focus to encompass total conformance to customer requirements in spite of the existing functionalization and departmentalization of modern complex structures. In addition to these key components, a customer-driven organization demands building and nurturing a customer satisfaction culture and value system that makes quality improvement and heightened concern for customer satisfaction a permanent aspect of organizational life.

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Costa, Mia. "How Responsive are Political Elites? A Meta-Analysis of Experiments on Public Officials." Journal of Experimental Political Science 4, no. 3 (2017): 241–54. http://dx.doi.org/10.1017/xps.2017.14.

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AbstractIn the past decade, the body of research using experimental approaches to investigate the responsiveness of elected officials has grown exponentially. Given this explosion of work, a systematic assessment of these studies is needed not only to take stock of what we have learned so far about democratic responsiveness, but also to inform the design of future studies. In this article, I conduct the first meta-analysis of all experiments that examine elite responsiveness to constituent communication. I find that racial/ethnic minorities and messages sent to elected officials (as opposed to non-elected) are significantly less likely to receive a response. A qualitative review of the literature further suggests that some of these inequalities in responsiveness are driven by personal biases of public officials, rather than strategic, electoral considerations. The findings of this study provide important qualifications and context to prominent individual studies in the field.

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Nehzati, Taravatsadat, Heidi C. Dreyer, Jan Ola Strandhagen, Dag E. Gotteberg Haartveit, and Anita Romsdal. "Exploring Responsiveness and Flexibility in Multisite Production Environments: The Case of Norwegian Dairy Production." Advanced Materials Research 1039 (October 2014): 661–68. http://dx.doi.org/10.4028/www.scientific.net/amr.1039.661.

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Industrialized production most often takes place in large-scale systems consisting of multisite units, which are managed with central strategic planning, and decision units and local management teams in order to exploit capacity and scale benefits. Manufacturers are searching for new strategies that will increase their capability to be responsive to market needs while remaining competitive according to cost, time and service level criteria. Responsiveness has mainly been studied in one-dimensional production and supply chain environments, single production sites or the supply chain of a single production site. We argue in this paper that in the fast-moving consumer sector (FMCS) within a multisite production environment, where there is a need for coordination, responsiveness has to be further analyzed. We have explored responsiveness and flexibility in such an environment in order to identify the factors that require and enable responsiveness in a production networks system, and identified a number of factors, which are analyzed in the form of a case study.

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Cheng, Joseph L. C., and Idalene F. Kesner. "Responsiveness to Environmental Change: The Interactive Effects of Organizational Slack and Strategic Orientation." Academy of Management Proceedings 1988, no. 1 (August 1988): 165–69. http://dx.doi.org/10.5465/ambpp.1988.4980394.

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Arceneaux, Kevin, Martin Johnson, René Lindstädt, and Ryan J. Wielen. "The Influence of News Media on Political Elites: Investigating Strategic Responsiveness in Congress." American Journal of Political Science 60, no. 1 (February 2, 2015): 5–29. http://dx.doi.org/10.1111/ajps.12171.

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Sardana, Deepak, Mile Terziovski, and Narain Gupta. "The impact of strategic alignment and responsiveness to market on manufacturing firm's performance." International Journal of Production Economics 177 (July 2016): 131–38. http://dx.doi.org/10.1016/j.ijpe.2016.04.018.

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Mounter, Stuart, Garry Griffith, and Euan Fleming. "Achieving better strategic fit and higher surplus for Australian beef value chains by recognising and countering chain failure." Animal Production Science 57, no. 8 (2017): 1767. http://dx.doi.org/10.1071/an15460.

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Strategic fit is the nature of the link between the customer priorities that a value chain hopes to satisfy, and the capabilities that are available in the value chain to implement that objective. Usually, there is a trade-off between value chains that focus on being responsive to customer needs and those that focus on supplying at the lowest possible cost. If demand uncertainty is low, a low-cost value chain is the best strategic fit; conversely if demand uncertainty is high, a responsive value chain is the best fit. A poor fit means lower chain surplus to be shared among the chain participants. We provide an outline of an analytical framework for determining the optimal level of responsiveness for a food value chain. We then present and discuss two case studies. Both feature initiatives aimed at internalising positive chain externalities and capturing chain goods within the Australian beef value chain. We use our framework to show how these initiatives are predicted to promote responsiveness and thus achieve a better strategic fit and higher surplus for the whole chain. Verifying that such a move would indeed contribute to higher chain surplus would require some new measurements of whole-of-chain outcomes so that the economic relationships making up the framework could be estimated and analysed.

