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Article

Leo R. Sedlmeyer and Rocky J. Dwyer

The purpose of this paper is to explore leadership strategies of fire officers used by fire office leaders to manage costs associated with hazardous operations.

Abstract

Purpose

The purpose of this paper is to explore leadership strategies of fire officers used by fire office leaders to manage costs associated with hazardous operations.

Design/methodology/approach

The methodology employed in this study was a qualitative method using a case study design. The participants in this research study comprised 13 randomly selected fire officers from fire stations within a major metropolitan area located in the USA who had five or more years hazardous operations experience. In addition to interviews, workplace practices, policies and procedures related to hazardous operations and cost management were analyzed. Limitations of this study include both the sample size, and the geographic area, which impacts the ability to generalize the results of the study.

Findings

Four central themes emerged from the study, namely, servant leadership, partnership, accountability and creative staffing, which are crucial strategies to manage costs associated with hazardous operations. The findings of this study further indicate fire officers must distinguish between the most appropriate action for any given situation to achieve the fire department goals and objectives.

Practical implications

Managing cost effective hazardous operations through sound leadership strategies reduced injuries and saved lives, which results in cost savings in fire departmental budgets, labor costs and health care costs, which can further support the redirection of funds to critical areas of fire operations.

Originality/value

The value of identifying leadership strategies related to hazardous operations cost management may reduce injuries, save lives and ensure adequate budget allocations for fire departments. Social implications include innovative leadership strategies, which may enable fire officers to promote positive social change through saving lives of fire fighters and the citizens they serve.

Details

Disaster Prevention and Management: An International Journal, vol. 27 no. 5
Type: Research Article
ISSN: 0965-3562

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Article

Juneho Um, Neungho Han, Tonci Grubic and Asad Ghalib

The purpose of this paper is to demonstrate the strategic alignment between product variety and supply chain (SC) focus through cost leadership or differentiation to…

Abstract

Purpose

The purpose of this paper is to demonstrate the strategic alignment between product variety and supply chain (SC) focus through cost leadership or differentiation to improve business performance.

Design/methodology/approach

The research investigated product variety-related capabilities and strategies in SCs including level of variety, SC agility, SC cost efficiency, cost leadership, differentiation and business performance, and aimed to justify the theory by testing structural equation modelling using survey data from the UK and South Korea.

Findings

Differentiation links high product variety and agile SC while cost leadership is aligned with low product variety and SC efficiency. High product variety negatively impacts on cost leadership strategy. Also, product variety should be mediated by cost leadership or differentiation strategy to improve business performance. Companies in South Korea display higher SC agility, cost leadership and cost efficiency than companies in the UK, while the UK companies exhibit a higher level of product variety and differentiation than those in South Korea.

Research limitations/implications

The findings contribute to theoretical development of variety issues at the alignment of business strategy and SC management according to the level of product variety.

Originality/value

The findings can help international companies set up specific variety-related strategies to achieve global competitiveness.

Details

International Journal of Productivity and Performance Management, vol. 67 no. 9
Type: Research Article
ISSN: 1741-0401

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Article

Vichak Phongpetra and Lalit M. Johri

The paper aims to investigate automobile manufacturers in Thailand and the effects that their business strategies had on their organizational performance.

Abstract

Purpose

The paper aims to investigate automobile manufacturers in Thailand and the effects that their business strategies had on their organizational performance.

Design/methodology/approach

For empirical analysis, the method of confirmatory factor analysis and the structural modeling method were applied in order to refine business strategies, functional strategies, financial, and marketing organizational scales.

Findings

This research reveals that there are three significant business strategies of automobile manufacturers in Thailand which have a positive effect on the organization's financial and marketing performance: cost focus (the first priority), cost leadership (the second priority), and integrated cost an differentiation (the third priority). All the priorities of functional strategies that have a positive effect on the financial and marketing organization performance were subsequently analyzed as follows: manufacturing strategy (most significant), human resource management (the second most significant), marketing strategy (the third most significant), and the financial strategy (the least significant).

Research limitations/implications

Future research should select different random samples to assess the perceptions of front line managers of automobile manufacturers, dealers and automobile part firms.

Practical implications

The management of automobile manufacturers and automobile part firms should implement and improve their business strategies in terms of cost focus, cost leadership, and integrated cost leadership strategies achieve higher financial and marketing performance.

Originality/value

This paper contributes to the existing literature by reexamining the impact of business strategies of automobile manufacturers on organizational performance.

