Pub Date : 2023-02-09DOI: 10.1108/jsma-04-2022-0073
S. Akomea, Ahmed Agyapong, S. Aidoo, Simms Mensah Kyei
PurposeThis paper sought to investigate the conditional indirect relationship between managerial capabilities (MCs) and performance amongst small and medium-sized enterprises (SMEs) in the sub-Saharan African economy. The study considered social capital (SC) and entrepreneurial orientation (EO) as parallel mediating mechanisms and competitive intensity as boundary conditions within this relationship. The purpose of this paper is to address this issue.Design/methodology/approachData were obtained from SMEs (n = 206) in a sub-Saharan African nation. Bootstrapping (Process Macro) and hierarchical regression in statistical package for social sciences (SPSS) were used to analyse the data.FindingsThe results demonstrate that whereas EO presents a mechanism through which MC influences performance, SC does not mediate the MC–performance relationship. The results further demonstrate that competitive intensity provides various interaction effects such that at high levels of competitive intensity the indirect effect of MC on performance through SC is weakened and strengthened through EO. The study, therefore, provides clarity to the intricate power of interactions of external factors with firm-specific resources.Originality/valueThe study demonstrates that varying combinations of resources influence performance differently. The authors consider the influence of these mediators simultaneously in attempts to extend theory by buttressing the bundling effect of MC on SC and EO in driving performance. They also highlight the impact of the boundary conditions created by competitive intensity (CI) on these mediated relationships.
{"title":"The roles of social capital, entrepreneurial orientation and competitive intensity in managerial capability and performance relationship: evidence from an emerging market economy","authors":"S. Akomea, Ahmed Agyapong, S. Aidoo, Simms Mensah Kyei","doi":"10.1108/jsma-04-2022-0073","DOIUrl":"https://doi.org/10.1108/jsma-04-2022-0073","url":null,"abstract":"PurposeThis paper sought to investigate the conditional indirect relationship between managerial capabilities (MCs) and performance amongst small and medium-sized enterprises (SMEs) in the sub-Saharan African economy. The study considered social capital (SC) and entrepreneurial orientation (EO) as parallel mediating mechanisms and competitive intensity as boundary conditions within this relationship. The purpose of this paper is to address this issue.Design/methodology/approachData were obtained from SMEs (n = 206) in a sub-Saharan African nation. Bootstrapping (Process Macro) and hierarchical regression in statistical package for social sciences (SPSS) were used to analyse the data.FindingsThe results demonstrate that whereas EO presents a mechanism through which MC influences performance, SC does not mediate the MC–performance relationship. The results further demonstrate that competitive intensity provides various interaction effects such that at high levels of competitive intensity the indirect effect of MC on performance through SC is weakened and strengthened through EO. The study, therefore, provides clarity to the intricate power of interactions of external factors with firm-specific resources.Originality/valueThe study demonstrates that varying combinations of resources influence performance differently. The authors consider the influence of these mediators simultaneously in attempts to extend theory by buttressing the bundling effect of MC on SC and EO in driving performance. They also highlight the impact of the boundary conditions created by competitive intensity (CI) on these mediated relationships.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82556179","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 : 2023-01-09DOI: 10.1108/jsma-09-2022-0170
Serhan Kotiloglu
PurposeCorporate social responsibility (CSR) captures organizational actions that account for economic, social and environmental performance. CSR is becoming increasingly relevant for organizations because of changing societal norms and attitudes. Prior research on CSR shows that socially responsible actions are beneficial for the firm and the society. However, much less is known about the antecedents of CSR. The authors suggest that CSR is a strategic organizational decision and use organizational performance feedback theory to explain how organizations decide on CSR activities.Design/methodology/approachUsing a longitudinal sample of 189 US public firms with 1,050 observations, the authors test how performance decreases below aspirations and performance increases above aspirations influence CSR. The authors also test for the moderation effect of LGBT inclusion on these relationships as a proxy for CSR consistency and stakeholder support.FindingsThe authors find that as organizational performance decreases further below aspirations, CSR increases and LGBT inclusion strengthens this increase. The authors also find that as performance increases above aspirations, organizations become more engaged in CSR, but LGBT inclusion does not moderate this relationship.Originality/valuePrior research recently started extending the performance feedback theory to CSR, but empirical findings on the relationships between performance feedback and CSR are seemingly inconclusive. Moreover, studies had primarily focused on performance below aspirations and to a much lesser extent on performance above aspirations. This study aims to better integrate organizational performance feedback theory to the CSR discourse.
