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The unprecedented economic development and increase in the number of global corporations in the Greater China region, comprising the Chinese mainland, Taiwan and Hong Kong, have led to more emphasis on corporate leader-stakeholder communication. Bilingual web-based messages posted on corporate websites, which aim to strategically cultivate positive relationships between leaders and stakeholders, have emerged as a primary mode of communication for Chinese corporations. However, a research study investigating the prominent themes and underlying cultural values depicted in leaders’ messages intended for different groups of stakeholders is lacking. Therefore, the purpose of this paper is to investigate the themes and cultural values expressed through corporate leaders’ web-based messages in a non-western context.

Using an inductive approach, open coding and a categorization system, this study analyzed the web-based messages of leading corporations with WordSmith 6.0.

Six prominent themes in leaders’ communication were identified. These themes included, in order of importance: company development, operating philosophy, company profile, business environment, performance, and products and services. It was found that leaders strategically selected certain themes such as focusing on progress and the business environment but omitted others depending on how they wanted to strategically influence their stakeholders’ attitudes. Differences between the cultural values depicted in Chinese and the corresponding English messages could be attributed to leaders’ cultural adaptation of the messages intended for non-domestic stakeholders.

Since this study provides insights into the major themes preferred by leaders of corporations operating in Greater China, it will enable existing stakeholders to understand the main business focus of leaders and offer leaders more information about commonly accepted themes. These possibilities for enhanced knowledge on the part of stakeholders and business leaders, in turn, may potentially increase academic appreciation of the complexities involved in corporate communication. It also informs stakeholders about the variations in the values reflected in the English and Chinese messages of leaders, and, therefore, has a potential to offer value to academics and practitioners.

This paper aims to demonstrate how building competency in privacy can be used to transform the corporate strategy to generate a sustainable competitive advantage. A novel framework is presented as a guide to redesigning strategy by striking a balance between customer expectation and organizational objectives. In doing so, the paper offers four possible outcomes of accommodation, accumulation, association and affiliation, providing illustrations to each scenario for strategy formulation.

The relationship between privacy paradox and corporate strategy was examined through a qualitative research study. The author conducted 30 in-depth interviews on grounded theory methodology investigating customer insights on the nature and extent of privacy protection associated with e-commerce and organizational approach.

The customers are dissatisfied with existing data security strategies adopted by firms in protecting privacy. The over-reliance on systems has negatively influenced the communication between the organization and customers, leading to a possible competitive disadvantage. The firms need to redesign privacy strategy shifting from a system-driven approach to providing personalized service.

This paper presents a novel framework the privacy strategy matrix (PSM), introducing privacy as a strategic expedient in transforming corporate strategy facilitating privacy protection as a metaphor for differentiation. PSM framework provides a standard to evaluate the effectiveness of the corporate strategy in managing privacy manifesting a path toward deriving a sustainable competitive advantage.

There have been many approaches to answering the question, “What is management?” This article outlines a further, strategic‐operational approach. The discussion is intended to contribute to the development of a theory of management which managers can use to analyse and improve their individual performance and the performance of their organisations.

Suggests that the lack of attention given to pre‐departure for managers selected for overseas assignments is due to the isolation of human resource management (HRM) functions from corporate strategy (CS). Develops a framework for determining the appropriate approaches to and methods of cross‐cultural training according to the degree of HRM‐CS integration in the multinational company (MNC). Using this framework as the backdrop formulates four propositions for the design of cross‐cultural training activities, based on behavioural‐experiential, cognitive and affective methods. Concludes that the validity of the four propositions should be tested through field research, and that the framework be used by HRD practitioners as an interim tool to determine appropriate cross‐cultural training methods in MNCs.

Integrated management is the process of including environmental, social, and governance (ESG) performance in close coordination between business processes, functions, groups, organizations, and systems. In this context, decision-makers can better understand the dynamic systems in which they operate; define success based on sustainability-based performance frontier; guide decision making with strategic valuation of environmental and social guidelines; adhere to a timeline of actions that moves the enterprise toward a sustainable society; operationalize dynamic goals, for example, the UN Sustainable Development Goals (SDGs); and support processes for planning with decision analysis tools to monitor and guide change management. Information within this chapter will explore how sustainability in businesses, that is, integrated management, is already underway in leading multinational companies, and can be found within any business function, and in supply chains. The value that sustainability brings to an organization is important to understand as each day there is a growing amount of data to draw from. While 80% of the value of an enterprise is within intangibles, hundreds of ESG performance metrics are now available to researchers and practitioners to make the intangible tangible. With a look on how these ESG performance metrics and the social cost of carbon are used by practitioners and researchers, a number of research propositions call for improved financial decision analysis and a new performance frontier.

The aim of this paper is to explore and represent the dynamic relationship between total quality management (TQM), corporate strategy and resultant business operations. In particular, the paper seeks to determine the impact of TQM at the strategic level and how business operations are consequently developed and deployed. These issues are of interest to managers in organisations who want to move their TQM programmes beyond incremental operational improvements and to use TQM to influence, first, the strategy process and, second, business operations. Using an inductive grounded theory research methodology, the paper describes the development of a series of grounded models, which show the dynamic interaction between TQM, strategy and operations. It is concluded that the models represent a suitable framework for further in‐depth case‐based research in the area of TQM, strategy and business operations.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The successful communication of a corporate strategy is a key facet of an organization’s attempts to bolster their chances of future success.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

I use a controlled experiment to examine, in the context of Corporate Social Responsibility (CSR) crises, whether investors' investment judgments are influenced by a firm's CSR reputation and CSR crisis response strategy. I find that for good CSR reputation firms, the use of a rebuild or deny crisis response strategy does not lead to improvements in investment judgments. However, for bad CSR reputation firms, the use of a deny response strategy leads to improvements in investment judgments while the use of a rebuild strategy does not.

This paper aims to understand whether there are different styles of organisation and management of industrial R&D activities. Recent cases of re‐organisation of R&D activities within firms suggest that: R&D activities tend to be carried out in different units of the same organisation and often in different locations, and there seem to be inter‐industry differences among R&D processes. This paper attempts to explore whether and how a certain managerial/organisational style relates to the type of the R&D process (which varies from industry to industry) and to the different nature of the R&D activities. It also identifies the key characteristics of the R&D organisation and the strategic management of technology, associated with each style. The analysis is based upon an empirical study of 19 multinationals operating in various industrial sectors. A classification of the types of R&D process is adopted and the key characteristics of R&D management and organisation in each R&D type are described and discussed.