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In one case, after a detailed study of production processes, market forecasts and possible plant locations, top management of the industrial instruments division of a large US corporation approved a plan to produce a certain line of instruments. Why did these items (and not others) catch the attention of someone in the organisation and become the subject of a strategic decision‐making process? Why did this process start when it did (and not earlier or later)? In another case, a governmental committee did not approve a suggestion that working women receive a tax reduction as an incentive to increase female participation in the labour force. Why did the committee consider the suggestion at all? In a third case, at a luncheon meeting, an engineer suggested to the president of a manufacturing company that a plant be set up in a certain under developed country. The president rejected the idea out of hand, without bringing it up within his organisation. Why use a strategic decision‐making process never even initiated? An organisation's opportunities for making strategic decisions are practically unlimited. However, in only a few cases does the decision‐making process actually begin, and the number of strategic decisions eventually made by top management is even fewer. What triggers the decision‐making process? And how can top management achieve greater control over the triggering action?

Strategic management thinking emerged in the 1930s (Steiner, 1969), and developed significantly in the 1940s. An identifiable body of literature began to appear in the 1950s and increased significantly, so much so that strategic management became a separate discipline in the 1970s. Over these years, two main themes were pursued: (1) process and (2) content. A third theme, structure (sometimes referred to as “organisation”), received less attention, probably because of its overlap with process and content, and because its parameters have been difficult to identify.

This paper examined the relationships between national culture and strategic behavior in the banking industry in Jordan and U.S. The study first developed a strategic posture and secondly a cultural profile for the top management of the research domain. The strategic posture suggested the readiness for strategic response from managers. The degree of readiness was correlated with the constructed cultural profile of the managers and financial performance of the banks. The study found significant relationships between certain national cultural strategic characteristics, (risk propensity, time orientation, and openness to change, uncertainty avoidance and managerial perception of control over the environment) strategic behavior and financial performance.

The purpose of this paper is to find out the most influential journals, articles, authors and the subject areas where Miles and Snow typology is used. The study identifies the opportunities for future research as well.

Review is based on 196 journal articles selected through a systematic and rigorous search process from the four databases: ProQuest, Business Source Complete, Willy and Science Direct. Total Citation, threshold citations, fractional citation and citation per year techniques are used for analyses.

Strategic Management Journal (SMJ), Academy of Management Journal (AMJ) and Journal of Marketing (JOM) are the most influential Journals. The most influential and prolific articles on the subject are from Hambrick (1983), Conant et al. (1990), Doty et al. (1993), Sabherwal et al. (2001), Desarbo et al. (2005) and Fiss (2011). Management, strategic management and marketing are the most studied subject areas.

Although there have been many reviews of the literature on this typology, the systematic review on Miles and Snow typology to find out the most influential journals, authors, articles and subject area has not been done before.

The hypothesis that managers believe risk to be a major component of strategy formulation, with a corresponding effect on the strategic decision‐making process, was subjected to empirical examination. A total of 93 top executives of Israel's largest industrial companies, representing various business sectors, responded to the research questionnaire. Although the data supported the major research hypothesis, they also showed that managers are not inclined to use risk‐assessment models. In‐depth interviews with 21 participants supported the findings and suggested possible explanations. Recommendations regarding the formation of risk strategy and the incorporation of risk assessment models to strategic decisions are suggested.

The paper presents an empirical account of self-fulfilling prophecy in a multicultural expatriate context of the Arabian Gulf (Sultanate of Oman). The purpose of this paper is to explore the link between managerial expectations of the effects of cultural diversity and workgroup performance.

This exploratory study uses a qualitative interpretive approach based on the data collected through semi-structured interviews. The participants were Omani managers in charge of multicultural expatriate workgroups.

Managerial expectations of the effects of multiculturalism on workgroup dynamics are linked to three dimensions of performance effectiveness, including the production function, the member support function and the group wellbeing function. The Pygmalion process, as applied to the multicultural expatriate context of this study, emerged as an integral part of positive organizational scholarship.

The data were collected in one country only, which limits the conclusions about the universal applicability of the Pygmalion theory. The boundary conditions were defined by the cultural characteristics of the research setting: collectivism, high power distance, high uncertainty avoidance, moderate masculinity/femininity.

For managers in charge of multicultural workgroups, the study provides motivation to project positive and affirmative expectations of multiculturalism, which is likely to lead to enhanced workgroup performance.

In examining the self-fulfilling prophecy phenomenon, this study transcends Western educational, military and industrial research contexts to investigate the Pygmalion process in a non-Western multicultural expatriate environment. The study contributes to unraveling the inconsistencies in findings on the relationship between cultural diversity and workgroup performance by highlighting the role of managerial expectations of multiculturalism.

This paper aims to examine the influence of the gender diversity in the corporate board on the decision of announcing a firm acquisition on Friday. Prior evidence found the phenomenon of investor inattention.

A sample of 252 cash-financed acquisitions conducted by listed Spanish firms from 2004 to 2018 is analysed. Probit regressions are used.

Firms with greater gender diversity on the board are less likely to make acquisition announcements of listed targets on Friday, thus avoiding investor inattention. Women directors seem to provide higher quality information and are more concerned about investors.

To the best of the authors’ knowledge, this is the first study that analyses the role of women directors in the publication of information on Friday, so it complements studies on the disclosure of quality information by listed companies. The Spanish market is an adequate scenario to analyse the impact of women's participation in business decision-making because Spain was one of the first countries to legislate on gender diversity.

Este trabajo analiza si la participación de mujeres en el consejo de administración puede influir en el anuncio de adquisición empresarial en un memento de poca atención (viernes) o en otro día de la semana.

Se analiza una muestra de 252 anuncios de adquisiciones en efectivo realizados por empresas españolas cotizadas en el periodo de 2004 a 2018. Se utiliza el análisis probit.

Las empresas con mayor porcentaje de mujeres consejeras tienen menos probabilidad de anunciar la adquisición de una empresa cotizada en viernes, evitando así la inatención del inversor. Los resultados sugieren que las mujeres consejeras comunican información de mayor calidad y tienen una mayor preocupación por los inversores.

Hasta donde sabemos este trabajo es el primero que analiza la influencia de las mujeres consejeras en la publicación de información en viernes y refuerza los estudios sobre la calidad de la información publicada por las empresas cotizadas. El mercado español es el contexto ideal para el estudio de la participación femenina en la toma de decisiones empresariales pues España fue uno de los primeros países en establecer cuotas de género en los consejos de administración.

Through the human resources (HR) and knowledge management (KM) perspective as human-centric processes, the aim of this study is to explore how companies’ engagement in diversity (DIV), inclusion (INC) and people empowerment (PEMP) policies influences companies’ organizational performance, to support organizations in the shift to the Industry 5.0 framework.

Combining the HR management and the KM-driven organizational culture, a conceptual model is proposed for explaining companies’ higher organizational performance. Proposed hypotheses are tested with reference to a set of listed international companies traced by Refinitiv on a five-year time horizon (2016–2020) through 24,196 firm-year observations.

This research shows that companies engaged in DIV policies, INC practices and PEMP through education have higher profitability and are more valued by capital markets’ investors.

This paper draws attention to the need to overcome the reductionist view of HR and rethink KM architecture to cope with the growing challenge of HR integration according to the Industry 5.0 paradigm.