{"title":"Exploring how organizational performance feedback influences corporate social responsibility (CSR): the moderating role of LGBT inclusion","authors":"Serhan Kotiloglu","doi":"10.1108/jsma-09-2022-0170","DOIUrl":"https://doi.org/10.1108/jsma-09-2022-0170","url":null,"abstract":"PurposeCorporate social responsibility (CSR) captures organizational actions that account for economic, social and environmental performance. CSR is becoming increasingly relevant for organizations because of changing societal norms and attitudes. Prior research on CSR shows that socially responsible actions are beneficial for the firm and the society. However, much less is known about the antecedents of CSR. The authors suggest that CSR is a strategic organizational decision and use organizational performance feedback theory to explain how organizations decide on CSR activities.Design/methodology/approachUsing a longitudinal sample of 189 US public firms with 1,050 observations, the authors test how performance decreases below aspirations and performance increases above aspirations influence CSR. The authors also test for the moderation effect of LGBT inclusion on these relationships as a proxy for CSR consistency and stakeholder support.FindingsThe authors find that as organizational performance decreases further below aspirations, CSR increases and LGBT inclusion strengthens this increase. The authors also find that as performance increases above aspirations, organizations become more engaged in CSR, but LGBT inclusion does not moderate this relationship.Originality/valuePrior research recently started extending the performance feedback theory to CSR, but empirical findings on the relationships between performance feedback and CSR are seemingly inconclusive. Moreover, studies had primarily focused on performance below aspirations and to a much lesser extent on performance above aspirations. This study aims to better integrate organizational performance feedback theory to the CSR discourse.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2023-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79564089","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 : 2022-12-28DOI: 10.1108/jsma-05-2022-0081
A. Martynov
PurposeThis study aims to test the moderating effect of market-supporting institution on the strategic similarity–firm performance relationship.Design/methodology/approachThe present is study based on a large panel of firms from developed and emerging economies covering the period 2000–2014.FindingsHighly-developed market-supporting institutions improve the performance of firms that stick to industry's average strategies while weakly-developed market supporting institutions improve the performance of firms that deviate from industry norms.Originality/valueThis is the first paper that shows that the effect of strategic similarity on firm performance depends on the degree of development of market-supporting institutions.
{"title":"Strategic similarity and firm performance: the moderating role of national institutions","authors":"A. Martynov","doi":"10.1108/jsma-05-2022-0081","DOIUrl":"https://doi.org/10.1108/jsma-05-2022-0081","url":null,"abstract":"PurposeThis study aims to test the moderating effect of market-supporting institution on the strategic similarity–firm performance relationship.Design/methodology/approachThe present is study based on a large panel of firms from developed and emerging economies covering the period 2000–2014.FindingsHighly-developed market-supporting institutions improve the performance of firms that stick to industry's average strategies while weakly-developed market supporting institutions improve the performance of firms that deviate from industry norms.Originality/valueThis is the first paper that shows that the effect of strategic similarity on firm performance depends on the degree of development of market-supporting institutions.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-12-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85109634","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 : 2022-12-26DOI: 10.1108/jsma-01-2022-0011
K. Lagerström, Emilene Leite, Cecilia Pahlberg, R. Schweizer
PurposeIn this paper, the authors contribute with insights on competition and cooperation in multinational enterprises with a focus on challenges related to these governance mechanisms in a knowledge development context. The mechanisms have been widely recognized as important for developing knowledge, but their contradicting nature implies considerable complexity when it comes to governance. The complexity is further increased as a result of the headquarters-subsidiary relationships. The aim of this paper is to contribute with theoretical and empirical insights on these aspects by focusing on the research question: How and why does competition and cooperation in an MNE emerge over time?Design/methodology/approachA manufacturing MNE with headquarters (HQ) in Sweden is analyzed on both HQ and subsidiary levels. Interviews with 24 managers in Sweden and India have been performed.FindingsThe study illustrates that competition and cooperation are integral aspects in HQ-subsidiary relationships. The results show that both competition and cooperation depend on environmental, organizational and object-related conditions and that these conditions influence the dynamics of the interplay. The importance of including a subsidiary perspective and the interdependencies in an MNE setting are emphasized.Originality/valueThe authors add to the discussion on the interplay between competition and cooperation as they play an important role for knowledge development in MNEs. The results indicate that they do not take place simultaneously, and therefore, the authors suggest that the dynamic can be better understood by focusing on the interplay and analyze the concepts separately.
