Search results

1 – 10 of over 247000
Book part
Publication date: 9 July 2010

Kimmo Suominen and Saku Mantere

Although the managerial profession is subjugated by the discipline of strategic management, managers are not completely subordinate to it. Instead, they are able to use…

Abstract

Although the managerial profession is subjugated by the discipline of strategic management, managers are not completely subordinate to it. Instead, they are able to use the institutionalized discourse of strategic management, which is not their own product, in novel and creative ways. In this paper, we focus on the tactics that managers, as central strategy practitioners, use to consume strategy. Drawing on the work of the late Michel de Certeau as a theoretical lens, we conduct an empirical analysis of discourse, produced by 36 managers operating in three case organizations. This analysis allows us to elaborate on three different tactics of strategy consumption: instrumental, playful, and intimate. The results capture the reciprocal dynamics between the micro- and macrolevels of strategy discourse, that is, between strategic management as an institutional body of knowledge and the discursive practice of individual managers.

Details

The Globalization of Strategy Research
Type: Book
ISBN: 978-1-84950-898-8

Abstract

Details

Strategizing
Type: Book
ISBN: 978-1-78973-698-4

Abstract

Details

Digital Transformation Management for Agile Organizations: A Compass to Sail the Digital World
Type: Book
ISBN: 978-1-80043-171-3

Book part
Publication date: 7 October 2015

Azizah Ahmad

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive…

Abstract

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

Details

Sustaining Competitive Advantage Via Business Intelligence, Knowledge Management, and System Dynamics
Type: Book
ISBN: 978-1-78441-764-2

Keywords

Book part
Publication date: 8 July 2020

Uma Gupta and San Cannon

Abstract

Details

A Practitioner's Guide to Data Governance
Type: Book
ISBN: 978-1-78973-567-3

Abstract

Details

Comprehensive Strategic Management
Type: Book
ISBN: 978-1-78714-225-1

Article
Publication date: 19 May 2022

Azaddin Salem Khalifa

The purpose of this paper is to contest Mintzberg's influential “five Ps for strategy”. It exposes the negative side effect of these “five Ps” and urges a rethinking of…

Abstract

Purpose

The purpose of this paper is to contest Mintzberg's influential “five Ps for strategy”. It exposes the negative side effect of these “five Ps” and urges a rethinking of the concept of strategy. It also points to an alternative direction for further research building on a more robust definition of strategy that does not aim to combine the five Ps but to focus instead on, and to draw boundaries around, the substance of strategy.

Design/methodology/approach

The key arguments of Mintzberg's article are critically evaluated and alternative arguments are advanced.

Findings

None of the “five Ps for strategy” satisfies the criteria of a good definition. However, their impact is still evident, especially the definition of “strategy as pattern” and the idea that any decision can be “more or less” “strategic”. The “five Ps” have served their intent at the time, and their impact now is more negative than positive.

Research limitations/implications

The “five Ps” are no longer useful in advancing the descriptive or prescriptive purposes of the strategy field. Researchers need to rethink the concept of strategy.

Practical implications

Leaders should not be confused by the “five Ps”. Instead, they should look for more rigorous and relevant definitions that help them think through their dynamic and uncertain environment.

Originality/value

This paper is probably the first to specifically contest the five definitions of strategy offered by Mintzberg and the argument behind them.

Details

Journal of Strategy and Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 30 March 2022

Xia Wu, Yang Li, Hefu Liu and Kai Zhang

Using dynamic capability theory, this study investigates how information technology (IT) support affects firms' online and offline cross-channel integration (CCI). In…

Abstract

Purpose

Using dynamic capability theory, this study investigates how information technology (IT) support affects firms' online and offline cross-channel integration (CCI). In addition, it applies institutional theory to examine how the relationships between IT support and CCI are moderated by firms' institutional environments.

Design/methodology/approach

A sample of 308 firms in China that conduct business in online and offline channels was empirically tested through hierarchical regression analysis.

