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The purpose of this paper is to present and study an analytical model of knowledge management (KM) in which employees’ fit with a firm’s organizational culture improves with their sharing and learning of the firm’s common organizational practices.

Incentive rewards motivate knowledge workers to share their knowledge and contribute to a firm’s central knowledge base. The authors develop a model in which the firm’s cultural fit changes with the sequence of KM-based business processes including sharing, learning, evaluation, and production, and then analytically investigate the design of knowledge sharing rewards as well as the business process sequence to shape a firm’s organizational cultural fit and maximize its profit.

The best sequence of KM processes is solved in the following order: (Announcement), (Evaluation), (Sharing), (Learning), and (Production). The sharing reward for knowledge workers is analytically derived accordingly, which increases with the level of KM systems and decreases with the probability of a worker staying in the firm, the probability of a culturally unfit worker being identified by the firm, and the probability of a worker being culturally fit on the labor market. The optimal volume of knowledge base is also investigated with respect to these factors.

Applying a novel analytical approach, the authors model and study KM processes and their relationships with organizational culture and incentives. The research provides valuable insights for managers to implement KM practices.

The purpose of this paper is to explore the relationship between organizational innovation and performance of firms in Vietnam.

Based on the literature review, the author proposed five hypotheses covering the relationships between different aspects of organizational innovation and firm performance. Data collected from a survey of 266 firms in Vietnam were analyzed to test the proposed hypotheses.

Two out of three aspects of organizational innovation, including “innovation in business practices” and “innovation in workplace organization,” are significantly positively associated with firm performance. However, there was no evidence to support the relationship between firm performance and the third organizational innovation aspect, “organizational innovation in external relations.” The results also show that the interaction terms among three aspects of organizational innovation do not have significant impacts on firm performance.

Firms in Vietnam should pay more attention to innovation in business practices and innovation in workplace organization since two aspects have clear positive influences on performance. Moreover, firms can perform each of the organizational innovation aspects independently or in parallel, as the implementation of organizational innovation in one aspect does not influence the impact on the firm performance of organizational innovation in other aspects.

This study provides important insights into the widely recognized yet little-researched relationship between organizational innovation and firm performance and concludes that organizational innovation has a positive impact on firm performance.

This chapter develops a conceptual framework to help us position and understand the increasing importance of project-based innovation for industrial organization in the 21st century. It builds on and extends Joan Woodward's (1958 and 1965) pioneering research, which classifies industrial organizations according to the complexity of production technology and volume of output. We suggest that a radical revision of Woodward's framework is required to account for the extensive use of project-based organizations to gain competitive advantage through accelerated innovation and growth in new technologies and markets.

While forward logistics handles and manages the flow of goods downstream in the supply chain from suppliers to customers, reverse logistics (RL) manages the flow of returned goods upstream. A firm can combine RL with forward logistics, keep the flows separated, or choose a position between the two extremes. The purpose of this paper is to identify the contextual factors that determine the most advantageous position, which the paper refers to as the most advantageous degree of combination.

The paper first develops a scale ranging from 0 percent combination to 100 percent combination (i.e. full separation). Second, using the contingency theory the paper identifies the contextual factors described in RL-literature that determine the most advantageous degree of combination. The set of factors is subsequently tested using a case study, which applies a triangulation approach that combines a qualitative and a quantitative method.

The results show six distinct contextual factors that determine the most advantageous degree of combination. Examples of factors are technical product complexity, product portfolio variation, and the loss of product value over time.

For practitioners the scale of possible positions and set of contextual factors constitute a decision-making framework. Using the framework practitioners can determine the most advantageous position of the scale for their firm.

Much RL-research addresses intra-RL issues while the relationship between forward and RL is under-researched. This paper contributes to RL theory by identifying the contextual factors that determine the most advantageous relationship between forward and RL, and proposes a novel decision-making framework for practitioners.

The purpose of this paper is to examine the nature of the strategic planning‐performance relationship by drawing on data from a sample of Turkish firms.

The sample frame for the study was derived from the database of the Istanbul Chamber of Industry's 500 largest Turkish manufacturing companies and the database of companies quoted on the Istanbul Stock Exchange. Based on a postal survey, 135 usable questionnaires were returned. Using LISREL causal modeling the moderating effects of a set of contingency factors on the relationship between formal strategic planning and firm performance were investigated.

The findings show that there is a good deal of support for the study's hypotheses. A strong and positive relationship was formed between formal strategic planning and firm performance, which tends to confirm the arguments of the prescriptive strategic management literature. The test results also verify the moderating roles of environmental turbulence, organization structure and firm size on the strategic planning‐performance link.

Strategic planning and its key dimensions represent a subtle and complex activity, and that to obtain rich data on such phenomena may be best accomplished through research methods that employ qualitative data gathering techniques. Incorporation of qualitative performance measures, in addition to financial measures would enrich our understanding of the planning‐performance relationship.

After almost a decade of relative neglect perhaps this research issue will again begin to attract the kind of attention that it deserves. Although strategy is often considered to be a universal practice, it is better thought of as many different crafts, varying according to its different contexts. So, the impact of various contexts on the planning‐performance relationship should be taken into account.

Prior studies that have examined strategic planning‐performance relationship have tended to focus on firms from industrialized countries. This is one of the first studies that has explicitly modeled and empirically tested the relationship in an emerging country context.

This paper builds upon the growing research on both privatization and entrepreneurship and provides a model to predict outcomes of privatization of state‐owned enterprises. Previous research has concentrated on the change in ownership as the principal driver of post‐privatization increases in firm performance and wealth creation. We suggest that structural conditions of the state‐owned enterprise and the privatization process, in combination with characteristics of the new owners, lead to performance changes because they determine the firm’s ability to transform from a state agency to an entrepreneurial organization.

