Search results

1 – 10 of 117
To view the access options for this content please click here
Article
Publication date: 15 December 2020

Arthur Kearney, Denis Harrington and Tazeeb Rajwani

Using a state of the art CIMO literature review the paper develops a framework of the relationship between strategy making in the small tourism firm context and four…

Abstract

Purpose

Using a state of the art CIMO literature review the paper develops a framework of the relationship between strategy making in the small tourism firm context and four performance outcomes.

Design/methodology/approach

The paper uses the CIMO literature review method, adapted from the wider management literature to structure and integrate the existing fragmented literature base.

Findings

Premised on the literature review, a framework of the relationship between strategy making and firm performance in context is posited. Emerging from a dominant owner/manager in a deeply embedded context strategy making influences firm performance across four dimensions. The influence is dynamic, continually subject to modification in a changing environment often mediated through emerging technology.

Research limitations/implications

The CIMO method provides an integrated framework of the relationship between strategy making and small firm performance in context hence overcoming limitations of the fragmented nature of the research landscape. Emerging from the review key future research trajectories is posited.

Practical implications

While highlighting the relationship between strategy making and performance, the proposed framework implies owner/managers play the key role in strategy making with opportunities and challenges in modifying existing strategy making emerging from owner/manager embeddedness. Opportunities for improved policy interventions are posited.

Originality/value

The paper applies the systematic review to the relationship between strategy making and the small tourism firm.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 27 no. 2
Type: Research Article
ISSN: 1355-2554

Keywords

To view the access options for this content please click here
Article
Publication date: 2 July 2018

Arthur Kearney, Denis Harrington and Felicity Kelliher

This paper aims to develop a framework of executive capability for innovation in the Irish seaport context.

Abstract

Purpose

This paper aims to develop a framework of executive capability for innovation in the Irish seaport context.

Design/methodology/approach

The paper uses an approach based on a critical review of literature. The paper takes the form of a critical review of academic literature, focussed by dynamic managerial capabilities theory. Specifically, the work of Lawson and Samson (2001) is drawn on to frame executive capability for innovation.

Findings

The framework proposes that the executive capability for innovation in the Irish seaport sector emerges as a dynamic managerial capability. The framework is dynamic in nature with environmental feedback loops inhibiting and enabling executive capability development. Supply chain innovation emerges from the framework based on an interpretation of executive capability emerging from Lawson and Samson (2001).

Research limitations/implications

The paper is entirely conceptual in nature. Future empirical research taking a qualitative approach is necessary. Further, an alternative theoretical perspective to that of dynamic managerial capabilities would offer new conceptual insight.

Practical implications

The paper contributes to executive practice through providing a framework of executive capability for innovation facilitating dialogue between executive practitioners and academic theory. Policymakers are challenged to contemplate the framework as a means of transforming competitiveness in an industry identified as foundational to Irish economic development.

Originality/value

The paper contributes to an emerging area of interest in the academic literature in the area of executive capability for innovation. Specifically, the paper argues the unique contextual nature of executive capability for innovation in the context of the seaport industry.

Details

European Journal of Training and Development, vol. 42 no. 5/6
Type: Research Article
ISSN: 2046-9012

Keywords

To view the access options for this content please click here
Article
Publication date: 1 January 2014

Arthur Kearney, Denis Harrington and Felicity Kelliher

The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields. The paper…

Abstract

Purpose

The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields. The paper aims to address these issues.

Design/methodology/approach

The paper has been developed from a critical review of available literature drawn from the micro firm, managerial capability and innovation management fields.

Findings

Four criteria of micro firm managerial capability emerge from micro firm managerial traits in the literature namely, leadership; strategic thinking; problem solving and people relationships. The review also shows that micro firms are embedded in three resource pools which include stakeholder ties; the local community and the proximate market environment. Micro firm managerial capability is argued to emerge from the interaction of the managerial capability criteria and the resources in a process mediated by the resource based and dynamic capabilities perspectives from the strategic management literature.

Research limitations/implications

A gap in the academic literature is identified and the proposed theoretical model is presented to address this deficiency in the literature. Future empirical research is recommended.

Practical implications

This proposed model will allow practitioners to better conceptualise and design programmes that will assist companies in developing managerial capabilities to innovate. Deep links between hotel industry practitioners and the academic community will enable the effective dissemination of the research.

Originality/value

Hotel micro firms play an important social and economic role. There has been little research into how they innovate and specifically into managerial capability for innovation in context. The present research uses conceptual research to map the field and identify critical avenues for future research.

