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The purpose of this paper is to contribute to the successful implementation of digitalization by exploring what characterizes strategy work undertaken by companies that have achieved digital transformation. Based on empirical data, the authors delineate five essential strategic actions that are prerequisites for digital transformation: discuss and communicate the vision and strategy; align resources and activities with the strategy; ensure a continuous focus on operational improvements and efficiency; create an orientation toward customer or user needs and expectations; and develop the competencies of top managers, middle managers and employees.

Between January 2021 and February 2022, the authors conducted a survey on strategy work in Danish organizations with 2,251 respondents. The respondents encompass top managers, middle managers and employees representing 1,164 organizations.

The authors identify five strategic actions that positively influence whether organizations incorporate digitalization into their strategy work. These strategic actions can support organizations in their strategy work regarding digital transformation and offer valuable insights and inspiration for leaders currently undertaking the journey of digital transformation.

Based on the empirical data, it is not possible to deem one action as more important than another in the context of digital transformation, as each action contributes significantly to facilitating the process. Given the nature of empirical data, the strategic actions reflect correlation rather than causation.

The empirical insights provide valuable practical guidance for leaders in managing digital transformation as a part of strategy work, which is typically discussed in a more conceptual manner. In addition, the authors identify new areas for further in-depth exploration in practice.

There are few concepts in the modern business lexicon where people feel as strongly confident in their understanding of its meaning – while there is simultaneously such profound disagreement in how people actually define the term – than the concept of “strategy.” After decades of research and publications trying to correct this situation, the problem remains. It is difficult to advance the field, teach the field, or even effectively put it into practice if you cannot define what “it” is in a clear, concise, and meaningful way. This paper offers updated definitions of key strategic management concepts.

A large academic and practitioner literature review was added to the author’s personal experience as a Fortune 500 chief strategy officer and university professor to identify five separate concepts at the heart of current colloquial uses of the term “strategy.” These concepts were then clarified and defined with implications summarized.

The generic term “strategy” is frequently used in place of multiple other very distinct concepts. This problem of concept ambiguity can be greatly reduced by understanding and emphasizing the definitions and usage of five other, already existing, business terms – “Strategic Management,” “Strategic Planning Process,” “Strategic Plan,” “Realized Strategy,” and “Business Model.”

This paper identifies the negative effects of the misuse of the term strategy and offers clear, concise remedies. Resolving the definition problems is a necessary precursor to the advancement, education, and practice of the field.

Our understanding of the strategies that lead to the success of start-ups when they scale-up is limited when it occurs at the regional periphery. The main purpose of this study is to explore the specific strategies that start-ups employ to scale-up, specifically in contexts with high resource constraints at the regional periphery.

Analyzing the data from personal in-depth interviews with engineering and science start-up founders in peripheral regions of upstate New York USA bordering the Canadian Ontario, we explored a combination of internal and external strategies that start-ups employed to scale-up.

The study found that start-ups prioritize building internal scaling capacity in their human capital, organizational structure, scalable business model, finance and business ownership. To foster the scaling process further, start-ups develop new effective external strategies that target the business environment.

Policymakers and regional governments can use our research to develop more effective industrial policies for supporting start-ups’ growth and subsiding strategic industry clusters for rebooting new competition policy, which is a current debate in many industrialized economies including the US. This targeted regional industrial policy is specially needed when scaling-up at the regional periphery.

Our study is specially need it when scaling-up at the regional periphery and with limited resources.

This study enriches our understanding of the growth of start-ups and small ventures by providing context-based insights into how firms build the capacity to scale-up in highly challenging and uncertain business environments in a peripheral bordering region between the USA and Canada. It also offers useful managerial and policy implications.

Recycling is associated with positive social and environmental impact, but previous studies have overlooked the cost of recycling operations. Based on the dynamic capability view, the purpose of this study was to identify and evaluate risk factors and resilience strategies within the recycling industry, prioritize these factors and identify the optimal combination of resilience strategies and risk factors to improve market performance.

