Pub Date : 2022-07-22DOI: 10.1108/jsma-08-2022-363
C. Troise, M. Tani, D. Matricano, E. Ferrara
[...]many boards of directors and senior management teams aspire to the efficiencies, innovations and competitive advantages that digital transformations might deliver (Andriole, 2017). According to the authors, the innovative transformation – i.e. companies adapting their business models to digitalization and sustainability trends – needs to be as sustainable as possible to offer benefits to organizations, customers and society at large. According to the author, these factors increase the consumers' satisfaction with online shopping experiences and generate repeat business, as well as positive reviews on social media. According to the authors, the implementation of digital platforms has a key role in supporting the entrepreneur in formulating strategic choices that allowed the company to continue offering its services despite the store closures imposed by the pandemic.
{"title":"Guest editorial: Digital transformation, strategic management and entrepreneurial process: dynamics, challenges and opportunities","authors":"C. Troise, M. Tani, D. Matricano, E. Ferrara","doi":"10.1108/jsma-08-2022-363","DOIUrl":"https://doi.org/10.1108/jsma-08-2022-363","url":null,"abstract":"[...]many boards of directors and senior management teams aspire to the efficiencies, innovations and competitive advantages that digital transformations might deliver (Andriole, 2017). According to the authors, the innovative transformation – i.e. companies adapting their business models to digitalization and sustainability trends – needs to be as sustainable as possible to offer benefits to organizations, customers and society at large. According to the author, these factors increase the consumers' satisfaction with online shopping experiences and generate repeat business, as well as positive reviews on social media. According to the authors, the implementation of digital platforms has a key role in supporting the entrepreneur in formulating strategic choices that allowed the company to continue offering its services despite the store closures imposed by the pandemic.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"12 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91275664","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 : 2022-07-13DOI: 10.1108/jsma-02-2022-0043
Sidhartha R. Das, C. Canel
PurposeThe purpose of this study is to propose a framework depicting the dynamic links between a firm’s external environment, competitive strategy, manufacturing strategy, competitive advantage and firm performance. This is followed by articulating expected differences among the the content and process dimensions dimensions of a manufacturing strategy for different competitive strategies.Design/methodology/approachToday, manufacturing is widely recognized as one of the most important means of creating and sustaining a competitive advantage. This paper studies the emerging broader view of the strategic role of manufacturing by offering a manufacturing strategy model, showing its impact on competitive advantage and, ultimately, firm performance. This is accomplished by identifying and defining major content and process dimensions of manufacturing strategy and relating them to a firm’s strategic type. The paper uses an integrative competitive strategy typology (Segev, 1989) to clarify differences in manufacturing strategy dimensions and different competitive strategies. The concept of “fit as gestalt” among the dimensions of manufacturing strategy is also introduced. This study presents the implications of fit between manufacturing and competitive strategy and the contribution of content and process dimensions of manufacturing strategy to firm performance and concludes by providing implications for executives and future research issues.FindingsDifferences in content and process dimensions of manufacturing strategy for different competitive strategies are clarified.Research limitations/implicationsOther researchers may propose different frameworks for linking manufacturing and competitive strategies.Originality/valueThis paper presents an integrative view of competitive and manufacturing strategies. It highlights the numerous choices companies must make to ensure fit among the competitive strategic types and their corresponding manufacturing strategies. This integration adds coherence and parsimony to the literature. It provides a basis for conceptualizing manufacturing strategy, thus reconciling different strategic perspectives and reducing a potential source of conflicting research results.