Findings

The results showed two types of IT support facilitated CCI: IT support for strategy and IT support for process. The relationship between IT support for process and CCI was stronger than that between IT support for strategy and CCI. The results further indicated institutional environment (i.e. dysfunctional competition and government support) played differing roles in these effects, such that the relationship between IT support for strategy and CCI was significantly weakened by dysfunctional competition yet enhanced by government support. However, neither dysfunctional competition nor government support had a significant moderating role in the relationship between IT support for process and CCI.

Originality/value

This study identifies different IT support types as antecedents of CCI. It is also one of the earliest attempts to explore the influence of institutional environment on the relationship between IT support and CCI.

Open Access
Article
Publication date: 1 October 2021

Sarandis Mitropoulos and Christos Douligeris

In the new digital age, enterprises are facing an increasing global competition. In this paper, we first examine how Information Technology (IT) can play an important role…

Abstract

Purpose

In the new digital age, enterprises are facing an increasing global competition. In this paper, we first examine how Information Technology (IT) can play an important role in giving significant competitive advantage in the modern enterprises. The business value of IT is examined, as well as the limitations and the trade-offs that its applicability faces. Next, we present the basic principles for a successful IT strategy, considering the development of a long-term IT renovation plan, the strategic alignment of IT with the business strategy, and the adoption of an integrated, distributed, and interoperable IT platform. Finally, we examine how a highly functional and efficient IT organization can be developed.

Design/methodology/approach

Our methodological approach was based to the answers of the following questions: 1. Does IT still matter? 2. What is the business value created by IT along with the corresponding limitations and trade-offs? 3. How could a successful IT Strategy be build up? 4. How could an effective? T planning aligned with the business strategy be build up? 5. How could a homogenized and distributed corporate IT platform be developed? and finally, 6. How could a high-performance IT-enabled enterprise be build up?

Findings

The enterprises in order to succeed in the new digital area need to: 1. synchronize their IT strategy with their business strategy, 2. formulate a long-term IT strategy, 3. adopt IT systems and solutions that are implemented with elasticity, interoperability, distribution, and service-orientation. 4. keep a strategic direction towards the creation of an exceptional organization based on IT.

Originality/value

This paper is original with respect to the integrated approach the overall problem is examined. There is a prototype combined investigation of all perspectives for an effective enforcement of IT in a way that causes acceleration in competitive advantage when conducting business.

Details

Applied Computing and Informatics, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2634-1964

Keywords

Article
Publication date: 8 May 2019

Aboobucker Ilmudeen, Yukun Bao and Ibraheem Mubarak Alharbi

Despite the conceptual, empirical and theoretical advances in alignment–performance relationship, there is a limited research on the alignment dimensions and…

1772

Abstract

Purpose

Despite the conceptual, empirical and theoretical advances in alignment–performance relationship, there is a limited research on the alignment dimensions and organizational performance measures. Though strategic alignment is believed to improve organizational performance, the purpose of this paper is to develop conjectures for understanding how different alignment dimensions influence organizational performance measures.

Design/methodology/approach

The data were acquired from 161 senior IT and business managers paired responses in China and were analyzed by using a structural equation modeling technique.

Findings

The hypothesized relationships are largely supported. Thus, quality-oriented strategic alignment dimension has a significant relationship with all performance measures. Contrary to expectations, both product and marketing-oriented strategic alignment dimensions do not show a significant impact on financial return. The marketing-oriented strategic alignment dimension also has an insignificant relationship with operational excellence.

Practical implications

This study suggests that the business–IT alignment can be dimensioned to better combine business strategy and IT strategy. Hence, managers can focus specific alignment dimension instead of entire strategies of a firm for a better decision making.

Originality/value

Findings suggest guidance for formulating combined business and IT strategic alignment into dimensions and proposing insightful and practical implications.

Details

Journal of Enterprise Information Management, vol. 32 no. 3
Type: Research Article
ISSN: 1741-0398

Keywords

1 – 10 of over 247000