Index
ISBN: 978-1-78973-012-8, eISBN: 978-1-78973-011-1
Publication date: 11 February 2019
This content is currently only available as a PDF
Citation
(2019), "Index", Andersen, T.J., Torp, S. and Linder, S. (Ed.) Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management (Emerald Studies in Global Strategic Responsiveness), Emerald Publishing Limited, Leeds, pp. 125-130. https://doi.org/10.1108/978-1-78973-011-120191009
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Accountability of actors
, 34–35
Accounting-based criteria
, 16
Accumulated knowledge
, 102
Adaptive firms
, 10
Adaptive responsiveness
analysis
, 69, 72
background
, 63–64
final estimated and exploring model
, 75
hypotheses
, 65–66
hypothesized model relationships
, 66
limitations
, 77
measurement instruments
, 68–69
measures
, 70–71
methodology
, 66–72
research design and data collection
, 66–68
results
, 72–75
Adaptive SMEs, OS in
, 37
Adaptive strategy-making in turbulent environments
, 1
background
, 3–4
perspectives
, 6
Advanced decision-making practices in SMEs
, 29
Affective commitment
, 12, 15, 18–19
Ambidexterity
ambidextrous firms design solutions
, 86
capability and resilience
, 84–86
consistency
, 91
consistency and resilience
, 86–87
Ambiguity
, 37, 67
AMOS 22 SEM software
, 72
Analogical reasoning
, 98, 102
archive, sense-making, and strategic renewal
, 102–104
Angle of trajectory between exploration/exploitation
, 89
Antecedents of resilience
, 83
Archival literature
, 101–102
Archive
, 102–104, 106
Atlas.ti 7 qualitative data analysis software
, 114
“Attentional engagement”
, 105–106
Attitude change
, 35
Autonomous actions
, 3
Autonomous strategic action
, 68–69
Autonomy
, 2, 5, 12–13, 15, 42, 43, 57
middle managers
, 48
Average variance extracted (AVE)
, 69
Beeb.com
, 116
Behavioral endowments
, 84
Big data
, 13–14
Board meetings
, 30
Bonded Warehouse Keeper Association
, 34
Boston Consulting Group
, 9
British Broadcasting Corporation (BBC)
, 112
adaptation of
, 112
Charter
, 118
data collection and analysis
, 113–114
empirical setting
, 113
findings
, 114–119
forms of strategic response
, 116–118
iPlayer
, 113, 118
methods and data
, 113–114
phases of strategic response
, 114–116
strategic responses to digitization
, 117
temporary incorporation as driver of strategic responsiveness
, 118–119
theoretical background
, 112–113
timeline
, 115
Worldwide
, 117
British Sky Broadcasting
, 116
Budgeting, top line
, 26
Bureaucratic decision-making processes
, 65
Ceefax
, 113
Central strategic planning
, 61–62
Centralized structure
, 63–64
Charter renewal process
, 118
Chi-square difference test
, 67, 68
Chi-square test of measurement model
, 72
Chibar2 test
, 51
Chief executive officer (CEO)
, 4, 10, 14, 47, 57
Commitment to change
, 12, 15
Communication systems
, 63
Comparative fit index (CFI)
, 72
Competitive advantage of SMEs
, 28
Complex strategy-making process
, 62
Complexity
, 103
Composite reliability (CR)
, 69
Conduct of business
, 99
Confirmatory factor analysis (CFA)
, 67, 72
Conjoint studies
, (see Vignette experiments)
Consistency
, 83
Continuance commitment
, 12, 18
Control variables
, 69, 89–90
Controls
, 46–47, 48
Conventional conceptualization of strategic management
, 63
Conventional strategic management process
, 3
Corporate archive
, 98, 99
analogical reasoning
, 102–104
history in strategy research
, 100–102
Corporate decision structure
, 63
Corporate history
, 100, 101
Corporate success
, 2
Correlation analysis
, 72
Covariance-based approach of structural equation modeling
, 17
Criteria autonomy
, 13, 16
Cronbach’s alpha
, 48, 69
Cross-sectional survey
, 43
Crown Castle UK
, 116
Data collection
, 42, 66–68
“De-accession” material
, 106
Decentralized strategy-making
, 61–62
Decision-making
, 6, 11
advanced decision-making practices in SMEs
, 29
bureaucratic
, 65
strategic
, 28, 102
Dependent variable
, 46, 48
Descriptive statistics
, 91
of field study
, 50
of vignette experiment
, 49
Digital technologies
, 10
Digital Terrestrial Television network
, 116
Digital transformation
, 113
Digitization
, 100
advances of
, 20
Dual strategy-making approaches, effectiveness of
, 3
Duality theme
, 3
Dynamic environment
, 19
Emotional endowments
, 84
Engineering and Physical Sciences Research Council (EPSRC)
, 31
Entrepreneurial actions