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Moon, Hanna, Wendy Ruona, and Tom Valentine. "Organizational strategic learning capability: exploring the dimensions." European Journal of Training and Development 41, no. 3 (April 3, 2017): 222–40. http://dx.doi.org/10.1108/ejtd-08-2016-0061.

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Purpose How to build and enhance the strategic learning capability (SLC) of an organization becomes crucial to both research and practice. This study was designed with the purpose to conceptualize SLC by translating and interpreting the related literature to develop empirical dimensions that could be tested and used in a survey instrument. Design/methodology/approach An instrument was developed to identify empirical dimensions of SLC. The reliability and validity of the instrument were tested. Findings The resulting survey instrument included 59 items, and 49 remained after empirical test. Based on responses on a five-point performance scale, SLC items were identified and prioritized, and seven dimensions were discovered: external focus, strategic dialogue, strategic engagement, customer-centric strategy, disciplined imagination, experiential learning and reflective responsiveness. Originality/value The findings of this study extend the knowledge base of multi-disciplines, including strategy management, organizational learning and strategic human resource development (HRD). This study highlights the conceptualization of SLC and importance of the SLC framework in the field of HRD.

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Ahmadi Kashkoli, Sadegh, Ehsan Zarei, Abbas Daneshkohan, and Soheila Khodakarim. "Hospital responsiveness and its effect on overall patient satisfaction." International Journal of Health Care Quality Assurance 30, no. 8 (October 9, 2017): 728–36. http://dx.doi.org/10.1108/ijhcqa-07-2016-0098.

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Purpose Hospital responsiveness to the patient expectations of non-medical aspect of care can lead to patient satisfaction. The purpose of this paper is to investigate the relationship between the eight dimensions of responsiveness and overall patient satisfaction in public and private hospitals in Tehran, Iran. Design/methodology/approach This cross-sectional study was conducted in 2015. In all, 500 patients were selected by the convenient sampling method from two public and three private hospitals. All data were collected using a valid and reliable questionnaire consisted of 32 items to assess the responsiveness of hospitals across eight dimensions and four items to assess the level of overall patient satisfaction. Data analysis was performed using descriptive statistics and multivariate regression was performed by SPSS 18. Findings The mean score of hospital responsiveness and patient satisfaction was 3.48±0.69 and 3.54±0.97 out of 5, respectively. Based on the regression analysis, around 65 percent of the variance in overall satisfaction can be explained by dimensions of responsiveness. Seven independent variables had a positive impact on patient satisfaction; the quality of basic amenities and respect for human dignity were the most powerful factors influencing overall patient satisfaction. Originality/value Hospital responsiveness had a strong effect on overall patient satisfaction. Health care facilities should consider including efforts to responsiveness improvement in their strategic plans. It is recommended that patients should be involved in their treatment processes and have the right to choose their physician.

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Sampath, Gayathri, Som Sekhar Bhattacharyya, and Bala Krishnamoorthy. "Microfoundations approach to strategic agility – Exploration to operationalization." Journal of General Management 46, no. 2 (January 2021): 103–28. http://dx.doi.org/10.1177/0306307020939359.

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Strategic agility (SA) has become an established construct in strategic management literature. SA has been an existential element in firms for superior firm responsiveness towards market requirements. The presence of SA in organizations resulted in achieving competitive superiority. However, there has been dearth of literature regarding the enablers of SA in organizations. The authors explored this based upon an exploratory study by anchoring the study in the banking industry, which was witnessing dynamic shifts in both the operating environment and the industry landscape. The research purpose was to build a process level understanding of SA through microfoundation approach. Data were collected from 34 expert bankers. Using content analysis technique, the researchers found 11 microfoundations. The two meta-capabilities of SA were strategic sensitivity and resource fluidity. Identification of these microfoundations would help managers to promote organizational SA and undertake effective and sustainable firm initiatives towards market response.

