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1 – 10 of 14Mario J. Donate and J. Ignacio Canales
This paper aims to present a novel way to conceive knowledge strategy (KS). It suggests that a firm could outperform another by establishing a coherent and integrated KS depending…
Abstract
Purpose
This paper aims to present a novel way to conceive knowledge strategy (KS). It suggests that a firm could outperform another by establishing a coherent and integrated KS depending on the objectives pursued and the understanding of knowledge management (KM) by managers, the use of KM tools, and organizational aspects to support KS implementation.
Design/methodology/approach
A cluster analysis was used to study the effect of KS on business performance and innovation based on a cross‐sectional sample of Spanish firms. Additional statistical analyses were used in order to develop a taxonomy of KSs.
Findings
The paper shows that the way an organization approaches knowledge management has major implications on the development of their strategy and the outcomes of KS application. Four types of KS are thus described based on the empirical analysis, i.e. proactive, moderate, passive and inconsistent, each of them having different effects on business performance and innovation.
Research limitations/implications
The research is limited to high rate innovation industries. Future studies could include other industries and a more diverse sample of firms.
Practical implications
The conception of KS presented here is a powerful approach that can lead an organization to achieve further innovation and higher levels of business performance.
Originality/value
An integrated and coherent KS has the potential to produce optimal results in terms of technological innovation and business performance.
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Gabriel Szulanski, Joseph Porac and Yves Doz
Enduring scholarly interest in the process of strategy-making stems from an abiding assumption that some ways of strategizing are more efficacious than others, and thus lead to…
Abstract
Enduring scholarly interest in the process of strategy-making stems from an abiding assumption that some ways of strategizing are more efficacious than others, and thus lead to higher firm performance in the long run; higher than luck alone would bring. Expressions of interest in and endorsements of the strategy process are abundant in the academic literature. As Pettigrew (1992) points out, Hofer and Schendel's pioneering definition of strategic management is processual in character emphasizing the development and utilization of strategy. Rumelt, Schendel, and Teece (1994) list the policy process question – how does policy process matter? – as a fundamental question of the strategic management field. Porter (1996) expresses preoccupation with the leadership and organizational challenges of managing the process. And, Hamel (1988) exhorts the field to devote as much attention to the conduct of strategy, i.e., the task of strategy making, as they have to its content. For senior managers and leaders, the question of how to make effective strategies stands usually at the top of their agenda. Not surprisingly then, the quest to uncover stable principles of good strategy making has attracted much support and interest over the years.
J. Ignacio Canales and Joaquim Vilà
This paper examines the emergent and deliberate views in strategy making through, what we develop as, a sequence of thinking and acting. Combining the features of thinking and…
Abstract
This paper examines the emergent and deliberate views in strategy making through, what we develop as, a sequence of thinking and acting. Combining the features of thinking and acting may enhance the organization's ability to achieve change, an ability that remains untapped unless it is accompanied by a change in mental models. Both action thinking emergent issues as well as thinking–acting deliberate issues may constitute triggering events, when contrasted with a previously agreed frame of reference. We develop a framework to show how thinking co-evolves with action in a succession of strategic activities, and within an agreed upon frame of reference. Our aim is to shed light on the circumstances under which deliberate or emergent modes take place throughout the strategy-making process. We claim that changes in strategic activities are determined by attention-triggering events, driven by both thinking and acting.
M. Esther Gómez-Martín, Ester Gimenez-Carbo, Ignacio Andrés-Doménech and Eugenio Pellicer
The purpose of this paper is to analyze the potential for implementing Sustainable Development Goals (SDGs) into the civil engineering bachelor degree in the School of Civil…
Abstract
Purpose
The purpose of this paper is to analyze the potential for implementing Sustainable Development Goals (SDGs) into the civil engineering bachelor degree in the School of Civil Engineering at Universitat Politècnica de València (Spain).
Design/methodology/approach
All the 2019/2020 course syllabi were analyzed to diagnose at which extent each subject within the program curriculum contributes to achieving the different SDGs.
Findings
The results show a promising starting point as 75% of the courses address or have potential to address targets covering the 2030 Agenda. This paper also presents actions launched by the School of Civil Engineering to boost the SDGs into the civil engineering curriculum.
Originality/value
This paper presents a rigorous and systematic method that can be carried out in different bachelor degrees to find the subjects that have the potential to incorporate the SDGs into their program. This paper also presents actions launched by the Civil Engineering School to boost the SDGs into the civil engineering curriculum.
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Marc Dreßler and Ivan Paunovic
The purpose of this paper is to explore brand innovation practices in small and medium enterprise (SME) wineries to found mid-range theory of brand innovation and to explain the…
Abstract
Purpose
The purpose of this paper is to explore brand innovation practices in small and medium enterprise (SME) wineries to found mid-range theory of brand innovation and to explain the interaction between upstream and downstream brand innovation during brand (re)launch.