{"title":"Linking manufacturing and competitive strategies for successful firm performance: a review and reconceptualization","authors":"Sidhartha R. Das, C. Canel","doi":"10.1108/jsma-02-2022-0043","DOIUrl":"https://doi.org/10.1108/jsma-02-2022-0043","url":null,"abstract":"PurposeThe purpose of this study is to propose a framework depicting the dynamic links between a firm’s external environment, competitive strategy, manufacturing strategy, competitive advantage and firm performance. This is followed by articulating expected differences among the the content and process dimensions dimensions of a manufacturing strategy for different competitive strategies.Design/methodology/approachToday, manufacturing is widely recognized as one of the most important means of creating and sustaining a competitive advantage. This paper studies the emerging broader view of the strategic role of manufacturing by offering a manufacturing strategy model, showing its impact on competitive advantage and, ultimately, firm performance. This is accomplished by identifying and defining major content and process dimensions of manufacturing strategy and relating them to a firm’s strategic type. The paper uses an integrative competitive strategy typology (Segev, 1989) to clarify differences in manufacturing strategy dimensions and different competitive strategies. The concept of “fit as gestalt” among the dimensions of manufacturing strategy is also introduced. This study presents the implications of fit between manufacturing and competitive strategy and the contribution of content and process dimensions of manufacturing strategy to firm performance and concludes by providing implications for executives and future research issues.FindingsDifferences in content and process dimensions of manufacturing strategy for different competitive strategies are clarified.Research limitations/implicationsOther researchers may propose different frameworks for linking manufacturing and competitive strategies.Originality/valueThis paper presents an integrative view of competitive and manufacturing strategies. It highlights the numerous choices companies must make to ensure fit among the competitive strategic types and their corresponding manufacturing strategies. This integration adds coherence and parsimony to the literature. It provides a basis for conceptualizing manufacturing strategy, thus reconciling different strategic perspectives and reducing a potential source of conflicting research results.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"24 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-07-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83243729","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 : 2022-06-03DOI: 10.1108/jsma-01-2022-0005
Cecilia Grieco
PurposeThe sudden outbreak of COVID-19 has led in a very short time to a worldwide pandemic that has had severe effects on both businesses and daily lives. In a scenario characterised by the social distancing imperative, the sharing economy found itself struggling to survive, deprived of its core asset, namely, peer (human) relationships. The purpose of this paper is to reveal the coping strategies that have been implemented by sharing economy platforms to navigate the pandemic.Design/methodology/approachAn explorative empirical investigation of 20 sharing economy platforms was carried out during the first lockdown phase (March–June 2020). To drive the analysis, a theoretical framework was developed by merging the literature on the business model and crisis management strategies.FindingsThe answers provided by sharing economy platforms to the health crisis caused by the COVID-19 pandemic have been classified into nine typologies of intervention according to the developed framework, with illustrative examples.Originality/valueThis paper provides an empirical investigation into the impact of the COVID-19 pandemic on the sharing economy field and it offers evidence about the immediate reactions of sharing platforms to the health crisis effects. The paper also introduces a framework about business model and crisis management strategies as a conceptual tool that could be adopted by firms from other industries.
{"title":"Sharing at social distance: “clay-footed giants” coping strategies for navigating the pandemic","authors":"Cecilia Grieco","doi":"10.1108/jsma-01-2022-0005","DOIUrl":"https://doi.org/10.1108/jsma-01-2022-0005","url":null,"abstract":"PurposeThe sudden outbreak of COVID-19 has led in a very short time to a worldwide pandemic that has had severe effects on both businesses and daily lives. In a scenario characterised by the social distancing imperative, the sharing economy found itself struggling to survive, deprived of its core asset, namely, peer (human) relationships. The purpose of this paper is to reveal the coping strategies that have been implemented by sharing economy platforms to navigate the pandemic.Design/methodology/approachAn explorative empirical investigation of 20 sharing economy platforms was carried out during the first lockdown phase (March–June 2020). To drive the analysis, a theoretical framework was developed by merging the literature on the business model and crisis management strategies.FindingsThe answers provided by sharing economy platforms to the health crisis caused by the COVID-19 pandemic have been classified into nine typologies of intervention according to the developed framework, with illustrative examples.Originality/valueThis paper provides an empirical investigation into the impact of the COVID-19 pandemic on the sharing economy field and it offers evidence about the immediate reactions of sharing platforms to the health crisis effects. The paper also introduces a framework about business model and crisis management strategies as a conceptual tool that could be adopted by firms from other industries.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"74 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82045520","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}
P. Chemutai, Kennedy O. Ogollah, Zachary Bolo Awino, J. Owino
The purpose of this study was to examine the relationship between dynamic capabilities and competitive advantage of companies listed at Nairobi Securities Exchange. The specific objectives were to establish the influence of dynamic capabilities on competitive advantage of companies listed at Nairobi Securities Exchange. The study applied cross sectional descriptive survey as its research design and all the firms listed at the NSE formed the study population. The study established dynamic capabilities explain 44.8% of variation in competitive advantage. The hypothesis that dynamic capabilities construct has a significant influence on competitive advantage of companies listed at Nairobi Securities Exchange was therefore supported. The study recommends that all listed firms should encourage the development of dynamic capabilities as they are instrumental in combating environmental challenges and consequently ensure the attainment of a competitive advantage. The results contribute to theory development, policy and management practice with regard to the essentiality of dynamic capabilities in the realization of competitive advantage. The limitation of the study is that it used the top management individuals as the target respondents as opposed to including other employees in the organization. Nevertheless, this did not compromise the findings since top managers understand the workings of the firm and are able to discern the various aspects of the operations and strategy. Consequently, the study points out room for more research using a larger population, longitudinal studies and incorporating other companies that are not listed at Nairobi Securities Exchange.