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Kipley, Daniel, Alfred O. Lewis, and Jau-Lian Jeng. "Extending Ansoff’s Strategic Diagnosis Model." SAGE Open 2, no. 1 (January 1, 2012): 215824401143513. http://dx.doi.org/10.1177/2158244011435135.

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Given the complex and disruptive open-ended dynamics in the current dynamic global environment, senior management recognizes the need for a formalized, consistent, and comprehensive framework to analyze the firm’s strategic posture. Modern assessment tools, such as H. Igor Ansoff’s seminal contributions to strategic diagnosis, primarily focused on identifying and enhancing the firm’s strategic performance potential through the analysis of the industry’s environmental turbulence level relative to the firm’s aggressiveness and responsiveness of capability. Other epistemic modeling techniques envisage Porter’s generic strategic positions, Strengths, Weaknesses, Opportunities, Threats (SWOT), and Resource-Based View as useful methodologies to aid in the planning process. All are complex and involve multiple managerial perspectives. Over the last two decades, attempts have been made to comprehensively classify the firm’s future competitive position. Most of these proposals utilized matrices to depict the position, such as the Boston Consulting Group, point positioning, and dispersed positioning. The GE/McKinsey later enhanced this typology by expanding to 3 × 3, contributing to management’s deeper understanding of the firm’s position. Both types of assessments, Ansoff’s strategic diagnosis and positional matrices, are invaluable strategic tools for firms. However, it could be argued that these positional analyses singularly reflect a blind spot in modeling the firm’s future strategic performance potential, as neither considers the interactions of the other. This article is conceptual and takes a different approach from earlier methodologies. Although conceptual, the article aims to present a robust model combining Ansoff’s strategic diagnosis with elements of the performance matrices to provide the management with an enriched capability to evaluate the firm’s current and future performance position.

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SCHNEIDER, SABRINA, and PATRICK SPIETH. "BUSINESS MODEL INNOVATION AND STRATEGIC FLEXIBILITY: INSIGHTS FROM AN EXPERIMENTAL RESEARCH DESIGN." International Journal of Innovation Management 18, no. 06 (November 24, 2014): 1440009. http://dx.doi.org/10.1142/s136391961440009x.

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Firms engaging in business model innovation are likely to constantly experience environmental turbulence in which remaining strategically flexible is of crucial importance to ensure survival. Drawing on a dynamic capabilities perspective, a framework of hypotheses is established that emphasises the effects of business model innovation on a firm's managerial capabilities and its operational responsiveness that have been argued to antecede strategic flexibility. Using an experimental research design that is built on a between-subject analysis and embodies decision-scenarios, we show how three distinct types of business model innovation (value offering innovation, value architecture innovation, and revenue model innovation) impact on different dimensions of strategic flexibility (resource flexibility, coordination flexibility, and variety of managerial capabilities). Our findings indicate that remaining strategic flexibility is not an implicit result of business model innovation as we identify different effects of the distinct types of business model innovation on the individual dimensions of strategic flexibility.

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Bundy, Jonathan, Christine Shropshire, and Ann K. Buchholtz. "Strategic Cognition and Issue Salience: Toward an Explanation of Firm Responsiveness to Stakeholder Concerns." Academy of Management Review 38, no. 3 (July 2013): 352–76. http://dx.doi.org/10.5465/amr.2011.0179.

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Kim, Daekwan, and Ruby P. Lee. "Systems Collaboration and Strategic Collaboration: Their Impacts on Supply Chain Responsiveness and Market Performance*." Decision Sciences 41, no. 4 (November 2010): 955–81. http://dx.doi.org/10.1111/j.1540-5915.2010.00289.x.

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Mitchell, George E. "Fiscal Leanness and Fiscal Responsiveness: Exploring the Normative Limits of Strategic Nonprofit Financial Management." Administration & Society 49, no. 9 (April 20, 2015): 1272–96. http://dx.doi.org/10.1177/0095399715581035.

