116 research outputs found
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Value co-creation in ICT services company: a case study of a cross-border acquisition
Post-merger and acquisition (M&A) integration is especially important for the services industry, where value co-creation between actors plays crucial role. This paper is a
qualitative single case study of a multinational company (MNE) in information technology (ICT) industry, and the post-acquisition processes of its subsidiary in Russia.
The main contribution of this article is the application of a value co-creation view, which until now has only been applied in the field of service industry research, to the settings of the international business. We also identify the actors and their roles and activities in the
value co-creation in the Russian context
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The mediating effect of environmental and ethical behaviour on supply chain partnership decisions and management appreciation of supplier partnership risks
Green supply chain management and environmental and ethical behaviour (EEB), a major component of corporate responsibility (CR), are rapidly developing fields in research and practice. The influence and effect of EEB at the functional level, however, is under-researched. Similarly, the management of risk in the supply chain has become a practical concern for many firms. It is important that managers have a good understanding of the risks associated with supplier partnerships. This paper examines the effect of firmsâ investment in EEB as part of corporate social responsibility in mediating the relationship between supply chain partnership (SCP) and management appreciation of the risk of partnering. We hypothesise that simply entering into a SCP does not facilitate an appreciation of the risk of partnering and may even hamper such awareness. However, such an appreciation of the risk is facilitated through CRâs environmental and stakeholder management ethos. The study contributes further by separating risk into distinct relational and performance components. The results of a firm-level survey confirm the mediation effect, highlighting the value to supply chain strategy and design of investing in EEB on three fronts: building internal awareness, monitoring and sharing best practice.Publisher statement: This is an Accepted Manuscript of an article published by Taylor & Francis in International Journal of Production Research on 18th July 2014, available online: http://www.tandfonline.com/10.1080/00207543.2014.93701
Balanced scorecard and hoshin kanri: dynamic capabilities for managing strategic fit
Purpose - The paper seeks to combine the uses of the balanced scorecard and hoshin kanri as integrative dynamic capabilities for the entire strategic management process. It aims to posit a model for the combination of these long- and short-term organisational activities as a framework for a senior level to manage a firm's strategic fit as an integrated organisation-wide system that links top management goals to daily management. Design/rnethodology/approach - The resource-based view of strategy is explored for its relevance to how a combined balanced scorecard and hoshin kanri approach serves as a high-order dynamic capability. Examples are given from Canon, Toyota and Nissan, of how core capabilities are managed to show how strategy is executed cross-functionally across a firm's functional hierarchy. Findings - The study finds that strategic management of the organisation should consider the long-term strategy as well as the short-term capability. Important to this are core capabilities and core competences, cross-functional management, and top executive audits, which, when managed properly, explicate a new view of strategic fit, as a form of nested hierarchies of dynamic capabilities. Originality/value - The paper is the first exposition of how balanced scorecard and hoshin kanri practices may usefully complement each other in strategic management. It is a useful framework for dynamically managing sustained competitive advantage
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Managing knowledge in supply chains: a catalyst to triple bottom line sustainability
Sustainable supply chain management (SSCM) has attracted the attention of researchers in recent years. Arguably the interest in SSCM is stimulated by the triple bottom line (TBL) which itself has received significant attention. In addition, knowledge management (KM) and its positive role in improving facets of supply chain development and performance have been topics of interest to academics. Despite all this positive development there is a paucity of theoretical and empirical studies identifying the broad capabilities that affect a firmâs ability to simultaneously pursue economic, environmental and social success. In this paper we use the natural-resource-based view (NRBV) and the knowledge-based view (KBV) to develop a series of propositions linking KM capability to strategic and operational supply chain sustainability and competiveness. We further test the veracity of these propositions by ascertaining the perceptions of 275 practicing managers using a survey instrument. The paper offers a systematic analysis of KMâs role in the development of sustainable supply chain (SSC) strategies and operations respectively. The findings confirm the credibility of a set of theoretical propositions derived from the extant literature, and also identify how different KM processes specifically facilitate strategic or operational development of SSCs. The paper provides researchers with a framework and understanding to guide future research on KM as a catalyst to the TBL in supply chains
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e-Leadership through strategic alignment: an empirical study of small- and medium-sized enterprises in the digital age
Small- and medium-sized enterprises (SMEs) play an important role in the European economy. A critical challenge faced by SME leaders, as a consequence of the continuing digital technology revolution, is how to optimally align business strategy with digital technology to fully leverage the potential offered by these technologies in pursuit of longevity and growth. There is a paucity of empirical research examining how e-leadership in SMEs drives successful alignment between business strategy and digital technology fostering longevity and growth. To address this gap, in this paper we develop an empirically derived e-leadership model. Initially we develop a theoretical model of e-leadership drawing on strategic alignment theory. This provides a theoretical foundation on how SMEs can harness digital technology in support of their business strategy enabling sustainable growth. An in-depth empirical study was undertaken interviewing 42 successful European SME leaders to validate, advance and substantiate our theoretically driven model. The outcome of the two stage process â inductive development of a theoretically driven e-leadership model and deductive advancement to develop a complete model through in-depth interviews with successful European SME leaders â is an e-leadership model with specific constructs fostering effective strategic alignment. The resulting diagnostic model enables SME decision makers to exercise effective e-leadership by creating productive alignment between business strategy and digital technology improving longevity and growth prospects
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Towards conceptualizing reverse service supply chains
Purpose
â Recognizing the heterogeneity of services, this paper aims to clarify the characteristics of forward and the corresponding reverse supply chains of different services.