{"title":"The competition-cooperation interplay for knowledge development: a headquarters-subsidiary perspective","authors":"K. Lagerström, Emilene Leite, Cecilia Pahlberg, R. Schweizer","doi":"10.1108/jsma-01-2022-0011","DOIUrl":"https://doi.org/10.1108/jsma-01-2022-0011","url":null,"abstract":"PurposeIn this paper, the authors contribute with insights on competition and cooperation in multinational enterprises with a focus on challenges related to these governance mechanisms in a knowledge development context. The mechanisms have been widely recognized as important for developing knowledge, but their contradicting nature implies considerable complexity when it comes to governance. The complexity is further increased as a result of the headquarters-subsidiary relationships. The aim of this paper is to contribute with theoretical and empirical insights on these aspects by focusing on the research question: How and why does competition and cooperation in an MNE emerge over time?Design/methodology/approachA manufacturing MNE with headquarters (HQ) in Sweden is analyzed on both HQ and subsidiary levels. Interviews with 24 managers in Sweden and India have been performed.FindingsThe study illustrates that competition and cooperation are integral aspects in HQ-subsidiary relationships. The results show that both competition and cooperation depend on environmental, organizational and object-related conditions and that these conditions influence the dynamics of the interplay. The importance of including a subsidiary perspective and the interdependencies in an MNE setting are emphasized.Originality/valueThe authors add to the discussion on the interplay between competition and cooperation as they play an important role for knowledge development in MNEs. The results indicate that they do not take place simultaneously, and therefore, the authors suggest that the dynamic can be better understood by focusing on the interplay and analyze the concepts separately.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-12-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73723196","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 : 2022-12-12DOI: 10.1108/jsma-06-2022-0112
L. Xu
PurposeThe purpose of this study is to study the impact of the chief executive officer (CEO) general work experience on the level of firm internationalization in the form of foreign direct investment.Design/methodology/approachThe author collects and analyzes data on publicly traded US firms in the manufacturing sector from 1993 to 2012.FindingsThe author finds that CEOs with more general work experience tend to engage in a higher degree of foreign direct investment (FDI)-based internationalization. This relationship will be weakened by CEO stock ownership and enhanced by CEO Ivy League education.Originality/valueThis study enriches the understanding of the important role top managers play in internationalization decisions. The study also contributes to the literature on managerial risk-taking by exploring the outcomes of managerial risk-taking, which have been less studied than the antecedents.