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Lyus, David, Beth Rogers, and Christopher Simms. "The role of sales and marketing integration in improving strategic responsiveness to market change." Journal of Database Marketing & Customer Strategy Management 18, no. 1 (March 2011): 39–49. http://dx.doi.org/10.1057/dbm.2011.5.

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Asree, Susita, Moula Cherikh, and Suresh Gopalan. "The impact of supply chain responsiveness and strategic supply chain collaboration on innovation performance." International Journal of Business Performance and Supply Chain Modelling 10, no. 2 (2018): 131. http://dx.doi.org/10.1504/ijbpscm.2018.098306.

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Cherikh, Moula, Suresh Gopalan, and Susita Asree. "The impact of supply chain responsiveness and strategic supply chain collaboration on innovation performance." International Journal of Business Performance and Supply Chain Modelling 10, no. 2 (2018): 131. http://dx.doi.org/10.1504/ijbpscm.2018.10019698.

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Tomasowa, Judith Marilyn. "ASEAN TIGERS’ TRILEMMA: A TRAVEL AND TOURISM BATTLE IN COMPETITIVENESS AND RESPONSIVENESS." Jurnal Muara Ilmu Ekonomi dan Bisnis 1, no. 1 (May 12, 2017): 62. http://dx.doi.org/10.24912/jmieb.v1i1.407.

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ASEAN is facing a trilemma in travel and tourisme competitiveness and responsiveness which is shown in 2015 Travel & Tourism Competitiveness Index (TTCI) by World Economic Forum.The ranks of ASEAN member are so differs due to ASEAN members weakness and strength. By having considered that ASEAN’s goals are to establish a strong economic community and to improve regional autonomy, development, competitiveness, to cope with poverty, human development and equality, then they should work out these issues, which are also as the focuss in ASEAN 2016-2025Tourism Strategic Plan. ASEAN should think as One Vision, One Identity and One Community, in any discussion or agreement to come out with the best solutions. It is demanded that the members and its public-private sectors to sacrifice some of its domestic and bilateral advantages, in order to gain ASEAN Regional competitive and responsive advantages to the global market demands. This paper is using qualitative method, which is supported by indexing and weighted average towards ASEAN 2015-2016 TTCI 14 pillar. It is utilizing the trend of global travellers and international visitors arrivals in ASEAN. Its results are 4 levels of priority for ASEAN Travel and Tourisme Development, discovering the needs to socializing One Identity, One Vision, One Identity and One Community at the ASEAN national levels, recommendations in Intra-ASEAN and Interregional cooperations. The paper’s purpose is present the competitiveness and responsiveness concepts and its problems that related to ASEAN trilemma that involves strategic policies and regional paradigm in.travel and tourism synergized national policies and regulations.Keywords: Tourism, Competitiveness, Sustainability, ASEAN Regional Strategy, Responsiveness.

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Farahani, Mohammad Reza, and Mohammad Heydary. "The Nexus of Human Resource Management and Productive Performance of Staff at Arak Petrochemical Complex." Mapta Journal of Mechanical and Industrial Engineering (MJMIE) 4, no. 1 (November 10, 2020): 51–58. http://dx.doi.org/10.33544/mjmie.v4i1.141.

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The presence of human resource management (HRM) with its strategic role including critical responsibility and responsiveness required superior strategic knowledge and profound comprehension of the field. In this study the relation between the HRM and employees performance productivity is being investigated. The methodology of collecting data, here, is descriptive and survey-based. The statistical society of this research includes all levels of employment, including managerial and labour positions made up of 4100 personnel from which 370 people were chosen as sample using Cochran technique. Regarding inferential statistics the Pearson correlation coefficient was validated for the assumptions considered. The terms containing each of organization strategies, human resource capabilities and human resource strategies made a sum of 68% of performance variance.

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Hagen, Birgit, Antonella Zucchella, and Pervez Nasim Ghauri. "From fragile to agile: marketing as a key driver of entrepreneurial internationalization." International Marketing Review 36, no. 2 (April 8, 2019): 260–88. http://dx.doi.org/10.1108/imr-01-2018-0023.

