Pub Date : 2010-03-12DOI: 10.1504/IJSSM.2010.032162
M. Nathan
Galbreath (2009), recognising the need for firms to more consciously link sustainability to core strategy, developed a sustainability-strategic issues framework. This article reinforces this framework by making assessment and feedback integral to the sustainable strategy process. Additional opportunities for sustainable competitive advantage through sustainability and beyond Galbreath are offered here. They are rooted in the core competencies of the firm and are made integral to the strategic management process. Galbreath is tentative as to whether the sustainability movement is like the industrial revolution in scope. This article seeks to reinforce that a revolution of just such a magnitude is at hand.
{"title":"'Lighting tomorrow with today': towards a (strategic) sustainability revolution","authors":"M. Nathan","doi":"10.1504/IJSSM.2010.032162","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032162","url":null,"abstract":"Galbreath (2009), recognising the need for firms to more consciously link sustainability to core strategy, developed a sustainability-strategic issues framework. This article reinforces this framework by making assessment and feedback integral to the sustainable strategy process. Additional opportunities for sustainable competitive advantage through sustainability and beyond Galbreath are offered here. They are rooted in the core competencies of the firm and are made integral to the strategic management process. Galbreath is tentative as to whether the sustainability movement is like the industrial revolution in scope. This article seeks to reinforce that a revolution of just such a magnitude is at hand.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"138 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124363451","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-03-12DOI: 10.1504/IJSSM.2010.032161
W. Crandall, John E. Spillan
This article looks to the future by discussing emerging trends in the field of crisis management. The ideas presented are intended to begin a larger discussion on how top management must be future oriented to make sure that crisis planning is not just a once a year or ad hoc activity. The article discusses traditional and emerging trends in the context of crisis management. It also introduces the social factors that have an impact on crisis management thinking, planning and implementation. Concluding remarks discuss points that managers should focus on in order to sustain a responsive and agile organisation.
{"title":"A Look to the Future: Emerging Trends in Crisis Management","authors":"W. Crandall, John E. Spillan","doi":"10.1504/IJSSM.2010.032161","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032161","url":null,"abstract":"This article looks to the future by discussing emerging trends in the field of crisis management. The ideas presented are intended to begin a larger discussion on how top management must be future oriented to make sure that crisis planning is not just a once a year or ad hoc activity. The article discusses traditional and emerging trends in the context of crisis management. It also introduces the social factors that have an impact on crisis management thinking, planning and implementation. Concluding remarks discuss points that managers should focus on in order to sustain a responsive and agile organisation.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116042859","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-03-12DOI: 10.1504/IJSSM.2010.032165
D. Allwright, H. Vredenburg
International joint venture (IJV) agreements have long been regarded as the preferred method for risk mitigation for firms seeking to expand internationally. However, these agreements often fail to deliver on their promise of risk reduction, resulting in those firms managing conflicts and drawing the firm into a resource threatening crisis. The premise of this paper is that crisis management starts with a good risk reduction strategy. The authors examine two resource extraction firms engaged in an international expansion and how the traditional vehicle for risk reduction (IJVs) failed to avert a crisis that threatened those two firms.
{"title":"A new species of global corporate risk: social issues, international firm expansion theory and crisis avoidance in the energy industry","authors":"D. Allwright, H. Vredenburg","doi":"10.1504/IJSSM.2010.032165","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032165","url":null,"abstract":"International joint venture (IJV) agreements have long been regarded as the preferred method for risk mitigation for firms seeking to expand internationally. However, these agreements often fail to deliver on their promise of risk reduction, resulting in those firms managing conflicts and drawing the firm into a resource threatening crisis. The premise of this paper is that crisis management starts with a good risk reduction strategy. The authors examine two resource extraction firms engaged in an international expansion and how the traditional vehicle for risk reduction (IJVs) failed to avert a crisis that threatened those two firms.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"103 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116788572","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-03-12DOI: 10.1504/IJSSM.2010.032163
J. Parnell, John E. Spillan, Donald L. Lester
Recent research has challenged the long-term viability of traditional competitive strategies, primarily from environmental and ecological points of view and has sought to bridge the gap between these ostensibly contradictory perspectives. This paper builds on previous work by considering the notion of sustainable strategic management (SSM) in emerging economies. Emerging countries can harbour crisis threats that impede efforts toward sustainability. Effective management of the environmental, economic and social responsibility issues is critical to the success of any SSM plan. These functional areas are at the core of any society's existence and must be monitored and managed for any sustainability efforts to be successful. Two disparate cases – Chile and Poland – are discussed to illustrate the significance and difficulty of implementing SSM efforts in emerging economies. Implications and directions for future research are presented.