{"title":"CEO general work experience and FDI-based internationalization","authors":"L. Xu","doi":"10.1108/jsma-06-2022-0112","DOIUrl":"https://doi.org/10.1108/jsma-06-2022-0112","url":null,"abstract":"PurposeThe purpose of this study is to study the impact of the chief executive officer (CEO) general work experience on the level of firm internationalization in the form of foreign direct investment.Design/methodology/approachThe author collects and analyzes data on publicly traded US firms in the manufacturing sector from 1993 to 2012.FindingsThe author finds that CEOs with more general work experience tend to engage in a higher degree of foreign direct investment (FDI)-based internationalization. This relationship will be weakened by CEO stock ownership and enhanced by CEO Ivy League education.Originality/valueThis study enriches the understanding of the important role top managers play in internationalization decisions. The study also contributes to the literature on managerial risk-taking by exploring the outcomes of managerial risk-taking, which have been less studied than the antecedents.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-12-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73173182","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 : 2022-11-23DOI: 10.1108/jsma-02-2022-0027
Heidi Korin, Hannele M J Seeck, Kirsi Liikamaa
PurposeThe literature on the past triggering learning in strategy practice is scant. To fill this gap, this study aims to examine the meaning of the past to learning in strategy practice and expands on the strategy-as-practice (SAP) literature. Understanding the relationship between the past and learning in strategy practice is important because learning is what keeps strategy practice in motion and remains in place, even if organizations and strategy practitioners change.Design/methodology/approachThe authors used a longitudinal case study design combined with historical methods to examine how the past is embedded in present strategy practice. To capture learning in strategy practice over time, the authors applied a four-stage methodology in our analysis of document and interview data.FindingsThe authors identified four dimensions of the past embedded in the present strategy practice. These dimensions emerged from the analysis of the interviews and document data. The study’s results showed that the past appears in structures and routines, materiality, positioning and reflecting over repeated rounds of strategic planning. According to the study’s results, reflecting on strategy practice draws on past structures and routines, positioning and materiality. The past facilitates reflecting and reflecting on the past enables learning in strategy practice.Originality/valueThe authors constructed a conceptual model and showed that in strategy practice, reflection triggers learning. The authors contributed to theory development by demonstrating how the past is embedded in present strategy practice and is available for use by strategy practitioners. The authors showed that strategy practice is a continuous learning process.
{"title":"Reflecting on the past—a key to facilitating learning in strategy practice?","authors":"Heidi Korin, Hannele M J Seeck, Kirsi Liikamaa","doi":"10.1108/jsma-02-2022-0027","DOIUrl":"https://doi.org/10.1108/jsma-02-2022-0027","url":null,"abstract":"PurposeThe literature on the past triggering learning in strategy practice is scant. To fill this gap, this study aims to examine the meaning of the past to learning in strategy practice and expands on the strategy-as-practice (SAP) literature. Understanding the relationship between the past and learning in strategy practice is important because learning is what keeps strategy practice in motion and remains in place, even if organizations and strategy practitioners change.Design/methodology/approachThe authors used a longitudinal case study design combined with historical methods to examine how the past is embedded in present strategy practice. To capture learning in strategy practice over time, the authors applied a four-stage methodology in our analysis of document and interview data.FindingsThe authors identified four dimensions of the past embedded in the present strategy practice. These dimensions emerged from the analysis of the interviews and document data. The study’s results showed that the past appears in structures and routines, materiality, positioning and reflecting over repeated rounds of strategic planning. According to the study’s results, reflecting on strategy practice draws on past structures and routines, positioning and materiality. The past facilitates reflecting and reflecting on the past enables learning in strategy practice.Originality/valueThe authors constructed a conceptual model and showed that in strategy practice, reflection triggers learning. The authors contributed to theory development by demonstrating how the past is embedded in present strategy practice and is available for use by strategy practitioners. The authors showed that strategy practice is a continuous learning process.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77420752","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 : 2022-11-01DOI: 10.1108/jsma-02-2022-0039
Sebastian Merten, Sascha L. Schmidt, Mathieu Winand
PurposeThe aim of this study is to identify organisational capabilities (OC) for a successful digital transformation (DT) and associated structures of internal teams to orchestrate and support DT.Design/methodology/approachAn explorative, qualitative study, comprising semi-structured interviews with 82 executives from 43 diverse National Football Associations (NFA) spread across five continents was conducted.FindingsThe results show that organisational culture, strategic sensitivity, up-to-date ICT-infrastructure, a digitally skilled workforce, leadership support, knowledge management and internal DT-teams are important capabilities to enable successful DT.Research limitations/implicationsDue to the different levels of maturity of digitalisation and the financial constraints, not every NFA intends or is able to assign a full-time staff member exclusively to digital issues. Therefore, the most appropriate person was interviewed in each NFA.Practical implicationsAdapting an organisational culture to the requirements of the digital age is one of the most important steps in implementing DT. It is equally important for the leadership to form the strategic framework and enable the necessary training of employees to improve the results of the digitalisation processes.Originality/valueThis is the first study investigating NFA's DT from a worldwide perspective, identifying the most important factors for successful DT-processes.