, 44
scale using for measuring engagement in
, 58
Entrepreneurial orientation
, 12
Environment
dynamic
, 19
of organization
, 16
state of technological turbulence
, 13
Euclidean distance
, 89
Executive team
, 57
Experimentation
, 85
Exploitation
, 89
Exploration
, 89
External collaborations
, 116–117
Factiva global press database
, 114
Factor analysis
, 46, 48
Factor loadings
, 69
Factorial surveys
, (see Vignette experiments)
Family ownership
, 82, 83
and resilience
, 87–88
Family-owned firm
, 89
variable
, 90
Family-owned MEs
, 88
Field study
data
, 47–48
descriptive statistics
, 49
empirical results
, 52–53
scale using for measuring management support in
, 59
Firm(s)
, 86
competitiveness
, 100
firm-specific strategy-making processes
, 62
performance
, 69
resilience
, 88–89
size
, 90
Formal business plan
, 34
Formal partner meetings
, 31
Formal strategy-making process
, 63
Global business environment
, 1
Goodness-of-fit index (GFI)
, 72
Grenoble School of Management
, 6
Harman’s one-factor test
, 48, 67
Head of Marketing and Sales (HMS)
, 67
History of Britain, The
, 117–118
Hypothesized effects
, 67
Inclusive OS practices
, 27–28
Inclusive strategy
, 36
Independent variables
, 46, 48
Inductive qualitative data analysis
, 31
Industry control
, 48
Industry variables
, 90
Instituto de Empresa Familiar (IEF)
, 89
Interactive controls
, 66, 68, 73
effects of interactive control systems
, 63
Interactive processes
, 3
Internal competencies
, 117–118
Internal consistency
, 69
Interrelationships
, 104
Intrapreneurship, research on
, 43
Kaiser–Meyer–Olkin’s measure (KMO measure)
, 46
Koebmandsstandens oplysningsbureau (KOB)
, 67
Kolmogorov–Smirnov test
, 72
Latent variables
, 69, 73
Leadership
dimension
, 62–63
participative leadership style
, 5, 65, 68
supportive
, 42
transformational
, 12
Legitimacy of actors
, 34–35
Longevity
, 2
Lower-level
constructs
, 68
decisions
, 64
managers
, 64
Management
information
, 63
strategy
, 26
support
, 43, 48, 57
team
, 33, 35
top
, 4, 6, 10, 34, 65
Managerial populations
, 45
Managing Director (MD)
, 31, 34
Manipulation check
, 47
Marker variable test
, 67
Market-based criteria
, 16
Measurement instruments
, 68–69
Medium-sized enterprises (MEs)
, (see also Small and medium enterprises (SMEs)), 5, 82
ambidexterity capability and resilience
, 84–86
ambidexterity consistency and resilience
, 86–87
analyses and results
, 90
control variables
, 89–90
family ownership and resilience
, 87–88
sample and data collection
, 88
senior managers at
, 82
theoretical background
, 83–88
variables and measures
, 88–89
Middle managers
, 42
autonomy
, 48
Model-building approach
, 73
Moderation through technological turbulence
, 13–14
Monitoring of outcomes
, 63
Multifaceted strategy-making process
, 63
Multilevel-mixed effects regressions
, 51
Netflix
, 111–112
Nonresponse testing on firm’s characteristics
, 47
Normative commitment
, 12, 15, 18
Normed fit index (NFI)
, 72
NVivo 11 Pro Qualitative data analysis software
, 31
Open strategy (OS)
, 4, 26
in adaptive SMEs
, 37
extended conceptual framework in SMEs
, 35
legitimacy and accountability of actors
, 34–35
lens
, 27–28
modalities
, 28
process at Whisky Co
, 32–35
readying for
, 33–34
research process
, 30–31
SME strategy
, 28–30
Openness
, 26, 36
Operations Director
, 31, 33–34
Operations Manager
, 31, 35
ORBIS® database
, 88
Ordinary least squares (OLS)
, 90
regression analyses
, 92–93
Organizational ambidexterity (OA)
, 88, 89
consistency
, 89
Organizations
, 83–84
agents
, 2
renewal
, 29
resilience
, 81, 84
slack
, 89
Paradigm shifts in strategy
, 28
Participation
, 5, 27, 34, 36
Participative leadership style
, 5, 65, 68
performance effect
, 73
Participatory practices
, 27, 36
Path dependency
, 100–101
Permission
impact to change on strategic flexibility
, 15–16
through work autonomy
, 12–13
Personal willingness
, 15
Procedural measures
, 48
Procedural remedies
, 67
Profitability targets
, 26
Psychologists
, 83, 88
Random allocation
, 46–47
Readying stage
, 5, 36
Real-time data collection
, 45
Regression analysis
, 90
Regression models
, 48
Relational endowments
, 84
Relational mapping
, 103
Reliability
, 69, 83, 85
Research
design and data collection
, 66–68
implications for
, 18–20
on intrapreneurship
, 43
model
, 14
process
, 30–31