The research questions were addressed in three subsequent studies. In Study 1, qualitative interviews were conducted to identify risk factors and strategies to mitigate those risks. In Study 2, quality function deployment methodologies were implemented via case studies derived from three different companies. Based on the results of Studies 1 and 2, in addition to the use of fuzzy set qualitative comparative analysis, Study 3 aimed to determine the optimal combination of risk factors and strategies impacting market performance.

The results across the three studies revealed a number of risk factors as well as which risk factors and resilience strategies have the greatest impact on market performance. Specifically, it was found that higher levels of readiness, response and recovery strategies lead to greater market performance, whereas weak readiness, response and recovery strategies, along with low societal, environmental and health and safety risk factors, significantly inhibit performance.

This research extends current understandings of market performance in relation to recycling industry management and offers insight for decision-makers toward combating significant risk factors in business-to-business settings.

The dynamic and evolving nature of the market calls for attention to digital platform firms' survival strategies, building agility for persistence in a continuously changing business environment. In India, the government’s adoption of the Digital Policy is one such change in the business environment for the firms that impact almost all sectors. Such policies cause a disruption wherein digital platform firms must be agile and create a strategic response that will endure any changes. The present study attempts to gain insight into the competitive strategies adopted by the digital platform firms of the consumer durables industry in India, which are implemented to facilitate their growth.

The entire study is conducted in two phases. Phase one includes identifying strategies sampled digital platform firms adopted in response to the digitalization policy, and the second phase evaluates the significance of the adopted plans to persist.

While clubbing the 42 strategic responses to a few aggregate dimensions, the study found four types of responses adopted by the digital platform firms in the consumer durable industry to persist in the market. Using a two-step system, the Generalized Method of Moments (GMM) approach, the study found that all four dimensions are statistically significant, positively impacting these firms' profitability.

The study contributes to the knowledge base of strategic responses to persist for the incumbent platform firms in a dynamic business environment.

The study answers the pertinent research question of how such strategic decisions may be informed in favor of profitability.

The success of public–private partnership (PPP) projects is highly correlated to the successful management of risks encountered during the operation phase. PPP projects are especially exposed to risk due to the long operation period over which revenues need to be generated to recoup substantial initial investment and operational running costs. Despite the critical impact of risk exposure, limited research has been specifically undertaken on the matter of operational risk management. This study seeks to address this oversight by identifying and evaluating operational risk management strategies for PPPs.

Vulnerability theory is the theoretical lens used, with context drawn from Chinese PPP projects. Based on the data collected from expert interviews and questionnaires, 28 operational risk management strategies are identified. A fuzzy synthetic method is employed to analyze the effectiveness of the 28 strategies.

The findings reveal that providing an exit mechanism clause into the contract, establishing a comprehensive performance evaluation mechanism and developing a clear compensation mechanism are the top three effective strategies. This study also reveals that risk mitigation approaches that reduce vulnerability prove more effective than attempts to reduce external threats. Specifically, strategies aimed at managing contract, political, technical and financial risk are the most effective.

The findings of this study extend current knowledge regarding the risk management of PPP projects. They also offer a reference by which practitioners may select effective operational risk management pathways and thereby, galvanize the sustainable development of PPPs.

The present study aims to evaluate the VBI strategies that have been implemented and to analyze the implementation challenges that BIMB has encountered.

A case study method was used to generate an in-depth and multi-faceted understanding of VBI strategy implementation in Bank Islam Malaysia Berhad (BIMB). A semi-structured in-depth interview was conducted with BIMB which is among of the earliest members of the VBI Community of Practitioners (CoPs). The data were transcribed and analyzed based on the content and thematic analyses.

This paper provides insights into how Islamic bank, i.e. BIMB, implement initiatives and strategies for adopting VBI based on the four underpinning principles. VBI is seen as a continuous strategy implementation of what has been practiced in BIMB, for instance, the Sadaqah House initiative introduced in 2018.

The primary limitation of the study is that it only focused on BIMB and does not represent the larger members of VBI CoPs among Islamic banks in Malaysia. A larger sample would have given more trustworthy results and could give better insights on the VBI implementation.