{"title":"Organisational capabilities for successful digital transformation: a global analysis of national football associations in the digital age","authors":"Sebastian Merten, Sascha L. Schmidt, Mathieu Winand","doi":"10.1108/jsma-02-2022-0039","DOIUrl":"https://doi.org/10.1108/jsma-02-2022-0039","url":null,"abstract":"PurposeThe aim of this study is to identify organisational capabilities (OC) for a successful digital transformation (DT) and associated structures of internal teams to orchestrate and support DT.Design/methodology/approachAn explorative, qualitative study, comprising semi-structured interviews with 82 executives from 43 diverse National Football Associations (NFA) spread across five continents was conducted.FindingsThe results show that organisational culture, strategic sensitivity, up-to-date ICT-infrastructure, a digitally skilled workforce, leadership support, knowledge management and internal DT-teams are important capabilities to enable successful DT.Research limitations/implicationsDue to the different levels of maturity of digitalisation and the financial constraints, not every NFA intends or is able to assign a full-time staff member exclusively to digital issues. Therefore, the most appropriate person was interviewed in each NFA.Practical implicationsAdapting an organisational culture to the requirements of the digital age is one of the most important steps in implementing DT. It is equally important for the leadership to form the strategic framework and enable the necessary training of employees to improve the results of the digitalisation processes.Originality/valueThis is the first study investigating NFA's DT from a worldwide perspective, identifying the most important factors for successful DT-processes.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90993620","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 : 2022-10-25DOI: 10.1108/jsma-07-2022-0123
Gavriel Dahan, Aviv Shoham
PurposeThe aim of this study is to examine the effect of strategic orientations on firm performance moreover, to assess the role of environmental munificence as a moderator for the link between strategic orientations and firm performance.Design/methodology/approachThis study designed as quantitative research method. Data were collected by structured questionnaire and included 185 managers from various industries in Israel. The analysis of this study was done by Smart PLS-SEM 3 software. Based on the resource-based view (RBV) of the firm, the authors view departmental characteristics (conflicts and connectedness) as antecedents of strategic orientations (customer and competitor). These, in turn, affect firm performance, defined here with two facets: behavioral (team spirit and commitment) and bottom-line performance.FindingsThe analysis results show that customer and competitor orientations affect bottom-line performance. However, only customer orientation affected team spirit and employee commitment. Finally, environmental munificence had a limited moderation role, affecting the relationship between competitor orientation and between behavioral outcomes (team spirit and commitment).Originality/valueThis study defining the importance of firm's strategic orientations as key capabilities for achieving competitive advantage.
{"title":"The relationship between strategic orientations and firm performance: is environmental munificence the missing link?","authors":"Gavriel Dahan, Aviv Shoham","doi":"10.1108/jsma-07-2022-0123","DOIUrl":"https://doi.org/10.1108/jsma-07-2022-0123","url":null,"abstract":"PurposeThe aim of this study is to examine the effect of strategic orientations on firm performance moreover, to assess the role of environmental munificence as a moderator for the link between strategic orientations and firm performance.Design/methodology/approachThis study designed as quantitative research method. Data were collected by structured questionnaire and included 185 managers from various industries in Israel. The analysis of this study was done by Smart PLS-SEM 3 software. Based on the resource-based view (RBV) of the firm, the authors view departmental characteristics (conflicts and connectedness) as antecedents of strategic orientations (customer and competitor). These, in turn, affect firm performance, defined here with two facets: behavioral (team spirit and commitment) and bottom-line performance.FindingsThe analysis results show that customer and competitor orientations affect bottom-line performance. However, only customer orientation affected team spirit and employee commitment. Finally, environmental munificence had a limited moderation role, affecting the relationship between competitor orientation and between behavioral outcomes (team spirit and commitment).Originality/valueThis study defining the importance of firm's strategic orientations as key capabilities for achieving competitive advantage.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83872179","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 : 2022-10-24DOI: 10.1108/jsma-10-2021-0207
Christiane Bellucci, R. Lavarda, Dinorá Eliete Floriani
PurposeDue to the changes in organizational, social, cultural and technological factors, companies from different contexts are shifting towards open forms of strategy-making with more widened inclusion of internal and external actors and greater transparency regarding their strategic issues, including their internationalization processes. The purpose of this paper is to understand how Open Strategizing occurs in the accelerated process of internationalization considering different contexts.Design/methodology/approachThe authors conducted a qualitative comparative case study in Brazilian and English technology-based small and medium-sized enterprises (SMEs) which rapidly internationalized. Furthermore, data was collected through semi-structured interviews, observations and documental analysis.FindingsThe authors suggest that openness contributes to the accelerated process of internationalization. Additionally, the authors show that the home-country and the national cultural contexts affect openness. The authors also disclose openness as crucial and inherent to the accelerated process of internationalization, while context is relevant but not determinant in the Open Strategizing.Originality/valueThe authors contribute to Open Strategy (OS) literature by presenting how Open Strategizing unfolds daily during the internationalization process and by evidencing the role of home-country and national cultural contexts in the configuration and dynamics of Open Strategizing. The authors also contribute to the international entrepreneurship (IE) literature by advancing the understanding of the strategies and drivers adopted by technology-based SMEs internationalizing in an accelerated way.