{"title":"Crisis aversion and sustainable strategic management (SSM) in emerging economies","authors":"J. Parnell, John E. Spillan, Donald L. Lester","doi":"10.1504/IJSSM.2010.032163","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032163","url":null,"abstract":"Recent research has challenged the long-term viability of traditional competitive strategies, primarily from environmental and ecological points of view and has sought to bridge the gap between these ostensibly contradictory perspectives. This paper builds on previous work by considering the notion of sustainable strategic management (SSM) in emerging economies. Emerging countries can harbour crisis threats that impede efforts toward sustainability. Effective management of the environmental, economic and social responsibility issues is critical to the success of any SSM plan. These functional areas are at the core of any society's existence and must be monitored and managed for any sustainability efforts to be successful. Two disparate cases – Chile and Poland – are discussed to illustrate the significance and difficulty of implementing SSM efforts in emerging economies. Implications and directions for future research are presented.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126504706","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-03-12DOI: 10.1504/IJSSM.2010.032160
W. Coombs
Sustainability is becoming an increasing important topic for managers. One illustration is the development of the strategic sustainability management discipline. There is a growing expectation that corporations will address sustainability in some fashion. Moreover, sustainability is used to shape reputations in part through corporate social responsibility (CSR). Sustainability can be used to develop CSR and CSR is a vital component of reputation management efforts. As a result, corporations are becoming more susceptible to outside attacks that question their sustainability efforts or lack thereof. That susceptibility exists whether the challenge is simply an issue of meeting expectations or if the organisation is delivering on promised sustainability claims. This manuscript explores sustainability challenges and the implications for crisis managers. The sustainability challenges are viewed as one means by which sustainability connects with crisis management.
{"title":"Sustainability: a new and complex 'challenge' for crisis managers","authors":"W. Coombs","doi":"10.1504/IJSSM.2010.032160","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032160","url":null,"abstract":"Sustainability is becoming an increasing important topic for managers. One illustration is the development of the strategic sustainability management discipline. There is a growing expectation that corporations will address sustainability in some fashion. Moreover, sustainability is used to shape reputations in part through corporate social responsibility (CSR). Sustainability can be used to develop CSR and CSR is a vital component of reputation management efforts. As a result, corporations are becoming more susceptible to outside attacks that question their sustainability efforts or lack thereof. That susceptibility exists whether the challenge is simply an issue of meeting expectations or if the organisation is delivering on promised sustainability claims. This manuscript explores sustainability challenges and the implications for crisis managers. The sustainability challenges are viewed as one means by which sustainability connects with crisis management.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132104290","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2010-03-12DOI: 10.1504/IJSSM.2010.032164
S. Taneja, M. Pryor, Long Zhang
Crisis management is a strategic and tactical leadership imperative which can positively or negatively impact an organisation's or a nation's competitive capability and potential for long-term success, survival, and sustainability. Therefore, crisis management should be integrated into the overall strategic and tactical plans of organisations and nations. Organisational leaders should use a crisis management process which is capable of being consistent and easily replicated. In this article, the authors propose a seven step crisis management process which aligns well with the classical/traditional strategic management process. In addition, we offer an example of the integration of crisis management into an organisational strategic plan. Also, we make recommendations for future crisis management research.
