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Article
Publication date: 1 September 2002

Farhad Analoui and Azhdar Karami

Developing a mission statement has been considered a crucial factor in the formulation of business strategy in organisations. The mission statement promotes a sense of…

6494

Abstract

Developing a mission statement has been considered a crucial factor in the formulation of business strategy in organisations. The mission statement promotes a sense of shared expectations in employees and, not surprisingly, it has recently been regarded as increasingly important in small‐ and medium‐sized enterprises (SMEs) in the electronic industry. One major reasons for this is the growing complexity and dynamic competitive environments in which these enterprises have operated and managed to find themselves. Mission statements have become a management tool most commonly used by chief executive officers (CEOs) over the last decade. One exercise that both academics and practitioners have deemed strategically critical to the success of an enterprise is the development of a meaningful mission statement. This article explores the perceptions of CEOs of their mission statement in SMEs. It is based on the findings of recent research in 508 firms in the electrical and electronic industry in the UK. The study, amongst other things, investigated the existence and content of the mission statements and, accordingly, it determines the relationships (if any) between a SME’s development of a meaningful mission statement and selected performance outcomes of the firm.

Details

Corporate Governance: The international journal of business in society, vol. 2 no. 3
Type: Research Article
ISSN: 1472-0701

Keywords

Article
Publication date: 1 June 2004

Azhdar Karami, Farhad Analoui and John Cusworth

The notion, that people management can be a key source of sustained competitive advantage, calls for the integration of Human Resource Management (HRM) and business…

11003

Abstract

The notion, that people management can be a key source of sustained competitive advantage, calls for the integration of Human Resource Management (HRM) and business strategy. Not surprisingly, the main debate in HRM is nowadays concerned with the relationship between strategic management and employee relations in the firm and therefore strategic HRM focuses on the overall direction of the organisation in pursuit of its stated goals and objectives. This paper explores the above relationship in the electronic manufacturing industry. It is based on empirical evidence and the findings of a survey of senior managers’ perception and views on strategic HRM.It is concluded that increasing core competencies of the firm, in particular HR, is one of the key elements to the success of the firm performance and that HR involvement in the development and implementation of business strategy leads to organisational effectiveness in this industry.

Details

Management Research News, vol. 27 no. 6
Type: Research Article
ISSN: 0140-9174

Keywords

Book part
Publication date: 4 January 2012

Azhdar Karami

The idea that environmental scanning can be a key factor in sustained competitive advantage calls for the integration of business strategy and the environment. Not…

Abstract

The idea that environmental scanning can be a key factor in sustained competitive advantage calls for the integration of business strategy and the environment. Not surprisingly, environmental scanning is widely viewed as the first step in the process that links strategy and the environment. The main debate over the roles of strategy and environment is nowadays concerned with the primary importance of environmental scanning to strategy formulation and implementation. More specially, effective scanning of the environment is seen as necessary to the successful alignment of competitive strategies with environmental requirements and the achievement of outstanding performance in small- and medium-sized enterprises (SMEs). This chapter explores the above relationship in the British electronic manufacturing industry. It is based on the empirical evidence and the findings of a survey of 132 Chief Executive Officers’ (CEO) views on environmental scanning and strategy in SMEs. It is concluded that there is a significant relationship between increasing the environmental scanning of the firm, and the success of small- and medium-sized manufacturing firms in electronic industry. Accordingly, because of the dynamic nature of the electronics industry, obtaining information on environmental factors facilitates alignment between business strategy and its environment.

Details

New Technology-Based Firms in the New Millennium
Type: Book
ISBN: 978-1-78052-118-3

Article
Publication date: 1 April 2006

Azhdar Karami, Farhad Analoui and Nada Korak Kakabadse

This research sets out to examine the role of chief executive officers (CEOs) in the development of the business strategy in small and medium‐sized enterprises (SMEs).

3947

Abstract

Purpose

This research sets out to examine the role of chief executive officers (CEOs) in the development of the business strategy in small and medium‐sized enterprises (SMEs).

Design/methodology/approach

The study explores the hypotheses that there is a relationship between: CEOs' age, work experiences, educational background and strategy formulation; and the impact of the strategic awareness on their part upon firm performance, using UK Standard Industrial Classification. The sample consisted of 508 SMEs in the electronics industry using “self‐reported rating” survey questionnaire and interviews which resulted in 132 completed responses and 12 in‐depth interviews.

Findings

Correlation analysis of data showed that: there was no significant correlation between the age of the CEO's and their performance; professionally experienced CEOs placed more emphasis on formal strategy development; CEOs with an educational background are inclined to develop formal strategic plans. Strategic awareness of the CEOs plays a significant part in the formulation of business strategies.

Research limitations/implications

The findings are mostly new though limited to the electronics industry. A future comparative industry‐wide study is recommended.

Practical implications

The research has far reaching implications for selecting, training and developing CEOs, since they play a significant role in formulation of the business strategy and the firm's performance.