Details

International Journal of Emerging Markets, vol. 6 no. 1
Type: Research Article
ISSN: 1746-8809

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Article

Murat Akpinar

This paper aims to clarify the fit of competitive strategies and firm-specific advantages (FSAs) with country-specific advantages (CSAs) in explaining manufacturing…

Abstract

Purpose

This paper aims to clarify the fit of competitive strategies and firm-specific advantages (FSAs) with country-specific advantages (CSAs) in explaining manufacturing location choices at product category level in the European automotive industry.

Design/methodology/approach

Seven hypotheses are formulated and tested using binomial logistic regression with data from 148 passenger car models (i.e. product category level) that are sold in Europe and manufactured in countries that offer CSAs of either cost advantages or differentiation advantages. The first four hypotheses test manufacturing location choices of product categories pursuing cost leadership strategy, differentiation strategy, focus strategy and hybrid strategy. The other three hypotheses test whether FSAs of R&D capability, marketing capability and operations capability will impact on the manufacturing location choice. The tests control for the type of passenger cars as well as the manufacturer’s region of origin.

Findings

While pursuing cost leadership strategy leads to manufacturing in countries that offer cost advantages, pursuing differentiation strategy as well as strong R&D capability and marketing capability result in manufacturing in countries that offer differentiation advantages. Focus strategy, hybrid strategy and operations capability do not have an impact on the manufacturing location choice at product category level.

Research limitations/implications

Conducting empirical research at product category level is subject to limitations in the choices of FSAs due to lack of availability of data.

Practical implications

Managers should assess the competitive strategies and FSAs of their product categories and then decide about manufacturing locations based on their fit with host country CSAs. Policymakers should understand the CSAs of their countries and target to attract manufacturing FDI from product categories with matching competitive strategies and FSAs.

Originality/value

The research contributes to discussions in explaining manufacturing location choices. Its originality lies in being the first study to test the fit of competitive strategies and FSAs of product categories with CSAs.

Details

Competitiveness Review: An International Business Journal , vol. 30 no. 3
Type: Research Article
ISSN: 1059-5422

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Article

Nathan Eva, Sen Sendjaya, Daniel Prajogo, Andrew Cavanagh and Mulyadi Robin

While research and adoption of servant leadership are on the increase, little is known about the mechanisms through which it affects organizational performance. Drawing on…

Abstract

Purpose

While research and adoption of servant leadership are on the increase, little is known about the mechanisms through which it affects organizational performance. Drawing on the contingency theory, the purpose of this paper is to examine the extent to which organizational strategy and structure affect the relationship between servant leadership and organizational performance.

Design/methodology/approach

Survey data were collected from 336 direct reports of CEOs/GM/MDs in Australian SMEs, and multiple regression analysis was used in the hypotheses testing.

Findings

The study found that the relationship between servant leadership and performance is moderated by the three-way interaction effects of differentiation and centralization as well as cost leadership and formalization.

Practical implications

This study shows that the positive effects of servant leadership on performance are more pronounced in organizations with minimal organizational structure that are not fixated on cost minimization. To that end, ensuring that there is a fit among organizational strategy, structure, and leadership is a key priority for senior executives.

Originality/value

This research is one of the first to examine the boundary conditions of servant leadership, demonstrating the effects organizational structure has on servant leadership’s influence. Further, this research extends the contingency theory by focusing on strategy and structure, rather than just structural impacts.

Details

Personnel Review, vol. 47 no. 1
Type: Research Article
ISSN: 0048-3486

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Article

Shahid Ansari and Jan Bell

The primary purpose of this paper is to merge two traditions in management accounting change – design theory and action research – to explain findings from a case study of…

Abstract

Purpose

The primary purpose of this paper is to merge two traditions in management accounting change – design theory and action research – to explain findings from a case study of introducing a cost leadership initiative.

Design/methodology/approach

This paper is an example of action research in which design theory explains events related to the implementation of a strategic cost leadership initiative at Shell Gabon, a Royal Dutch Shell unit in West Africa.

Findings

The evidence shows that technical accounting changes are, in the final analysis, change management exercises. Implementing change requires thinking as a designer and employing the logic of conjecture rather than scientific deductive or inductive reasoning. Successful implementation requires conjuring an image of a future reality that does not currently exist and making that image persuasive by connecting it with the values of the organizational participants.

Research limitations/implications

This case study provides five key lessons for future designers of accounting change. Implementers should: understand the mental models of organizational participants; show respect for the cultural values of the organization they are working in; meaningfully engage organizational participants; use structured processes to unfold change; and be ready to seize new opportunities and discard old game plans when necessary. The case study also reveals gaps in existing change management models and behavioural accounting theories.

Originality/value

This paper offers design theory as an alternative way of viewing organizational change and offers criteria for evaluating the use of design as a process and for assessing the value of the implemented change.

