Search results

This paper presents an analytical framework for modeling and measuring strategic alignment. The resource-product-market (RPM) model is introduced as a means of representing the alignment of the firm's internal resources with its product lines and external markets. A strategic alignment index is defined to measure the degree of alignment represented by a model.

The RPM model is derived as an extension of prior research on diversification indexes. The strategic alignment index is mathematically defined and the properties of the model are characterized using graph theory. The approach is illustrated for two example firms.

The RPM model is flexible and can be used with different types and measures of resources, products and markets. The model represents strategy in a structural manner addressing a vertical type of alignment. The index ranges continuously from 0 to 1.0, providing a useful scale for measurement and comparison.

Practitioners may use RPM modeling to assess the current alignment of their respective firms and to identify strategic alternatives which increase alignment through a taxonomy of 13 strategic moves. The results of applying the model to ten firms are summarized.

The paper contributes to the literature by providing a new method for modeling firm strategy which integrates resource and industry views, thereby enabling a measurement of their alignment. The paper is also novel in the application of graph theory to management.

The purpose of this empirical paper is to operationalize the Doz and Kosonen (2010) model of strategic agility, consisting of three dimensions and 15 subfactors and to test its relationship with firm performance under multiple contingencies.

A CEO-level survey is conducted to collect a sample of 73 firms from three industries in the US state of Florida. Factor analysis and convergence with similar criterion are used to validate the strategic agility construct. Multiple regression is used to test hypothesized relationships.

The findings support construct validity of Doz and Kosonen's model. Moreover, firm age and environmental turbulence are found to be important contingency factors. Environmental turbulence is found to moderate the relationship between firm age and strategic agility. Firm age and environmental turbulence are found to jointly moderate the relationship between strategic agility and firm performance.

It is evident that firms may benefit from strategic agility depending on their age and environment. The results encourage future longitudinal research addressing causality.

The paper contributes to research by validating a more comprehensive model of strategic agility and identifying contingency factors that help to explain prior mixed results on the relationship between strategic agility and performance.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

On December 17, 2003 the Securities and Exchange Commission (SEC) approved an overhaul of the New York Stock Exchange’s (NYSE’s) system of corporate governance. After questions arose concerning the NYSE’s ability to discharge its self‐regulatory functions following the resignation of former Chairman and CEO Richard Grasso, Interim Chairman John Reed proposed new governance architecture including a newly independent Board of Directors and a separate Board of Executives designed to represent the NYSE’s various constituencies. The new architecture reflects an effort to strike a balance between an independent board of directors and the desire for input from the industry, i.e., self‐regulation. This new structure should not be seen as the SEC’s determination of the future of self‐regulation, but simply as the most recent step in refining and improving the self‐regulatory process at the NYSE and other marketplaces as well.

Presents 31 abstracts, edited by Johanthan Morris and Mike Reed, from the 2003 Employment Research Unit Annual Conference, held at Cardiff Business School in September 2003. The conference theme was “The end of management? managerial pasts, presents and futures”. Contributions covered, for example, the changing HR role, managing Kaizen, contradiction in organizational life, organizational archetypes, changing managerial work and gendering first‐time management roles. Case examples come from areas such as Mexico, South Africa, Australia, the USA, Canada and Turkey.

Social influence plays a crucial role in determining the size of information diffusion. Drawing on threshold models, we reformulate the nonlinear threshold hypothesis of social influence.

We test the threshold hypothesis of social influence with a large dataset of information diffusion on social media.

There exists a bell-shaped relationship between social influence and diffusion size. However, the large network threshold, limited diffusion depth and intense bursts become the bottlenecks that constrain the diffusion size.

The practice of viral marketing needs innovative strategies to increase information novelty and reduce the excessive network threshold.

In all, this research extends threshold models of social influence and underlines the nonlinear nature of social influence in information diffusion.

This chapter traces the evolution of personality trait research in the behavioral accounting literature and offers suggestions for past and future trends. These personality traits include, among others, those measured by the Myers-Briggs Type and Five Factor models (FFMs), Type A/B, tolerance for ambiguity, locus of control, authoritarianism, and the Dark Triad components of narcissism, Machiavellianism, and psychopathy. In a broad spectrum analysis of accounting journals without regard to timing or geographics, we attempt to capture the major phases of personality trait research and provide suggestions as to the surrounding environment for such progressions in the literature. In addition to more established research streams, this chapter also discusses other personality traits that have only been marginally investigated in the accounting literature, and possible directions for future research.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

In the era of financial capitalism, how to manage and hold global corporations accountable has become too multifarious a topic for a solitary focus of one theme, to sufficiently outline the whole gamut and implications of their activities. Capitalism is characterized by several well-organized antinomies and contrasts, with reflections of critical dualities that bear a resemblance to the primeval paradoxes of Hellenic philosophy. The challenge of governance of capitalism to be effectual entails breaking out of the entrenched precincts of habitual academic silos. Various standpoints while reasonably informative falls short to explain fully the complex interlinkages between the concept of global governance and the state’s capacity to put into effect its will on corporate power.

Spotlighting on assessing the praxis of political economy at global and national level and the corporate reality, this chapter aims to provide a renewed thrust for the focused recalibration of global regulatory regime. In this chapter, the inquiries take the regulation as the main explanandum for elucidation of the shifting governance framework.