{"title":"Open strategizing and accelerated internationalization process in different contexts","authors":"Christiane Bellucci, R. Lavarda, Dinorá Eliete Floriani","doi":"10.1108/jsma-10-2021-0207","DOIUrl":"https://doi.org/10.1108/jsma-10-2021-0207","url":null,"abstract":"PurposeDue to the changes in organizational, social, cultural and technological factors, companies from different contexts are shifting towards open forms of strategy-making with more widened inclusion of internal and external actors and greater transparency regarding their strategic issues, including their internationalization processes. The purpose of this paper is to understand how Open Strategizing occurs in the accelerated process of internationalization considering different contexts.Design/methodology/approachThe authors conducted a qualitative comparative case study in Brazilian and English technology-based small and medium-sized enterprises (SMEs) which rapidly internationalized. Furthermore, data was collected through semi-structured interviews, observations and documental analysis.FindingsThe authors suggest that openness contributes to the accelerated process of internationalization. Additionally, the authors show that the home-country and the national cultural contexts affect openness. The authors also disclose openness as crucial and inherent to the accelerated process of internationalization, while context is relevant but not determinant in the Open Strategizing.Originality/valueThe authors contribute to Open Strategy (OS) literature by presenting how Open Strategizing unfolds daily during the internationalization process and by evidencing the role of home-country and national cultural contexts in the configuration and dynamics of Open Strategizing. The authors also contribute to the international entrepreneurship (IE) literature by advancing the understanding of the strategies and drivers adopted by technology-based SMEs internationalizing in an accelerated way.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":null,"pages":null},"PeriodicalIF":3.1,"publicationDate":"2022-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78178476","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}
Ghada Nabil Hashem Ahmed El-Emary, E. Hafez, Darby Roland
The purpose of this research is to examine the impact of electronic human resources management practices (E-HRM) across the dimensions represented in the (E-Recruitment, E-Selection, E-Training, E-Performance appraisal, E-Communication, and E-Compensation) on Human Resources Management Service Quality (HRMSQ) across the dimensions represented in (HR Strategic services, HR Supportive services, HR Executive (Administrative) services, and HR Change-related services). This research was conducted in the Fast-Moving Consumer Goods (FMCG) sector in the multinational companies in Egypt represented by all users of the E-HRM system at PepsiCo Egypt. Informal face-to-face structure interviews were first conducted in one of the companies of the FMCG sector that implement the E-HRM system. The research used questionnaire forms that consisted of 53 items and was distributed to 323 PepsiCo employees in Egypt who use the company E-HRM system. Descriptive analyses were then conducted to examine the correlation coefficients between variables of the research and testing hypotheses. The results revealed that there is a statistically significant impact of the dimensions of E-HRM practices on HRMSQ cross the dimensions represented in (HR Strategic services, HR Supportive services, HR Executive (Administrative) services, and HR Change-related services). It was also determined that there is a difference in employee’s perception towards the E-HRM Practices variable according to the demographic variables (age, educational qualifications, years of experiences, and job title). Finally, it revealed that there is a difference in employees’ perception towards the HRMSQ variable according to the demographic variables (age, educational qualifications, years of experiences, and job title).
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