{"title":"Dynamic Capabilities and Competitive Advantage of Companies Listed at Nairobi Securities Exchange","authors":"P. Chemutai, Kennedy O. Ogollah, Zachary Bolo Awino, J. Owino","doi":"10.5430/jms.v13n1p48","DOIUrl":"https://doi.org/10.5430/jms.v13n1p48","url":null,"abstract":"The purpose of this study was to examine the relationship between dynamic capabilities and competitive advantage of companies listed at Nairobi Securities Exchange. The specific objectives were to establish the influence of dynamic capabilities on competitive advantage of companies listed at Nairobi Securities Exchange. The study applied cross sectional descriptive survey as its research design and all the firms listed at the NSE formed the study population. The study established dynamic capabilities explain 44.8% of variation in competitive advantage. The hypothesis that dynamic capabilities construct has a significant influence on competitive advantage of companies listed at Nairobi Securities Exchange was therefore supported. The study recommends that all listed firms should encourage the development of dynamic capabilities as they are instrumental in combating environmental challenges and consequently ensure the attainment of a competitive advantage. The results contribute to theory development, policy and management practice with regard to the essentiality of dynamic capabilities in the realization of competitive advantage. The limitation of the study is that it used the top management individuals as the target respondents as opposed to including other employees in the organization. Nevertheless, this did not compromise the findings since top managers understand the workings of the firm and are able to discern the various aspects of the operations and strategy. Consequently, the study points out room for more research using a larger population, longitudinal studies and incorporating other companies that are not listed at Nairobi Securities Exchange.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"11 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89011115","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 : 2022-05-19DOI: 10.1108/jsma-12-2021-0243
A. Khalifa
PurposeThe purpose of this paper is to contest Mintzberg's influential “five Ps for strategy”. It exposes the negative side effect of these “five Ps” and urges a rethinking of the concept of strategy. It also points to an alternative direction for further research building on a more robust definition of strategy that does not aim to combine the five Ps but to focus instead on, and to draw boundaries around, the substance of strategy.Design/methodology/approachThe key arguments of Mintzberg's article are critically evaluated and alternative arguments are advanced.FindingsNone of the “five Ps for strategy” satisfies the criteria of a good definition. However, their impact is still evident, especially the definition of “strategy as pattern” and the idea that any decision can be “more or less” “strategic”. The “five Ps” have served their intent at the time, and their impact now is more negative than positive.Research limitations/implicationsThe “five Ps” are no longer useful in advancing the descriptive or prescriptive purposes of the strategy field. Researchers need to rethink the concept of strategy.Practical implicationsLeaders should not be confused by the “five Ps”. Instead, they should look for more rigorous and relevant definitions that help them think through their dynamic and uncertain environment.Originality/valueThis paper is probably the first to specifically contest the five definitions of strategy offered by Mintzberg and the argument behind them.
{"title":"Contesting Mintzberg's five Ps for strategy: it is time for a product recall","authors":"A. Khalifa","doi":"10.1108/jsma-12-2021-0243","DOIUrl":"https://doi.org/10.1108/jsma-12-2021-0243","url":null,"abstract":"PurposeThe purpose of this paper is to contest Mintzberg's influential “five Ps for strategy”. It exposes the negative side effect of these “five Ps” and urges a rethinking of the concept of strategy. It also points to an alternative direction for further research building on a more robust definition of strategy that does not aim to combine the five Ps but to focus instead on, and to draw boundaries around, the substance of strategy.Design/methodology/approachThe key arguments of Mintzberg's article are critically evaluated and alternative arguments are advanced.FindingsNone of the “five Ps for strategy” satisfies the criteria of a good definition. However, their impact is still evident, especially the definition of “strategy as pattern” and the idea that any decision can be “more or less” “strategic”. The “five Ps” have served their intent at the time, and their impact now is more negative than positive.Research limitations/implicationsThe “five Ps” are no longer useful in advancing the descriptive or prescriptive purposes of the strategy field. Researchers need to rethink the concept of strategy.Practical implicationsLeaders should not be confused by the “five Ps”. Instead, they should look for more rigorous and relevant definitions that help them think through their dynamic and uncertain environment.Originality/valueThis paper is probably the first to specifically contest the five definitions of strategy offered by Mintzberg and the argument behind them.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"78 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-05-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88234125","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}
The educated corrections officer/guard is sufficiently schooled in the relevant social science area and possesses sufficient theoretical knowledge such that the quality of work, purpose, and goals of incarceration could be met. Thus, the desire to bring professionalism into the field of corrections has been recognized for many decades, particularly after the Attica tragedy of 1971. However, in pursuit of adequate staffing levels many factors (geography, for example) diminish the ability of prisons and correctional facilities to obtain formally educated employees. This mixed-methods research aimed to first identify prison policies through random selection of state corrections agencies in the United States (n=20) that may allow certain years of service as a substitute for a bachelor’s degree in social sciences at hire. Secondly, there was a need to define how to calculate Pareto Distance (PD) as an indicator of incongruous education standards as to prison guards, and third, substantiate recommendations for benchmark employment to at least 1-in-5 guards with a baccalaureate. Unfortunately, the results were compelling. The majority of states permit teenagers to apply to work as prison guards. The incarceration rate is closely tied to the education level throughout the state. The Pareto Distance, however, represents a prospective benchmark for optimality where insufficient numbers of educated personnel are available to effectively operate a prison.