Research Councils UK (RCUK)
, 31
Resilience
, 82, 84
Resiliency
model for
, 83
sources of
, 85
Resource slack
, 89–90
Return on assets (ROA)
, 69
Robust findings
, 105
Robustness of model
, 75
Root mean square error of approximation (RMSEA)
, 72
Royal Charter (2007)
, 116, 118
Schemas
, 102
Seizing
, 84
opportunities
, 86
Senior managers
, 33
Sense-giving
, 101
Sense-making
, 101, 102–104
history in
, 6
Sensing
, 84
Sequence of theory-based nested structural models
, 72
Single factor test
, 48
Small and medium enterprises (SMEs)
, (see also Medium-sized enterprises (MEs)), 26, 83
conceptual framework to analyzing OS in
, 30
extended conceptual framework for understanding OS in
, 35
managers
, 30, 37
strategic decision-making in
, 28
strategy
, 28–30
Social-desirability, issue of
, 47
Statistical measures
, 48
Stock listing
, 48
Strategic/strategy
change
, 10
choice
, 101
consensus
, 27
consistency
, 87
control
, 62–63
formulation in SMEs
, 29
implementation in SMEs
, 29–30
logic
, 11
management
, 26
map for Whisky Co
, 32
orientation of CEO
, 14
renewal
, 13, 102–104
researchers
, 97
reviews in SMEs
, 30
strategy-making processes
, 2, 62
strategy-related constructs in model
, 66
Strategic decision-making
, 102
in SMEs
, 28
Strategic flexibility
, 11
derivation of hypotheses
, 14–17
implications for research
, 18–20
limitations and opportunities for future research
, 20–21
methodology and key results
, 17–18
moderation through technological turbulence
, 13–14
permission through work autonomy
, 12–13
practical implications
, 20
research model
, 14
theoretical foundation
, 11–14
in turbulent times
, 9, 10
willingness through commitment to change
, 11–12
Strategic planning
, 66, 69
and controls
, 64
importance of
, 73
Strategic response/responsiveness
, 3, 43, 112
forms
, 116–118
methods
, 46–50
phases
, 114–116
problem of ascertaining directional claims
, 43–44
results
, 51
temporary incorporation as driver of
, 118–119
vignette experiments
, 44–45
Strategy as practice (SAP)
, 3
Structural equation models
, 72, 74
Supportive leadership
, 42
SWOT analysis
, 33
Technological turbulence
moderating role of
, 16–17
moderation through
, 13–14
Temporary incorporation
, 6
as driver of strategic responsiveness
, 118–119
Temporary organization
, 120
3D printing
, 13–14
Top management
, 6, 10, 34, 76
application of control systems
, 4
conducting leadership style
, 75
leadership style assessment
, 68
support and autonomy
, 43
support for experimentation and entrepreneurship
, 65
Transformational leadership
, 12
Transparent OS practices
, 27
Transparent strategy
, 36
Tucker–Lewis index (TLI)
, 72
Turbulent business environment
, 2
UKTV
, 116
Uncertainty
, 4, 6, 17, 98, 103–105
Upper echelons
, 83, 86
theory
, 10, 11, 105
“Uses of the past” literature
, 98
Variables
, 88–89
control
, 69, 89–90
dependent
, 46, 48
family-owned firm
, 90
independent
, 46, 48
industry
, 90
latent
, 69, 73
Vignette experiments
, 5, 42, 44–45
data
, 46–47
descriptive statistics
, 49
empirical results
, 52–53
sentence using in
, 57
Walking with Beasts
, 117–118
Whisky Co
, 30–31
OS process at
, 32–35
strategy map for
, 32
Willingness
through commitment to change
, 11–12
impact to change on strategic flexibility
, 14–15
Work autonomy
method autonomy
, 13
permission through
, 12–13
scheduling autonomy
, 13
YouTube
, 111–112
- Prelims
- Chapter 1 Introduction: Adaptive Strategy-making in Turbulent Environments
- Chapter 2 Strategic Flexibility in Turbulent Times: Impact of CEO’s Willingness and Permission to Change
- Chapter 3 Exploring Adaptive Small and Medium Enterprises through the Lens of Open Strategy
- Chapter 4 Autonomy and Leadership Support as Antecedents to Intrapreneurship: Value of Vignette Experiments for Research on Strategic Responsiveness
- Chapter 5 Achieving Adaptive Responsiveness through Strategic Planning, Autonomous Strategic Actions, and Interactive Controls
- Chapter 6 Strategic Responsiveness of Medium-sized Enterprises During an Economic and Financial Crisis: Antecedents of Resilience
- Chapter 7 Perceiving the Present by Means of the Past: Theorizing the Strategic Importance of Corporate Archives
- Chapter 8 Temporary Incorporation as a Mechanism of Strategic Responsiveness: The BBC’s Digital Transformation, 1992–2015
- Index