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The purpose of this paper is to attempt to shed light on procurement innovation by examining two state-of-the-art procurement systems in China – an agent-construction system (ACS or in Chinese Dai Jian Zhi) and public-private partnership (PPP), with special consideration given to the systems’ particular political, economic, social, technological, environmental, and legal (PESTEL) background.

The paper does so by using content analyses, semi-structured interviews, and a “PESTEL-Procurement Innovation” framework.

It is found that PPP has not been as popular as expected, while the ACS, which is little known to the international construction management community, is widespread in China. The study of ACS and PPP further reveals that congruence between a procurement system and its external PESTEL conditions is essential for procurement innovation.

The “PESTEL-Procurement Innovation” framework could be a useful tool for devising procurement innovation; although there are many questions yet to be answered by further research.

The paper provides useful insights into procurement innovation, particularly when governments worldwide are searching for innovative procurement systems to help deliver public projects and services.

The paper possesses originality in that it tackles procurement innovation, an area that is under researched in construction management. It exhorts the re-connection between a procurement system and its external PESTEL conditions for devising bona fide procurement innovations.

It is no surprise that garbage is not garbage for some. It is money. This is why garbage has been overestimated to a point that money allocated for waste-to-energy (WtE) projects feed individual pockets. Many countries have already adapted WtE as a successful solution for both energy and waste crisis. Although in Sri Lanka six WtE projects were promised, the government abruptly decided that it would not have any more projects other than the two plants that were under construction. The purpose of this paper is to analyse barriers to the implementation of WtE projects in Sri Lanka.

An exploratory case study was selected as the research strategy to achieve the research aim. In total, two WtE megaprojects, which have been initiated implementation in Sri Lanka, were used as cases. A total of 12 semi-structured interviews with four personnel from each case and four government officials were used as the data collection technique. Data analysis was carried out using code-based content analysis. The barriers were extracted through analysis of case findings using an abductive analysis. The strategies to mitigate identified barriers were formulated based on attributes highlighted through case study findings and further validated through the opinions of three experts.

Barriers were analysed using the PESTEL framework to get ample insight into barriers that impact on the implementation of WtE projects in Sri Lanka. Less support from the government due to their less awareness on WtE, high investment and operational cost, lack of expert knowledge on WtE technologies in Sri Lanka, absence of a proper regulatory framework for implementation WtE technologies, lengthy process and delay in getting approvals from government process, poor attitudes of public and their protests due to the less awareness on WtE are the foremost barriers identified in this study. Further, strategies were proposed based on the empirical research findings to overcome barriers to facilitate the successful implementation of WtE projects in Sri Lanka.

So far only two WtE megaprojects have been initiated the implementation in Sri Lanka. Therefore, the scope of the study was limited only to those projects. Moreover, the type of waste considered in this study is municipal solid waste (MSW), which has become a bigger problem in Sri Lanka.

The current study unveils an analysis of barriers for implementation of WtE projects in Sri Lanka, including strategies for mitigating identified barriers. The findings would enable relevant stakeholders, i.e. policymakers, industry practitioners, investors, government bodies and researchers to make informed decisions on implementation of WtE projects and thereby promote successful implementation of WtE projects in Sri Lanka.

This paper aims to investigate two seminal market-scanning frameworks – the five-forces analysis and PESTEL environmental scanning tool – to assess their readiness for anticipating market-shaping acts.

Drawing on the market-shaping literature that conceptualizes markets as complex adaptive systems, this conceptual paper interrogates the underlying assumptions and “blind spots” in two seminal market-scanning frameworks. The paper showcases three illustrative vignettes in which non-industry actors catalyzed market change in ways that these market-scanning frameworks would not be able to anticipate.

Marketing strategists can be “blindsided” as seminal market-scanning frameworks have either too narrow an interpretation of market change or are too broad to anticipate specific types of market-shaping acts. The assumptions about markets that underpin these market-scanning frameworks contribute to incumbents being slow to realize market-shaping acts are taking place.

The authors extend market-scanning to include a type of managerial myopia that fails to register the socially embedded, systemic nature of complex contemporary markets. Furthermore, the paper provides an “actors-agendas-outcomes” scanning framework that offers awareness of market-shaping acts.

This paper is the first to consider market-scanning frameworks from a market-shaping perspective.

Looks at the relationship between the research on TQM models, such as the Japanese 5S and EFQM, and the practical delivery of TQM models into senior government/businesses managers who are struggling to take advantage of the global economy. Continues investigating the relationship and the adaptability of models to produce bottom line results or solutions, which can then increase the Welsh GDP through the upskilling of senior managers. This process has further been explored through several areas of business and this has allowed for an understanding of relationships between business processes and TQM. If implemented, these would not only impact on the business but also the local economy. In the case of e‐business, the traditional models of SWOT/PESTEL only focus on the local company and political issues. Suggests that therefore they are no longer stretching enough in reality for developing senior management strategy in the global market place. A model is proposed that builds on the SWOT/PESTEL analysis models and also allows the use of Investors in People and the Excellence Model in a clear and focused manner.