A good strategy implementation can be realized by generating a positive and sustainable economic, societal and environmental impact consistent with sustainable shareholder returns and long-term interests. The regulator should consider the policy implications of this study by strengthening the VBI and encouraging more Islamic and conventional banks to adopt it based on the findings.

The originality of this study is that it focuses on strategy implementation and the challenges facing Islamic bank toward VBI. It provides information on the implementation strategy of VBI in Islamic banks in Malaysia and facilitates other Islamic banking institutions, specifically future members of CoPs in creating a strong ethical foundation.

This paper aims to capture the complex interdependences between supply chain disruptions (SCDs), SC risk mitigation strategies and firm performance in the context of disruptive events to enhance resilience for medium-sized and large firms coping with complex supply chain networks. The roles of digitalization, insurance and government support have also been addressed as potential strategies to counteract the impacts of disruptions on supply chains.

This study is based on an empirical investigation in an FMCG company – using a hybrid causal mapping technique based on the frameworks of interpretive structural modeling (ISM) and Bayesian networks (BN) – of 11 levels of relationships between SCDs (in supply, production, logistics, demand and finance), SC risk mitigation strategies (flexibility, efficiency, agility and responsiveness), insurance, government support, information and knowledge sharing, digitalization and finally the key firm performance measures (continuity, quality and financial performance).

The results of the empirical investigation reveal and describe: (1) the nature and probabilistic quantification of the lower-level relationships among the four SCDs, among the mitigation strategies and the three firm performance measures; (2) the nature and probabilistic quantification of the higher-level relationships among the impacts of SCDs, SC risk mitigation strategies and firm performance and (3) how to model and quantify the complex interdependences in single firms and their supply chains.

Our results can support managers in developing more effective decision-making models to assess and manage unfavorable events and cascade effects among different functions and processes in the context of risks and disruptions.

The present paper contributes to the development of sustainable strategies by focusing on the social perspective and the role played by HRM. Specifically, we identified and compared the employee competencies that supported the compliance strategy as well as the innovative/proactive sustainability strategies – and their impacts on social outcomes.

After formulating hypotheses, we tested them on a sample of 179 companies from the chemical and metallurgical industries using the bootstrap method.

The results revealed that both sustainability strategies were present in the sample. The compliance sustainable strategy showed to be negatively associated with employee competencies, whilst proactive sustainable strategy firms presented a positive relationship with employee competencies. We also found that compliance strategies failed to have any impact on social outcomes, but proactive strategies had a positive effect on social outcomes. Indeed, normative and foresighted thinking competencies acted as mediating variables in such a relationship.

The originality of this paper lies in three aspects hitherto unaddressed in the literature: first, the conceptualisation and assessment of sustainable strategies focused on a social dimension; second, the identification of individual competencies required developing sustainable strategies; and third, the demonstration that it is only the firms that adopt proactive sustainable strategies that obtain positive social outcomes.

The present study reviews the literature on the history and evolution of investment strategies in the stock market for the period from 1900 to 2022. Conflicts and relationships arising from such diverse seminal studies have been identified to address the research gaps.

The studies for this review were identified and screened from electronic databases to compile a comprehensive list of 200 relevant studies for inclusion in this review and summarized for the cognizance of researchers.

The study finds a coherence to complex theoretical documentation of more than a century of evolution on investment strategy in stock markets, capturing the characteristics of time with a chronological study of events.

There were complications in locating unpublished studies leading to biases like publication bias, the reluctance of editors to publish studies, which do not reveal statistically significant differences, and English language bias.

Practitioners can refine investment strategies by incorporating behavioral finance insights and recognizing the influence of psychological biases. Strategies span value, growth, contrarian, or momentum indicators. Mitigating overconfidence bias supports effective risk management. Social media sentiment analysis facilitates real-time decision-making. Adapting to evolving market liquidity curbs volatility risks. Identifying biases guides investor education initiatives.

This paper is an original attempt to pictorially depict the seminal works in stock market investment strategies of more than a hundred years.