Insights on Strategic Management Practices in Jordan: A Review of Literature

Strategic management and its practices have become the most important stream need to discuss and focus in business environment, due to its vital role in improving economic growth. Although many benefits and advantages can be obtained from using strategic management, but a lot of organizations still resist or employ it a little, since some of them think this method is only helpful for larger organizations and they didn’t believe its benefits also for small-medium sized enterprises (SME) as well. The purpose of this study is to review the studies which discuss the strategic management concept and its role and impact on the organization in Jordan. The paper adopted the descriptive cross sectional research design. The study found that majority of the organization try to adopt different strategies to achieve its organizational objectives which may include competitive advantage, market share, corporate reputation and total quality of the operation. The study concludes that strategic management has a significant correlation with many factors, for instance competitive advantage and great performance. It is recommended that the management should have a long-term strategic thought towards the using of strategic management tools and employ the right resources to obtain the desired success of a business depends basically on the value creation, and skill of its top management and the strategic formulation and implementation within the context of ambiguity of the business environment. The study methodology is based on a systematic review of empirical studies on the usage of strategic management models and methods. Keywords: Strategic management, Strategic planning, Jorda

Strategic Management and Social Economy Organizations – a method proposal to analyse its impact

The present paper intends to develop an analysis about how strategic management is essential for the sustainability of social economy organizations. In fact, even though those organizations are non-profitable and aim to achieve social goals, it is necessary that they can apply strategic tools to improve their results. Above that, human resources must also be prepared to implement this kind of tools and to manage those organizations as they had profit scope. As we could already understand, most of the social organizations studied only use some of the tools of strategic management by legal imposition or by requirement of the financing entities. This situation results in poor efficiency of these tools and a reduced impact on improving organizational sustainability. In this paper, we intend to present a survey proposal, developed by an applied research for social economy, that can be applied on social organizations to understand the real impact of the use of those tools on their efficiency and sustainability. The analysis survey proposal was already tested on several social organizations, geographically confined to the north of Portugal (in social organizations of 3 municipalities). The adopted methodology fits into the bibliographic exploration, supported by techniques of document and content analysis, being the investigation essentially of descriptive type. The expected results will be presented as a paper review with a survey proposal, emphasizing its importance and how social organizations managers can improve their role in inclusive and socially responsible societies.info:eu-repo/semantics/publishedVersio

The Impact of Customer-Centric Knowledge Management Systems on Strategic Decision-Making

For organizations to make strategic decisions, they require knowledge derived from either internal resources or the external environment. This research examines the sharing of knowledge between an organization and its external customers, including the role of a customer-centric knowledge system. A recently developed customer-centric knowledge system is observed to determine the support it provides for the identification and utilization of customer knowledge, and the influence it has on strategic decision-making processes. Factors considered to influence an organization’s utilization of customer knowledge in decision-making are the perceptions and beliefs regarding customer knowledge, knowledge management support processes, types of knowledge being captured, and system design processes adopted by the organization. The effects of the newly implemented customer knowledge management system and the captured customer knowledge on strategic decision-making are examined through a qualitative case study situated in an international health care systems provider. A survey administered to the sales function collects collaborating quantitative data that is utilized to understand the impact of customer knowledge, including the sales function’s role in acquiring this knowledge from medical professionals. This research serves to answer the following questions: 1) what do organizations consider customer knowledge, 2) what types of customer knowledge may be captured using knowledge management systems and processes, and 3) what impact does customer knowledge have on strategic decision-making

A CORRELATION ANALYSIS OF LEARNING ORGANIZATION AND CHANGE MANAGEMENT: IS IT A STRATEGY TO HAVE A COMPETITIVE ADVANTAGE IN YOUR ORGANIZATION?