Design/methodology/approach
This study deploys a qualitative research method. Data was collected through semi-structured telephone interviews with winery owners and managers from 20 German wineries. The approach explored both product and product line brands, organizational brands regarding upstream and downstream innovation and their mutual interaction.
Findings
The analyzed wineries provide evidence for up- and downstream brand innovation in the wine industry, thereby confirming previous findings that the wine industry is increasingly driven not only by tradition but also by innovation. The cases demonstrate that upscale SME wineries are able to distinguish between upstream and downstream innovation and integrate them in a meaningful way. Furthermore, the results point to the importance of team knowledge sharing and professional networks for successful upstream brand innovation, as well as social media for downstream brand innovation.
Originality/value
This paper presents a novel mid-range theory of brand innovation in winery SMEs, where resource constraints and a frugal approach to innovation demand for an integrated, hands-on approach.
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Maryam Malakouti, Sajad Rezaei and Milad Kalantari Shahijan
The purpose of this paper is to determine agile supply chain management (ASCM) among SMEs in manufacturing-related services sector. The study propose that entrepreneurial…
Abstract
Purpose
The purpose of this paper is to determine agile supply chain management (ASCM) among SMEs in manufacturing-related services sector. The study propose that entrepreneurial orientation (EO), participative management style, supplier relations, resource management, just-in-time (JIT) methodology and technology utilization (TU) are several drivers of ASCM – an effective management decision-making approach.
Design/methodology/approach
A total of 197 questionnaires were collected among SMEs to empirically test the proposed model. Structural equation modelling was employed using partial least squares approach to assess measurement and structural model for reflective and formative constructs.
Findings
The results reveal that EO, supplier relations, resource management, JIT methodology and TU positively influence ASCM while participative management style is not a predictor towards an effective ASCM. Moreover, EO was found to be a second-order formative construct comprising of innovativeness, risk taking and proactiveness, and ASCM is a first-order formative construct.
Originality/value
Prior literature regarding supply chain management (SCM) has focussed mainly on critical success factors of SCM and green SCM. Limited empirical studies have examined the influence of EO, participative management style, supplier relations, resource management, JIT methodology and TU on ASCM among SMEs in manufacturing-related services sector.
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Federico R. León, Oswaldo Morales, Juan D. Ramos, Álvaro Goyenechea, Paul A. Rojas, José Meza and Andrés Burga-León
Call centers generate stress and absenteeism in staff and the literature suggests that people-oriented leadership is the right way of supervision for such a situation. This study…
Abstract
Purpose
Call centers generate stress and absenteeism in staff and the literature suggests that people-oriented leadership is the right way of supervision for such a situation. This study compared its effects versus those of other types of leadership.
Methodology
Absentee data of 379 representatives of customer services of a Peruvian call center were analyzed and the representatives answered a questionnaire about the Framework of Values in Competition and its four types of leadership. Day and night work shifts were compared.
Results
It was observed that absenteeism declines with people-oriented leadership, although only during the day shift, and the addition of leadership oriented to change, results and control devalues models.
Limitations/implications
Future studies should cover the performance of the worker. The findings suggest a need to re-focus the theoretical focus on environmental contingencies that affect leadership effectiveness.
Originality/value
Leadership theorists will ask themselves in what circumstances the multiple leadership is effective. Call center managers will appreciate the organizational value of people-oriented leadership at the first level of supervision.
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Ignacio Cruz Roche, Jaime Romero and Ricardo Sellers-Rubio
Efficiency in retailing companies is mandatory for survival. Literature acknowledges external factors impact on efficiency. However, this impact remains understudied, as previous…
Abstract
Purpose
Efficiency in retailing companies is mandatory for survival. Literature acknowledges external factors impact on efficiency. However, this impact remains understudied, as previous research typically focuses on managerial decisions. The purpose of this paper is to partially fill this gap by exploring the influence of external factors on retailers’ efficiency.
Design/methodology/approach
This research simultaneously measures retail efficiency and evaluates the impact of six potential drivers by applying bootstrap techniques in a sample of 25 European Union countries during the period 2006–2015.
Findings
The efficiency of the retail system in the countries under analysis evolves at different paces during the observation period. This evolution can be explained by country population density, average store size within countries, foreign trade ratio, concentration, economic freedom and percentage of urban population.
Research limitations/implications
This research does not account for supply and demand restrictions that might affect retailers’ efficiency, as well as other variables that influence their production process.
Practical implications
This paper might help retail managers to comprehend and manage their companies’ efficiency. Furthermore, it provides clues to evaluate market attractiveness in retailers’ international expansion strategies.
Social implications
Policy makers can facilitate retailers’ efficiency through regulations on external variables that influence retailers’ performance, namely economic freedom and foreign trade ratio.
Originality/value
For the first time, this study analyses the impact of external factors on retail services efficiency across countries.
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