Details

European Journal of Training and Development, vol. 38 no. 1/2
Type: Research Article
ISSN: 2046-9012

Keywords

To view the access options for this content please click here
Article
Publication date: 1 March 2011

Denis Harrington and Arthur Kearney

This paper aims to consider the extent to which business school transition has created new opportunities in management development, knowledge transfer and knowledge creation.

Abstract

Purpose

This paper aims to consider the extent to which business school transition has created new opportunities in management development, knowledge transfer and knowledge creation.

Design/methodology/approach

The paper is a critical review of knowledge exchange in a business school context with a particular focus on the “translation or management practice gap”.

Findings

Change in the nature of research undertaken in business schools opens up new opportunities for collaboration between academia and practice. The paper points to the need for more innovative forms of research engagement encouraging academic‐practitioner collaboration and practice‐based management development initiatives.

Research limitations/implications

The paper contributes to the debate on innovative forms of knowledge exchange and transfer and helps stimulate further studies examining potential approaches to fostering co‐learning and discovery and participatory forms of knowledge production.

Practical implications

Changes in business school environment and context offer opportunities for new modes of knowledge exchange both in management development and research. Practice based theory offers a new paradigm of management development.

Originality/value

Recent commentators refer to notions of academia and practice as “closed systems and self referential” and point to the requirement for greater attention on knowledge transfer, and to learn from knowledge transfer studies concerning practitioner/research communities of practice, networks and collaborations. The paper addresses this deficiency in the literature and points to key areas warranting further research.

Details

Journal of European Industrial Training, vol. 35 no. 2
Type: Research Article
ISSN: 0309-0590

Keywords

To view the access options for this content please click here
Article
Publication date: 1 March 1998

According to the Hackett Group of Hudson, Ohio, the finance function costs the average company 1.4% of revenues, but in the top quartile of companies participating in the…

Abstract

According to the Hackett Group of Hudson, Ohio, the finance function costs the average company 1.4% of revenues, but in the top quartile of companies participating in the survey, that cost drops to less than 1%.

Details

Journal of Business Strategy, vol. 19 no. 3
Type: Research Article
ISSN: 0275-6668

Content available
Article
Publication date: 1 June 2001

Abstract

Details

Work Study, vol. 50 no. 3
Type: Research Article
ISSN: 0043-8022

To view the access options for this content please click here
Book part
Publication date: 12 July 2017

Mike Rosenberg

Abstract

Details

Strategy and Geopolitics
Type: Book
ISBN: 978-1-78714-568-9

To view the access options for this content please click here
Article
Publication date: 1 June 2003

Arthur Bert, Timothy MacDonald and Thomas Herd

Today, with years of corporate experience in managing mergers and acquisitions, there is little excuse for deals that don’t create value. Regrettably failure is the case…

Abstract

Today, with years of corporate experience in managing mergers and acquisitions, there is little excuse for deals that don’t create value. Regrettably failure is the case more often than not. Depending on the industry, a top‐performing merger can increase shareholders’ wealth anywhere from 4 to 65 percent above industry averages. But such rewards only go to companies that understand that merger success is built on two main factors: timing and execution. A.T. Kearney’s findings indicate that a company has just two years to make the deal work. After year two, the window of opportunity on forging merger synergies has all but closed. This article highlights the reasons why timing is so important to merger success, and lays out the seven ground rules‐from selecting leaders quickly, and establishing clear goals, to managing risks and expectations – that leading acquirers abide by to ensure merger success.

Details

Strategy & Leadership, vol. 31 no. 3
Type: Research Article
ISSN: 1087-8572

Keywords

To view the access options for this content please click here
Article
Publication date: 1 March 1986

Adrian F.T. Payne

Strategy consultants have much to offer a top executive in terms of improving the bottom line. Yet little is known about the strategy consulting industry, because the…

Abstract

Strategy consultants have much to offer a top executive in terms of improving the bottom line. Yet little is known about the strategy consulting industry, because the firms and their clients are often reluctant to disclose details of their activities. This article surveys the leading strategy consulting firms and explores trends affecting the future of the industry.

Details

Journal of Business Strategy, vol. 7 no. 1
Type: Research Article
ISSN: 0275-6668

To view the access options for this content please click here
Article
Publication date: 1 March 1994

Christian Grönroos

The mainstream management principles oftoday are still predominantly based on whathas been called “scientific management”,which in turn can be traced back to thewritings…

Abstract

The mainstream management principles of today are still predominantly based on what has been called “scientific management”, which in turn can be traced back to the writings of Adam Smith. Today, the challenges for management have changed significantly, and the principles of “scientific management” are not applicable to the same extent as before in the industrial society. For the post‐industrial society, most firms face what has been called service competition, and hence, managing services becomes of strategic importance for service firms and manufacturers of goods alike. Discusses key facets of service management.

1 – 10 of 117