Design/methodology/approach
â The paper develops a two-dimensional typology matrix, representing four main clusters of services according to the degree of input standardization and the degree of output tangibility. Based on this matrix, this paper develops a typology and parsimonious conceptual models illustrating the characteristics of forward and the corresponding reverse supply chains of each cluster of services.
Findings
â The four main clusters of service supply chains have different characteristics. This provides the basis for the identification, presentation and explanation of the different characteristics of their corresponding reverse service supply chains.
Research limitations/implications
â The findings of this research can help future researchers to analyse, map and model forward and reverse service supply chains, and to identify potential research gaps in the area.
Practical/implications
â The findings of the research can help managers of service firms to gain better visibility of their forward and reverse supply chains, and refine their business models to help extend their reverse/closed-loop activities. Furthermore, the findings can help managers to better optimize their service operations to reduce service gaps and potentially secure new value-adding opportunities.
Originality/value
â This paper is the first, to the authors ' knowledge, to conceptualize the basic structure of the forward and reverse service supply chains while dealing with the high level of heterogeneity of services
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Toward a strategic approach to studying COVID-19 pandemic
Purpose: The purpose of this introduction is fourfold: (1) to articulate the reasons for the special issue; (2) to highlight some of the fundamental issues related to the management research on COVID-19; (3) to introduce the authors and to summarize their contributions to this special issue; and (4) to provide some suggestions for future research pertaining to global challenges and business in general. Design/methodology/approach: This article introduces the special issue by addressing the following four points related to the COVID-19 pandemic: (1) conceptualization of the crisis, (2) the role of organizations, (3) challenges of the global pandemic and (4) businessâsociety relationships. We briefly relate the papers in this special issue to these four points and we conclude with some thoughts on how to move forward on research in this domain. Findings: The COVID-19 pandemic has proven to be one of the most important challenges to mankind and to organizations in recent years, and many organizations have proven to be very resilient in the face of this. Effective leadership, communication with stakeholders, global organizations and new organizational forms such as cross-sectoral collaborations have all proven important in dealing with this crisis. They will also likely be important for dealing with even more serious crises in the future such as climate change and other challenges referred to in the papers in this issue. Originality/value: This paper provides an overview and summary of the implications of the papers in this special issue. As such, its originality derives mostly from the originality of the papers contained in this special issue
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Alliance management capabilities in sustainabilityâoriented collaboration: problematization and new research directions
Sustainability-oriented collaboration, a heterogeneous set of formal interorganizational arrangements that vary considerably in size, membership, focus and functioning, but share the same interest in addressing sustainability challenges of public concern, is becoming a mainstay of corporate agenda setting. Yet, the more firms interact on social and environmental issues, the more the burdens and tensions of collaborating for sustainability become apparent. Research and practice increasingly question whether an alliance management capability (AMC) perspective can be adopted to explain variability in collaboration effectiveness. With the aim to investigate whether, and to what extent, existing sustainability-oriented collaboration research integrates or challenges mainstream theory on AMC, we adopt a problematization method to unpack the root assumptions underlying the AMC construct. We find that self-interest in economic value creation and capture, the need for homogeneity to favour knowledge accumulation and learning on alliance management, and predictable patterns of AMC deployment are consistently assumed by scholars to predict success in alliance management. Accordingly, we analyse AMC assumptionsâ current integration in the study of sustainability-oriented collaboration, conducting a systematic literature review on collaborative capabilities developed for, during and in response to sustainability challenges. In so doing, we identify what distinguishes sustainability-oriented collaboration from mainstream strategic alliances and the related implications on the collaborative capabilities firms should develop and deploy when dealing with sustainability challenges. We elaborate on these and their implications for AMC constructs to provide a future research agenda, which integrates further theoretical perspectives and broadens the scope of existing ones
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Institutions, industries and entrepreneurial versus advantage-based strategies: how complex, nested environments affect strategic choice
With primary and secondary data on 658 firms from 17 countries across three continents, we examine the combined influence of country-level institutions on industry attributes and in turn their effects on the choice of a defensive advantage-based strategy and an entrepreneurial strategy. We find that strong and efficient institutions constrain both dynamism and munificence in industries. In turn, industry dynamism has a negative effect on both entrepreneurial and advantage-based strategies. However, firms having strong relational capital with important stakeholders can better navigate these uncertain environments to employ both strategies with increasing strength. Alternatively, in more munificent environments, firms are less likely to employ advantage-based strategies and more likely to employ entrepreneurial strategies. This study demonstrates the environmental conditions under which firms are more-or-less likely to employ entrepreneurial strategies and defensive advantage-based strategies
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