For an organization to be competitive, employee involvement plays a significant role. As human wants and needs are always changing, it necessitates new products and services in the market. When it comes to external triggers; social, political, economic, and technological changes impact organizational policies and processes. To update these elements, organizations must have a learning culture by adopting a strategic move in its structure. A mixed-approach (theories and survey/interview) study with an investigation on change management and learning organization in selected industrial companies in the UAE, with a sample size of 400, aids to find the relationship between learning organization, change management, and competitiveness. The quantitative and qualitative analysis confirms the significance level of related dependent variables and the acceptance of hypothesis tests. Hence, organizations can utilize the model, strategic learning-change bundle that is crafted from this study towards its competitive advantage. Moreover, this study can further be analyzed with other change management variables as change is a continuous process

An Examination of Product Innovation and Buyer-Supply Relationships in Pakistani Firms

The purpose of this paper is to explore the interface between buyers and suppliers in the context of product innovation in an emerging economy. Specifically, it examines the strategic and tactical initiatives necessary to drive inter-organizational alignment and thus positive innovation outcomes. It also examines the impact of organizational characteristics on product innovation. Design/methodology/approach – Using survey data from 191 organizations in Pakistan, a structural equation model of the relationships between buyers’ and suppliers’ strategic focus on innovation, supplier innovation focus, collaborative innovation, and measures of product innovation and market performance is tested. In addition, hierarchical regression analysis is used to identify the impact of various organizational characteristics on product innovation performance. Originality/value – The study offers new insight into the role of inter-organizational collaboration as a driver of product innovation. Moreover, it adds to a limited literature on supply chain management in emerging economies generally, and on product innovation in the Indian sub-continent specifically. Findings – The results suggest that a firm’s product innovation performance is positively influenced by strategic buyer-supplier alignment with regard to product innovation, and the existence of mechanisms that foster inter-organizational collaboration. This in turn has a positive impact on market performance. Product innovation performance is also influenced by a firm’s age, the nature of its ownership, and the extent to which it exports its products

The internal and external context of sports organizations and its impact on the strategy developed

Managing a football club organization is a multifaceted undertaking encompassing various elements, including cost, revenue, investment, and debt management. It raises the question of whether there is a disparity in management approaches between the Royal Moroccan Football Federation and the National Professional Football League. The intricate matter of football management in Morocco reflects a history where, despite the efforts of various stakeholders, it still needs to be completed. While some aspects are gradually becoming more apparent, a considerable journey is still ahead to address all the complexities involved. The various research on strategic change within sports organizations enacts the captivating concept of change while briefly analyzing the impact of the internal and external context on the strategic evolution of a sports club. We delved into how these dynamic entities were compelled to adopt a proactive approach in response to evolving demands and expectations from their stakeholders, all while navigating an ever-changing sports landscape. However, there is more to the story, as the football world keeps growing, transforming, and pushing the boundaries of innovation. In this highly anticipated follow-up, we will dig deeper into the crucial role of internal and external context and its impact on the strategies devised within our elite football clubs. Qualitative research plays a pivotal role in management science research. Our work aims to establish a coherent strategy that empowers sports organizations, particularly professional clubs, to function in a healthy climate and generate competitive and organizational benefits in the short, medium, and long term. Achieving this objective necessitates the application of techniques dedicated to qualitative longitudinal research.   Keywords: internal context, external context, growth strategy, performance, strategic change. JEL Classification: Z20 Paper type: Empirical researchManaging a football club organization is a multifaceted undertaking encompassing various elements, including cost, revenue, investment, and debt management. It raises the question of whether there is a disparity in management approaches between the Royal Moroccan Football Federation and the National Professional Football League. The intricate matter of football management in Morocco reflects a history where, despite the efforts of various stakeholders, it still needs to be completed. While some aspects are gradually becoming more apparent, a considerable journey is still ahead to address all the complexities involved. The various research on strategic change within sports organizations enacts the captivating concept of change while briefly analyzing the impact of the internal and external context on the strategic evolution of a sports club. We delved into how these dynamic entities were compelled to adopt a proactive approach in response to evolving demands and expectations from their stakeholders, all while navigating an ever-changing sports landscape. However, there is more to the story, as the football world keeps growing, transforming, and pushing the boundaries of innovation. In this highly anticipated follow-up, we will dig deeper into the crucial role of internal and external context and its impact on the strategies devised within our elite football clubs. Qualitative research plays a pivotal role in management science research. Our work aims to establish a coherent strategy that empowers sports organizations, particularly professional clubs, to function in a healthy climate and generate competitive and organizational benefits in the short, medium, and long term. Achieving this objective necessitates the application of techniques dedicated to qualitative longitudinal research.   Keywords: internal context, external context, growth strategy, performance, strategic change. JEL Classification: Z20 Paper type: Empirical researc

How do you ‘market-ing’?: Exploring marketing practice in commercial organizations