{"title":"Crisis management: a strategic and tactical leadership imperative for organisational sustainability","authors":"S. Taneja, M. Pryor, Long Zhang","doi":"10.1504/IJSSM.2010.032164","DOIUrl":"https://doi.org/10.1504/IJSSM.2010.032164","url":null,"abstract":"Crisis management is a strategic and tactical leadership imperative which can positively or negatively impact an organisation's or a nation's competitive capability and potential for long-term success, survival, and sustainability. Therefore, crisis management should be integrated into the overall strategic and tactical plans of organisations and nations. Organisational leaders should use a crisis management process which is capable of being consistent and easily replicated. In this article, the authors propose a seven step crisis management process which aligns well with the classical/traditional strategic management process. In addition, we offer an example of the integration of crisis management into an organisational strategic plan. Also, we make recommendations for future crisis management research.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127632212","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2009-12-21DOI: 10.1504/IJSSM.2009.030514
A. Messica
Governments and regional organisations spend significant amounts of money in order to stimulate sustainable knowledge spillover and diffusion via innovation networks. Using metrics borrowed from graph theory and a newly defined metric, this paper sets up the taxonomy and provides a quantitative analysis of innovation networks in their broadest sense, topology-wise, as well as their efficiency from information flow perspective. I argue that decision makers should apply holistic approach to innovation and decide upon a balanced mix of different types of networks in order to maximise the innovation efficiency/intensity versus costs.
{"title":"Optimal design of information flow in innovation networks","authors":"A. Messica","doi":"10.1504/IJSSM.2009.030514","DOIUrl":"https://doi.org/10.1504/IJSSM.2009.030514","url":null,"abstract":"Governments and regional organisations spend significant amounts of money in order to stimulate sustainable knowledge spillover and diffusion via innovation networks. Using metrics borrowed from graph theory and a newly defined metric, this paper sets up the taxonomy and provides a quantitative analysis of innovation networks in their broadest sense, topology-wise, as well as their efficiency from information flow perspective. I argue that decision makers should apply holistic approach to innovation and decide upon a balanced mix of different types of networks in order to maximise the innovation efficiency/intensity versus costs.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"160 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114603641","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2009-12-21DOI: 10.1504/IJSSM.2009.030513
George M. Puia
Diversification poses a strategic management dilemma. Paths to sustainability require firms to develop new products and technologies and to adjust their networks of suppliers and customers; sustainability requires diversification. To become fully sustainable, firms need to diversify in ways unrelated to their core knowledge of technology and markets. Financial markets tend to discount shares of firms that diversify. The current literature does not distinguish sustainability related diversification (SRD) from other motives for diversification. This paper, after reviewing the related literature, proposes some testable propositions that could lead to the development of a mid-range theory of sustainability-related diversification.
{"title":"The sustainability-diversification dilemma","authors":"George M. Puia","doi":"10.1504/IJSSM.2009.030513","DOIUrl":"https://doi.org/10.1504/IJSSM.2009.030513","url":null,"abstract":"Diversification poses a strategic management dilemma. Paths to sustainability require firms to develop new products and technologies and to adjust their networks of suppliers and customers; sustainability requires diversification. To become fully sustainable, firms need to diversify in ways unrelated to their core knowledge of technology and markets. Financial markets tend to discount shares of firms that diversify. The current literature does not distinguish sustainability related diversification (SRD) from other motives for diversification. This paper, after reviewing the related literature, proposes some testable propositions that could lead to the development of a mid-range theory of sustainability-related diversification.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125698299","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2009-12-21DOI: 10.1504/IJSSM.2009.030516
D. Brachos, Konstantinos Kafentzis, Konstantinos Samiotis, Eythymios Bothos
Undoubtedly, innovation is a key driver of industrial and firm competitiveness, as it is one of main sources of achieving a sustainable competitive advantage (Damanpour, 1991; Damanpour and Gopalakrishnan, 2001). Literature views collaboration and common innovation infrastructure as the most important triggers of innovation and creativity (Damanpour, 1991). The process of idea management includes the generation, collection, development, evaluation and selection of new ideas, whereas common innovation infrastructure includes the mechanisms in place for supporting research, the cumulative 'stock' of technological knowledge, and the materiality of idea work upon which new ideas are developed and commercialised. This paper emphasises in the process of idea evaluation introducing idea markets (IM) as a new dominant collaborative tool for creativity and innovation. The purpose of this paper is to empirically test the overall performance and feasibility of the idea market for evaluating new ideas in real-world settings.