Details

Journal of Accounting & Organizational Change, vol. 5 no. 2
Type: Research Article
ISSN: 1832-5912

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Article

Elsa Vieira and João Ferreira

The purpose of this paper is to identify the strategies that private fitness centres implement and to evaluate their impact on financial performance.

Abstract

Purpose

The purpose of this paper is to identify the strategies that private fitness centres implement and to evaluate their impact on financial performance.

Design/methodology/approach

Based upon a sample of 151 private fitness centres in Portugal, multivariate statistics report the implemented strategies and their effect on financial performance. We applied exploratory factorial analysis as our methodology to identify the types of strategy and the ANOVA in order to verify if there are differences of financial performance in the strategies.

Findings

The results obtained demonstrate how private fitness centres implement different strategies, including: cost leadership, differentiation, focus, quality of service, combined and stuck in the middle approaches. The relationship between strategies and financial performance, private fitness centres adopting a cost leadership strategy obtain the best financial performance levels in terms of the sales variable relative to any other strategy but with the combined strategy returning a better performance in terms of the return on assets when compared with the cost leadership strategy.

Originality/value

The originality of this paper stems from its identification of the strategies implemented by private fitness centres, thus, just what type of strategies are in effect across the fitness industry: leadership through cost, differentiation or a focused strategy. However, in addition to ascertaining just which strategies undergo implementation, it is also pertinent in determining just which strategy drives the best financial performance for private fitness centres given that private centres may only remain in the market when achieving financial sustainability. Therefore, this paper seeks to provide information for managers as regards the strategies implemented and their impacts on the financial performance of private fitness centres.

Details

Sport, Business and Management: An International Journal, vol. 10 no. 3
Type: Research Article
ISSN: 2042-678X

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Article

Abdalla Hagen, Semere Haile and Ahmad Maghrabi

This study investigated the impact of the type of strategy on the type of environmental scanning activity of Egyptian CEOs at Egyptian banks. Results indicated that CEOs…

Abstract

This study investigated the impact of the type of strategy on the type of environmental scanning activity of Egyptian CEOs at Egyptian banks. Results indicated that CEOs with a costleadership strategy were involved in environmental scanning activities that provide information concerning threats. Their counterparts with a differentiation strategy were involved in environmental scanning activities that provide information concerning opportunities.

Details

International Journal of Commerce and Management, vol. 13 no. 2
Type: Research Article
ISSN: 1056-9219

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Article

Peng Wu, Lei Gao and Tingting Gu

– The purpose of this study is to explore the relationships among business strategy, market competition and earnings management.

Abstract

Purpose

The purpose of this study is to explore the relationships among business strategy, market competition and earnings management.

Design/methodology/approach

This paper uses 2,037 Chinese A-share listed firms from 2010 to 2012 to test the research questions using regression analyses.

Findings

The firms that follow cost leadership strategy (cost leaders) are more likely to have a higher level of real earnings management. The firms that follow differentiation strategy (differentiators) are less likely to use real earnings management. For cost leaders, the market competition further increases the level of real earnings management, whereas the level of earnings management of differentiators is not significantly impacted by the market competition.

Practical implications

Results of this study indicate the feasibility of differentiation strategy in China and suggest that management should be encouraged to use such a strategy or to use a hybrid strategy to achieve its operational and financial goals.

Originality/value

The study contributes to the research of earning management by providing evidence on that business strategy has significant impacts on earnings management. It also shows an incremental influence of market competition on earnings management through its impacts on business strategy.

Details

Chinese Management Studies, vol. 9 no. 3
Type: Research Article
ISSN: 1750-614X

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Article

Svatopluk Hlavacka, Ljuba Bacharova, Viera Rusnakova and Robert Wagner

The aim of the study was to examine the use of Porter’s generic strategies and their effect on performance in the context of the Slovak hospital industry. Using mail…

Abstract

The aim of the study was to examine the use of Porter’s generic strategies and their effect on performance in the context of the Slovak hospital industry. Using mail survey the study first identified the natural taxonomy of four strategic types of Slovak hospitals, based on their use of Porter’s generic strategies in pure form and in combination. Next the study examined whether different strategic types were associated with different levels of organisational performance, while controlling for such variables as size and location, which have been argued to influence the hospital performance. The findings indicate that hospitals which follow a “stuck‐in‐the‐middle” strategy, in general, have superior performance on all used performance measures, while hospitals that place only low emphasis on cost leadership, differentiation and focus, labelled “wait and see” in this study, perform the poorest. The study concludes that the research provided body of knowledge relevant for the Slovak hospital industry, that may be used by hospital managers in the strategy formulation process as well as by the researches in exploring the influence of different contingencies on hospitals’ strategic orientation.

Details

Journal of Management in Medicine, vol. 15 no. 1
Type: Research Article
ISSN: 0268-9235

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