In this study, the authors examine the influence of market orientation on small firms' performance. The authors theorize that the association between market orientation and small firm performance provides an incomplete picture in a competitive environment. The application of configuration approach which involves simultaneous consideration of market orientation, strategic flexibility and competition intensity is crucial to examine driver of firm performance.

The sample of the research study consists of 272 small firms from an emerging economy, India. Ordinary least squares regression has been used to investigate the hypothesized relationships.

The authors noted that the three-way interaction between market orientation, strategic flexibility and competition intensity elucidates variance in small firm performance over and above a contingency model and a direct relationship.

The findings contribute to the existing literature by exhibiting the effect of market orientation on firm performance. The configuration model suggests that small firms can outperform competitors in a lower competitive environment if they have high market orientation and high strategic flexibility investment. To leverage market opportunities and achieve better firm performance, small firms’ owners should analyze the usefulness of current capabilities in a changing competitive environment concurrently and align market orientation to those conditions.

The strategic management and marketing literature suggests that relationship between market orientation and performance is ambiguous. The findings offer insights to managers regarding the appropriate use of strategic flexibility in leveraging the benefits of market orientation in a highly competitive environment. Furthermore, by collecting data from the context of an emerging economy, India, the authors attempt to strengthen the applicability of market orientation in different contexts.

Purpose – The main aim of this chapter is to identify the factors that motivate outward Foreign Direct Investment (FDI) from Turkey to EU countries, looking into the problem at the firm level with a marketing focus, trying to understand whether or not there are any Turkey-specific prevailing marketing-related drivers.

Design/methodology/approach – With a distinction between developed and emerging/developing countries and their MNCs’ role in world trade and FDI, the literature review focuses on micro-view motives, particularly marketing-related ones, rather than macro-view motives which are mostly studied in the literature. Based on the literature review, the importance of Turkish MNCs and their increasing role in the world trade is briefly summarized.

Looking into the problem at the firm level with a marketing focus, a series of in-depth interviews with top executives were conducted as an exploratory study in order to explore and understand the role of marketing-related motives in Outward Foreign Direct Investment (OFDI) decisions of Turkish MNCs. For this purpose, 10 in-depth interviews with 13 top executives were conducted with tailor-made questionnaires.

Findings – The analysis of interviews revealed some different OFDI drivers and motivations for the Turkish MNCs compared to the factors mentioned in the literature, as well as iterating some common motives with the OFDI literature. Parallel to the FDI literature, it is observed that the Turkish MNCs mainly started their internationalization attempts by taking somewhat less risky and smaller steps.

As a result of qualitative research, the support is provided for the theoretical perspective that micro variables are more important than macro variables for Emerging Multinationals (EMNCs), particularly for Turkish MNCs; therefore, some Turkey-specific motives were also identified.

Originality/value of chapter – Although there is a consensus in recent literature on the most persistent group of motives influencing OFDI activities of EMNCs in developed countries, the underlying marketing-related objectives which are crucial to sustain competitive advantage have not been analysed and investigated sufficiently. This study is an attempt to fill this gap by identifying the most persistent marketing-related motives and give important insights about country-specific ones encouraging Turkish EMNCs to carry out OFDI in EU.

In this chapter, the author outlines the link between organization design and competitive strategy, focusing on rivalry. A firm’s organization design choices can affect its competitive advantage as well as the strategic decisions of its rivals. Therefore, organization design can influence the nature and intensity of competitive interactions between firms. To illustrate this effect, the author focuses on the literature on divisionalization and offers a set of propositions as examples. Taken together, the author makes three main observations: (1) a firm’s competitive position and objectives are reflected in its organizational choices; (2) heterogeneity in competitive position and objectives lead to heterogeneity in organization design choices across firms; and (3) organization design and competitive strategy are interdependent processes. The author concludes by discussing the implications for strategy and management research and pointing out some opportunities for future research.

Within the operations management literature, quality management (QM) has been one of the most popular research areas over the last few decades. The impact of QM systems on firm performance has been the subject of constant interest and challenge among researchers. Last such review was done in 2002 based on QM-related articles published between 1994 and 1999 and these were primarily on Total Quality Management (TQM). In the last 18 years, a large number of empirical studies have been attempted to investigate QM system-performance relationships in different contexts, covering not only TQM but also other QM systems such as ISO 9001, Total Productive Maintenance (TPM), Lean Manufacturing, Theory of Constraints (TOC), and Six Sigma Continuous Improvement projects. The paper aims to discuss these issues.

Based on an extensive review of 263 papers published in 17 reputed journals during the period 2000 to 2017, this paper shows the reflections of QM systems with respect to study of different QM systems, type of research designs being used, performance categories and metrics being used, and application of tools/techniques.

The literature review has revealed several gaps in research in the area of QM and calls for research on: empirical longitudinal case studies; implementation of multiple QM systems; identification of leading indicators of firm’s performance; standardization of performance measures; safety, environment and health-related performance measures; the differences in the QM systems on firm’s performance for manufacturing vs service organizations; application of QM systems in developing countries including Asian countries; and impact of ISO 9001 QM system on firm’s performance.

The literature reviews in the past had considered only the TQM-related articles published in reputed journals and did not cover other QM systems such as TPM, TOC, Toyota Production System, Six Sigma, ISO 9001 QMS, etc., which have also been widely used in many organizations, more so in the last 15 years.