毫无疑问，创新是工业和企业竞争力的关键驱动力，因为它是实现可持续竞争优势的主要来源之一(Damanpour, 1991;Damanpour and Gopalakrishnan, 2001)。文献认为协作和共同创新基础设施是创新和创造力最重要的触发因素(Damanpour, 1991)。创意管理的过程包括新创意的产生、收集、发展、评估和选择，而共同的创新基础设施包括支持研究的机制、技术知识的累积“库存”，以及创意工作的重要性，在此基础上，新创意得以开发和商业化。在创意评估的过程中，本文重点介绍了创意市场(IM)作为一种新的主导创意和创新的协同工具。本文的目的是实证检验创意市场在现实世界中评估新创意的整体表现和可行性。
{"title":"Enhancing innovation: the role of idea markets in evaluating ideas","authors":"D. Brachos, Konstantinos Kafentzis, Konstantinos Samiotis, Eythymios Bothos","doi":"10.1504/IJSSM.2009.030516","DOIUrl":"https://doi.org/10.1504/IJSSM.2009.030516","url":null,"abstract":"Undoubtedly, innovation is a key driver of industrial and firm competitiveness, as it is one of main sources of achieving a sustainable competitive advantage (Damanpour, 1991; Damanpour and Gopalakrishnan, 2001). Literature views collaboration and common innovation infrastructure as the most important triggers of innovation and creativity (Damanpour, 1991). The process of idea management includes the generation, collection, development, evaluation and selection of new ideas, whereas common innovation infrastructure includes the mechanisms in place for supporting research, the cumulative 'stock' of technological knowledge, and the materiality of idea work upon which new ideas are developed and commercialised. This paper emphasises in the process of idea evaluation introducing idea markets (IM) as a new dominant collaborative tool for creativity and innovation. The purpose of this paper is to empirically test the overall performance and feasibility of the idea market for evaluating new ideas in real-world settings.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"169 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133540515","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2009-12-21DOI: 10.1504/IJSSM.2009.030510
D. Welsh, M. Drăgușin
For decades the field of strategic management has been dominated by research on developed economies, especially those of USA and Europe. Emerging markets, such as the former Soviet bloc countries, have largely been ignored. These countries have experienced, in varying degrees, major political, economic and social changes that have had a major impact on their current entrepreneurial climate. Based on the new legal and institutional frameworks these former Soviet bloc emerging markets are establishing, the role women-owned businesses are playing to create economic growth and sustainable businesses are explored. The results showed similar findings in Romania compared to a similar study completed on women entrepreneurs in the Ukraine. Implications for sustainable strategic management in emerging economies are discussed.
{"title":"Sustainable strategic management in an emerging market economy: the case of Romanian women entrepreneurs.","authors":"D. Welsh, M. Drăgușin","doi":"10.1504/IJSSM.2009.030510","DOIUrl":"https://doi.org/10.1504/IJSSM.2009.030510","url":null,"abstract":"For decades the field of strategic management has been dominated by research on developed economies, especially those of USA and Europe. Emerging markets, such as the former Soviet bloc countries, have largely been ignored. These countries have experienced, in varying degrees, major political, economic and social changes that have had a major impact on their current entrepreneurial climate. Based on the new legal and institutional frameworks these former Soviet bloc emerging markets are establishing, the role women-owned businesses are playing to create economic growth and sustainable businesses are explored. The results showed similar findings in Romania compared to a similar study completed on women entrepreneurs in the Ukraine. Implications for sustainable strategic management in emerging economies are discussed.","PeriodicalId":319298,"journal":{"name":"International Journal of Sustainable Strategic Management","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129887977","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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