Originality/value

The original contribution concerns the CEO's awareness of the strategic planning process. It has special value for human resource management (HRM) decision processes towards recruitment, selection and training and management development of the CEOs.

Details

Journal of Management Development, vol. 25 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 20 February 2008

Azhdar Karami, Brian M. Jones and Nada Kakabadse

The main purpose of this paper is to examine the nature and impact of human resource capabilities and involvement on the firm's performance in the SME sector.

4918

Abstract

Purpose

The main purpose of this paper is to examine the nature and impact of human resource capabilities and involvement on the firm's performance in the SME sector.

Design/methodology/approach

This research is based on an empirical survey of Chief Executive Officers (CEOs) and their perception of the HR involvement in strategy development in high tech SMEs operating in the electronics industry in the UK. Postal questionnaire is the main data collection instrument for this research. A combination of qualitative and quantitative approaches has been employed for data analysis.

Findings

The important conclusion reached is that increasing the core competencies of the firm, in particular in HR, is the key element to the success of the firm. Moreover, it is posed that the growing involvement of the HR in the development and implementation of business strategy will lead to the increased effectiveness of the organisation and the industry as a whole. Finally, the competitive advantage a firm enjoys can come from the distinctive capabilities which provide it with a core competence in HR.

Research limitations/implications

The present study is concerned solely with small and medium‐sized enterprises in the electrical and electronic manufacturing sector in the UK. A further comparative international‐wide study is recommended.

Practical implications

In order to increase firm performance and to benefit from HR capabilities, it is recommended that practitioners and SME CEOs increase the involvement of their HR specialists in the processes of strategic management in their firms.

Originality/value

The principal contribution of this first‐time study has been the attempt to explore the CEO's perceptions of HR, its capabilities and its degree of strategic involvement as significant determining factors to ensure competitive advantages for the firm in a highly changing market.

Details

Corporate Governance: The international journal of business in society, vol. 8 no. 1
Type: Research Article
ISSN: 1472-0701

Keywords

Article
Publication date: 12 June 2009

Mohammad Taghi Alavi and Azhdar Karami

The main purpose of this paper is to examine the relationship between mission statements and firm performance in the small to medium‐sized enterprise (SME) sector.

4751

Abstract

Purpose

The main purpose of this paper is to examine the relationship between mission statements and firm performance in the small to medium‐sized enterprise (SME) sector.

Design/methodology/approach

This research is based on an empirical survey of small and medium‐sized enterprises located in science parks in the UK. A postal questionnaire was the main data collection instrument for this research. A combination of qualitative and quantitative approaches is employed for data analysis.

Findings

The important conclusions reached are that the existence of mission statements in the studied firms was associated with firm performance. It is also found that organisational performance is significantly associated with the degree of non‐managerial employees' involvement in the process of mission statement development. Finally, the presence of financial goals in the studied firms' mission statements were negatively associated with firm performance.

Research limitations/implications

The present study is concerned with the relationship between mission statement and organisational performance in SMEs. A further study is recommended to investigate the impact of involvement and engagement with both mission statement formulation and evolution and the strategic decision‐making process, specifically decision‐making processes in SMEs.

Practical implications

In order to increase firm performance, it is recommended that practitioners develop a meaningful mission statement and increase the involvement of their non‐managerial employees in the development of the mission statement.

Originality/value

The principal contribution of this first study is the attempt to explore the nature and role of the mission statement in enhancing organisational performance.

Details

Journal of Management Development, vol. 28 no. 6
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 11 September 2009

Azhdar Karami

234

Abstract

Details

International Journal of Entrepreneurial Behavior & Research, vol. 15 no. 6
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 1 May 2002

Farhad Analoui and Azhdar Karami

Environmental scanning is a key factor to sustained competitive advantage of the firm and it is becoming increasingly important in small and medium enterprises (SMEs…

3193

Abstract

Environmental scanning is a key factor to sustained competitive advantage of the firm and it is becoming increasingly important in small and medium enterprises (SMEs) theory and practice. Not surprisingly, it is widely viewed as the first step in the process of strategic management. The main debate in strategy and environment management is nowadays concerned with the primary importance of environmental scanning to strategy formulation and implementation. Moreover, effective scanning of the environment is seen as necessary to the successful alignment of competitive strategies with environmental requirements and the achievement of outstanding performance in SMEs. This paper explores the above relationship in the context of the British electrical and electronic industry. It is based on the empirical evidence and the findings of a survey of 132 chief executive officers (CEO) and their perception of environmental scanning and strategy in SMEs. It is concluded that there is a significant relationship between increasing the environmental scanning of the firm, and the success of the firm’s performance in small and medium sized enterprises.

Details

Journal of Management Development, vol. 21 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

Book part
Publication date: 4 January 2012

Abstract

Details

New Technology-Based Firms in the New Millennium
Type: Book
ISBN: 978-1-78052-118-3

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