This case applies a stakeholder analysis to examine the trade-offs between the firm’s strategy and the interests of different stakeholder groups. A PESTEL analysis supports an evaluation of the firm’s situation. Consumer behavior theories on psychological ownership and territoriality offer a framework for analyzing the conflicts that arise from the inhabitants’ protests.

This case relies on secondary sources, including news reports, social media sites and company websites. This case has been classroom tested with undergraduate students in a strategic management course in January 2019 at the University of Cologne, Germany.

In November 2016, Google announced its intentions to rent a building in the Kreuzberg district of Berlin to open a Google Campus, a business incubator for tech start-ups that would offer entrepreneurs support, workshops and access to networks. Following the announcement, dissatisfied local communities organized protests, in which leaders complained that “It is extremely violent and arrogant of this mega-corporation, whose business model is based on mass surveillance and which speculates like crazy, to set up shop here” (Business Times, 2018). Berlin’s Government supported the Google Campus plan; inhabitants rejected it with fierce and persistent protests. In face of this challenge, was it still possible for Google to continue its plans in Berlin?

This case qualifies for use in strategic management classes at undergraduate and MBA levels. Its focus aligns well with stakeholder analyses, PESTEL analyses and business strategy. In addition, for courses on organizational communications or public relations, this case provides a way to explore the relationship between Google and its stakeholders, especially protesters, in detail. Moreover, this case is well suited for consumer research and public policy courses (e.g., transformative consumer research) centered on discussions of territoriality.

The theoretical linkages are with dynamic nature of PESTEL analysis, Porter’s five forces, resource-based view of the firm and characteristics of an entrepreneur.

The names of the institutions and individuals involved have been disguised. However, the material facts of the case are authentic.

This case discusses strategy in the context of a crisis situation in a small business. JTH Inc. was a computer subcontract manufacturing (SCM) firm serving the New England region of the USA. The influx of international competition (mainly from China) due to recession led to significant challenges for JTH and the SCM industry. JTH was struggling and the situation was further complicated by the founder’s (Robert Maxwell) personal and emotional situation. Robert had to decide whether to keep the business running, close it down, merge with/be acquired by a competitor, innovate the business model or do something else.

This case is designed to target undergraduate students of Strategic Management; it may also include Entrepreneurship students. It should most probably be taught in the first half of the course after concepts such as PESTEL, Porter and resource-based view of the firm have been taught.

Learning outcomes of this study are as follows: formulate an external analysis of INAPOL; and develop a strategic analysis to identify strategic alternatives.

INAPOL is a manufacturing company dedicated to the production of polyethylene sleeves and the manufacture of plastic bags, which faced a crisis because of the new environmental regulations in Chile. This rule prohibits the delivery of plastic bags in commerce, which leads directly to a decrease in the demand for bags by its main customers. This is why it is necessary to conduct a strategic analysis and reformulate a development plan. The reader is expected to be able to identify the external factors that limit the company and the internal factors that affect the company. In addition, the reader is expected to develop strategic analysis tools such as PESTEL and SWOT and identify background information to propose strategic alternatives.

The present case study presents a low complexity and can be applied in introductory courses of strategy or management for undergraduate students in administration.

Teaching Notes are available for educators only.

CSS 11: Strategy.

This paper serves to discuss the benefit of applying scenario‐planning techniques to more traditional approaches to strategy development in helping firms deal with uncertainty and evolutionary change in their surrounding environment. Assessing this environment provides insight into the unique changes, the implications these changes have on a firm's strategies, and the creation of special techniques required to understand them. One of these special techniques is scenario planning. Any study of the relationship between strategy, environment and performance must include variables that involve business scope and resource commitments.

A review of the research literature on the use and benefits of both the traditional approaches and the scenario approach to constructing the future strategy of a firm in a changing environment is undertaken.

The results suggest that a better understanding of the performance of firms within a changed environment can be achieved using the combination of a PESTEL analysis, internal resource analysis and the use of scenarios. This reformulation equation creates a model of a possible environment in which the firm must operate and an investigation of the strategic implications of various scenarios to the firm.

This paper is unique in that it marries the traditional approaches to strategy development with the application of scenario planning. It is of benefit to managers and strategic planners by illustrating how a firm may better develop insight into how it should formulate and implement its strategy in order to retain or create a competitive advantage in the changed environment in which it operates.

Organisational performance of sport organisations has been studied over the last three decades. However, little attention was paid towards performance management (PM) compared to performance measurement. The purpose of this paper is to close this research gap by establishing a holistic perspective for PM of National Sports Organisations (NSOs) that accounts for their uniqueness, the interdependence of their operating systems and their relationship with their environments. Furthermore, this paper presents a holistic model of PM for NSOs.

The model was developed from a literature review process and uses the macro, meso and micro framework to describe external and internal environmental influences that affect the PM of NSOs.

The NSO’s ability to respond to the dynamics of their external environment by implementing organisational processes that account for the resources available and their structural designs influences their PM. Furthermore, the ability of the individuals within NSO to create enabling environments for PM influences organisational efficiency and effectiveness.

This paper contributes to sport management literature on the PM of NSOs, and informs sport managers on ways to improve organisational performance by implementing holistic approaches to PM.

This is the first study that takes a holistic approach to PM of NSO and depicts the specific elements that play a crucial role in managing NSO’s multi-dimensional performance.