Marketing practice has to do with how practitioners carry out marketing activities, mostly in the context of business. Currently, the marketing discipline faces a gap between practice and theory, which has generated confusion amongst practitioners on the role and functions of marketing. Additionally, marketing has been disproportionately practised at a tactical level, which contributes to the field losing its place in strategic planning and decision-making. Considering these problems and given the lack of studies that address how marketing is being practised by commercial organizations, the main purpose of this study has been to develop an understanding of the role that marketing plays in organizations, the way it is structured and what functions are attributed to it. This research builds on empirical data collected mainly through interviews to marketing decision-makers in commercial organizations. Three main findings were revealed by this research: market orientation is the unifying idea of the role of marketing, the marketing structure goes beyond a department, and marketing functions skew towards communication. At a theoretical level, this study adds to the current literature by presenting the relevance of market orientation, expanding the notion of structural marketing, and confirming that currently marketing skews towards communication, raising relevant questions of its’ impact. At a practical and managerial level, this research contributes to the understanding of how marketing is practised. It may help marketing practitioners and decision-makers to reflect on the role, structure, and functions of marketing in their organizations

Extranet or the Too-little-known Linchpin of Globalization

Little known outside of Intranet, the Extranet has grown from a simple entry point into a virtual territory where organizations collaborate, trade, handle exclusively their business partners, and ensure that any confidential content remain private. Since the Extranet has eliminated distance and time, it has become one major instrument of globalization, making most of its definitions obsolete in view of the strategic management roles it plays nowadays. onsidering the main strategic platforms supported by Extranet, be it e-commerce, collaboration, protection of intangible assets and value constellations, this article suggests that a more accurate definition of Extranet be used; one that reflects the fact that over the past decade it has carved its own identity and its own role - well differentiated from the Intranet. An adaptation of Frohlich and Westbrook’s (2001) theoretical framework “Arcs of Integration” is then suggested as further quantitative analysis of the measurement of the impact of the Extranet on a company’s performance

Digital divides? UK film council strategy and the digital screen network

In retrospect it is easy to identify digital technology and the disruptive nature of the internet as two key factors shaping the broader screen landscape over the last decade or so, but how did organizations deal with that process at the time? This article examines the role that digitization and its wider ramification across the UK film industry’s patterns of distribution and exhibition played in both the strategic thinking and operational practice of the UK Film Council (UKFC) during its lifetime (2000 – 2011). It draws on interviews with key policy shapers and asks was the UKFC too slow to identify the transformative impact that digital would have on all areas of the film industry? By focusing on the origins and implementation of the Digital Screen Network is examines the impact of this programme on the UK film industry. It also offers insight into the organizational challenges of shaping digital film policy in an international industry

STRATEGIC CHOICE PERSPECTIVE TO TECHNOLOGICAL CHANGE

In today‘s work organizations, managing technology – and its role in organizational processes – attracts great attention due to its core significance for the success of the organization life as a whole. In attempting to understand technology-related organizational change, involving complex interactions between management, technology and organization structure, one should not interpret it as solely the adaptation process of organizations to the impact of the technology itself instead organizational actors‘ intervention in shaping the direction of technological change.There has been a long debate between economists and organizational sociologist about the analysis of technological change. When the literature is reviewed, the most crucial result that emerges is the interdependence of technological change on many subjects and thus its complexity. It is not only that change is solely driven by technological and competitive pressures, but also it is influenced by social and political factors. Additionally, organizations are inherently in a constant state of change behind their stable appearance. Technological change is the product of this chronic unpredictability and uncertainty of organizational life; therefore, it is as well a very complex and uncertain process. This volatile and multifaceted nature of the change process is the challenge that demands a greater emphasis on non-technical aspects of it. In this paper, people in organizations are the starting point to discuss inherently complex and uncertain nature of technological change process with reference to case studies in the context of the political nature of the organizations. Instead of assuming that technology-related organizational change is mainly an adaptation to ‗the inherent and unavoidable requirements of technology‘ as in the case in technological determinism, it is suggested that strategic choices within adopting organizations and negotiation processes between dominant coalitions and other organizational actors affect the organizational outcome of technological change. This further indicates the importance of the idea that there is no best way for all organizations rather there are organizationspecific ways for each due to the variance in their cultures, structures and power relations. The stress will be on the argument that technological change, far from being an ‗event‘, is a social and political process and divergent stakeholder interests within organizations shape the outcomes by their strategic choices, decisions and negotiations