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PurposeThe purpose of this paper is to conceptualize strategic agility in entrepreneurial internationalization and highlight the role of marketing “under particular conditions” – those of early and fast internationalizers.Design/methodology/approachThe study is based on in-depth case studies of four entrepreneurial internationalizers using an inductive approach. The role of marketing is studied along a set of four key business processes, i.e. sensing through selective customer/partner intimacy; business development through selective experimentation and testing; coordination and harmonization of multiple stakeholders; and creative extension of resources.FindingsStrategic agility is a composite of flexibility and selective responsiveness. Marketing thought, mainly through customer and partner interaction, plays a prominent role in achieving strategic agility. Customer- and market-centric thinking needs to be built in a key set of business processes. Marketing’s contribution to strategic agility means an ability to cope with time, relationship and functional dependencies. Strategic agility helps improve the risk profile of the entrepreneurial internationalizer. Entrepreneurial internationalizers are particularly suited to compete on and benefit from strategic agility.Practical implicationsThe findings show managers and entrepreneurs in early and fast internationalizing ventures a path to strategic agility which helps to overcome the many parallel challenges that come with firm foundation and internationalization.Originality/valueStrategic agility is a novel explanation for entrepreneurial internationalization. The study explains the prominent role played by marketing in achieving strategic agility and growth. Strategic agility is reconceptualized in the context of the young and small internationalizing firm.

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Olayiwola, Saheed O., and Francis O. Adeyemi. "Strategic Health Purchasing and Health System Performance in Nigeria." International Journal of Research and Innovation in Social Science 06, no. 07 (2022): 238–45. http://dx.doi.org/10.47772/ijriss.2022.6718.

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Purchasing has been adopted by many countries as a mechanism to achieve greater efficiency and improved responsiveness of services to patient demands. This study examined the effects of strategic health purchasing on health system performance in Nigeria. The data for the study was collected using a purposive sampling survey in the Akure metropolis. The results indicated a positive relationship between health system performance and purchasing strategy, payment mechanism and service utilisers with the regression coefficients of 0.30, 0.16 and 0.33. This implied that purchasing strategy, payment mechanism and service utilisers are likely to improve health system performance. The results also revealed a positive relationship between each of the health system performance measurement dimensions (life expectancy, the performance of different areas of health services, distribution of access to health facilities, fairness of health financing, prompt attention to medical needs and purchasing strategy, providers payment mechanism and service utilisers. It was concluded that health system performance can be improved by the implementation of strategic health purchasing. Therefore, paying for health care services should be made strategic and rules relating to auditing and accountability should be made more effective.

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Thompson, Jessica, Sara Hagenah, Hosun Kang, David Stroupe, Melissa Braaten, Carolyn Colley, and Mark Windschitl. "Rigor and Responsiveness in Classroom Activity." Teachers College Record: The Voice of Scholarship in Education 118, no. 5 (May 2016): 1–58. http://dx.doi.org/10.1177/016146811611800506.

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Background/Context There are few examples from classrooms or the literature that provide a clear vision of teaching that simultaneously promotes rigorous disciplinary activity and is responsive to all students. Maintaining rigorous and equitable classroom discourse is a worthy goal, yet there is no clear consensus of how this actually works in a classroom. Focus of Study What does highly rigorous and responsive talk sound like and how is this dialogue embedded in the social practices and activities of classrooms? Our aim was to examine student and teacher interactions in classroom episodes (warm-ups, small-group conversations, whole-group conversation, etc.) and contribute to a growing body of research that specifies equity in classroom practice. Research Design This mixed-method study examines differences in discourse within and across classroom episodes (warm-ups, small-group conversations, whole-group conversation, etc.) that elevated, or failed to elevate, students’ explanatory rigor in equitable ways. Data include 222 secondary science lessons (1,174 episodes) from 37 novice teachers. Lessons were videotaped and analyzed for the depth of students’ explanatory talk and the quality of responsive dialogue. Findings The findings support three statistical claims. First, high levels of rigor cannot be attained in classrooms where teachers are unresponsive to students’ ideas or puzzlements. Second, the architecture of a lesson matters. Teachers and students engaging in highly rigorous and responsive lessons turned potentially trivial episodes (such as warm-ups) of science activity into robust learning experiences, connected to other episodes in the same lesson. Third, episodes featuring one or more forms of responsive talk elevated rigor. There were three forms of responsive talk observed in classrooms: building on students’ science ideas, attending to students’ participation in the learning community, and folding in students’ lived experiences. Small but strategic moves within these forms were consequential for supporting rigor. Conclusions/Recommendations This paper challenges the notion that rigor and responsiveness are attributes of curricula or individual teachers. Rigorous curriculum is necessary but not sufficient for ambitious and equitable science learning experiences; the interactions within the classroom are essential for sustaining the highest quality of scientific practice and sense-making. The data supported the development of a framework that articulates incremental differences in supporting students’ explanatory rigor and three dimensions of responsiveness. We describe implications for using this framework in the design of teacher programs and professional development models.