{"title":"The Absentee Formal Education in Prison Guard Hiring Traditions: Extrapolating Pareto Distance to Inform Personnel Optimality for Corrections Agencies","authors":"Robb Elton","doi":"10.5430/jms.v13n1p39","DOIUrl":"https://doi.org/10.5430/jms.v13n1p39","url":null,"abstract":"The educated corrections officer/guard is sufficiently schooled in the relevant social science area and possesses sufficient theoretical knowledge such that the quality of work, purpose, and goals of incarceration could be met. Thus, the desire to bring professionalism into the field of corrections has been recognized for many decades, particularly after the Attica tragedy of 1971. However, in pursuit of adequate staffing levels many factors (geography, for example) diminish the ability of prisons and correctional facilities to obtain formally educated employees. This mixed-methods research aimed to first identify prison policies through random selection of state corrections agencies in the United States (n=20) that may allow certain years of service as a substitute for a bachelor’s degree in social sciences at hire. Secondly, there was a need to define how to calculate Pareto Distance (PD) as an indicator of incongruous education standards as to prison guards, and third, substantiate recommendations for benchmark employment to at least 1-in-5 guards with a baccalaureate. Unfortunately, the results were compelling. The majority of states permit teenagers to apply to work as prison guards. The incarceration rate is closely tied to the education level throughout the state. The Pareto Distance, however, represents a prospective benchmark for optimality where insufficient numbers of educated personnel are available to effectively operate a prison.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"46 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86694150","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}
The pandemic crisis caused by the COVID-19 coronavirus in early 2020 resulted in a series of rapid developments in all areas of political, economic, social and technological life in every country and society, on a global level. The European Commission has announced the Next Generation recovery plan, with a budget of 750 billion euros for the period 2021-2027. The main scope for European Union is to create a greener, more digital and ultimately sustainable Europe, with increased resilience even in future crises. At the same time, energy is seen as vital for the development and prosperity of every country and society, let alone in today's era of interconnection, high technology and globalization. In this study, both secondary research as well as primary qualitative research took place with personal in-depth interviews with experts, such as academics, politicians and enterpreneurs, all of them considered as stakeholders in issues related to the “green” energy. The overall study produces useful conclusions and suggestions that can contribute to a better understanding of green energy and its economic and social impact on society. The new green deal seems to be a first-class opportunity for the radical restructuring of the European economy and the strengthening of institutions through a more dynamic, sustainable, green growth model that is expected to further shield society and the country from a new upcoming crisis which is likely to occur sooner and more ambitiously, according to what is happening in the global environment.
{"title":"Green Energy in Europe and SocioEconomic Impact","authors":"Floros Flouros","doi":"10.5430/jms.v13n1p31","DOIUrl":"https://doi.org/10.5430/jms.v13n1p31","url":null,"abstract":"The pandemic crisis caused by the COVID-19 coronavirus in early 2020 resulted in a series of rapid developments in all areas of political, economic, social and technological life in every country and society, on a global level. The European Commission has announced the Next Generation recovery plan, with a budget of 750 billion euros for the period 2021-2027. The main scope for European Union is to create a greener, more digital and ultimately sustainable Europe, with increased resilience even in future crises. At the same time, energy is seen as vital for the development and prosperity of every country and society, let alone in today's era of interconnection, high technology and globalization. In this study, both secondary research as well as primary qualitative research took place with personal in-depth interviews with experts, such as academics, politicians and enterpreneurs, all of them considered as stakeholders in issues related to the “green” energy. The overall study produces useful conclusions and suggestions that can contribute to a better understanding of green energy and its economic and social impact on society. The new green deal seems to be a first-class opportunity for the radical restructuring of the European economy and the strengthening of institutions through a more dynamic, sustainable, green growth model that is expected to further shield society and the country from a new upcoming crisis which is likely to occur sooner and more ambitiously, according to what is happening in the global environment.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"102 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80516217","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}