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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 (July 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 and just and/or both responsive and caring, and these behaviors are both strategic and ethical. To demonstrate the potential descriptive and prescriptive value of the framework, I descend the ladders of abstraction associated with these concepts and apply the framework to two business situations.

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Borge Cordovilla, Francisco José. "La Anastilosis Virtual como herramienta didáctica en la enseñanza de la Historia. Ejemplos y propuestas de trabajo." Virtual Archaeology Review 1, no. 2 (May 25, 2010): 83. http://dx.doi.org/10.4995/var.2010.4694.

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<p>Examining the potential of techniques for 3D virtual reality applied to the restitution of historical and architectural environments, as a strategic tool for the history teaching, justified in two areas that directly affect the responsiveness of the pupil, stimulating favorably toward learning of this: the attraction of the visual techniques and the active interaction. We use two of our work in parallel but different concept, as the computer for which they were designed.</p>

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Sun, Zhe. "In Search of Complementarity in China’s Innovation Strategy through Outward Strategic Mergers and Acquisitions Policy: A Behavioural Additionality Approach." Science, Technology and Society 23, no. 1 (January 4, 2018): 107–36. http://dx.doi.org/10.1177/0971721817744449.

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Chinese policymakers have witnessed great efforts in building indigenous innovation-led economy as well as a deep interest in promoting outward strategic mergers and acquisitions (M&As) as a major approach to acquire advanced technological know-how. Although debates take place regarding whether the governmental promotion of strategic M&As has an impact on the particular responsiveness of Chinese enterprises in terms of innovation activities, most studies use input or output additionality approaches that directly measure either the additional investment in innovation or the innovation output in the form of commercial benefits. The adoption of these approaches has led to inconclusive results. In this article, we assess the relationship between the governmental promotion and enterprises’ responses using a behavioural additionality approach. The findings show that China’s outward strategic M&A policy is likely to increase enterprises’ willingness to venture abroad, extend their international innovation networks, change their focus on innovation and, last but not least, enhance the learning capacity of Chinese government. We conclude that outward strategic M&As is an avenue to achieve the innovation-led economy in China.

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Sundström, Agneta, and Zahra Ahmadi. "The Mediating Role of CSR on the Market Orientation and Strategic Performance Relationship—A Study of the Public Housing Companies in Sweden." Sustainability 11, no. 6 (March 13, 2019): 1537. http://dx.doi.org/10.3390/su11061537.

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This article serves to analyze the impact of corporate social responsibility (CSR) on (1) the market orientation and strategic performance relationship related to public housing companies’ choice of construction strategies and (2) the companies’ responsiveness to gathered and disseminated customer information. The quantitative method is applied, with data analyzed by the PROCESS analysis. The result is based on a survey sent to 289 public housing companies in Sweden. Previous research suggests a positive relationship between market orientation and strategic performance, which was not confirmed by this study. When testing the mediation effects of CSR on the market orientation and construction strategies relationship, these hypotheses were confirmed related to social and environmental dimensions—not economic ones. This study was limited to public housing companies, a sector that radically differs from the situation of companies in the open market. The study increases public housing companies’ knowledge of CSR effects on the market orientation and strategic performance relationship. This result contributes useful information for companies implementing CSR in their activities. The study highlights the importance of integrating CSR into an organization’s market orientation work and shows how CSR improves the companies’ ability to meet customers’ strategic needs.

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Journal articles on the topic 'Strategic responsiveness'

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