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Book part
Publication date: 13 August 2018

Chaminda Wijethilake and Athula Ekanayake

Purpose – The purpose of this paper is to develop a framework which sheds new light on how sustainability control systems (SCS) can be used in proactive strategic responses to

Abstract

Purpose – The purpose of this paper is to develop a framework which sheds new light on how sustainability control systems (SCS) can be used in proactive strategic responses to corporate sustainability pressures.

Design/Methodology/Approach – Corporate sustainability pressures are identified using insights from institutional theory and the resource-based view of the firm.

Findings – The paper presents an integrated framework showing the corporate sustainability pressures, proactive strategic responses to these pressures, and how organizations might use SCS in their responses to the corporate sustainability pressures they face.

Practical Implications – The proposed framework shows how organizations can use SCS in proactive strategic responses to corporate sustainability pressures.

Originality/Value – The paper suggests that instead of using traditional financial-oriented management control systems, organizations need more focus on emerging SCS as a means of achieving sustainability objectives. In particular, the paper proposes different SCS tools that can be used in proactive strategic responses to sustainability pressures in terms of (i) specifying and communicating sustainability objectives, (ii) monitoring sustainability performance, and (iii) providing motivation by linking sustainability rewards to performance.

Article
Publication date: 15 January 2018

Prodromos Chatzoglou, Dimitrios Chatzoudes, Lazaros Sarigiannidis and Georgios Theriou

This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main…

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Abstract

Purpose

This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main objective is to examine the relationship between “strategic orientation” and “firm performance”, in the light of two firm-specific factors (“distinct manufacturing capabilities” and “organisational structure”). The proposed research model of the present study is built upon the resource-based view (RBV) of the firm and the organisational aspect of the VRIO framework (the “O” from the VRIO model).

Design/methodology/approach

The study proposes a newly developed research model that adopts a four-factor approach, while examining a number of direct and indirect effects. The examination of the proposed research model was made with the use of a newly developed structured questionnaire that was distributed on a sample of Greek manufacturing companies. Research hypotheses were tested using the structural equation modelling technique. The present study is explanatory (examines cause and effect relationships), deductive (tests research hypotheses), empirical (collects primary data) and quantitative (analyses quantitative data that were collected using a structured questionnaire).

Findings

The empirical results suggest the coexistence of three distinct categories of effects on “firm performance”: strategy or “utility” effects, depending on the content of the implemented strategy; firm-specific effects, depending on the content of the organisational resources and capabilities; and organisational effects, depending on the implemented organisational structure. More specifically, the statistical analysis underlines the significant mediating role of “strategic orientation” and the complementary role of “organisational structure”. Finally, empirical results support the argument that “strategy follows structure”.

Research limitations/implications

The use of self-reported scales constitutes an inherent methodological limitation. Moreover, the present study lacks a longitudinal approach because it provides a static picture of the subject under consideration. Finally, the sample size of 130 manufacturing companies could raise some concerns. Despite that, previous empirical studies of the same field, published in respectable journals, were also based on similar samples.

Practical implications

When examining the total (direct and indirect) effects on “firm performance”, it seems that the effect of “organisational structure” is, almost, identical to the effect of “distinct manufacturing capabilities”. This implies that “organisational structure” (an imitable capability) has, almost, the same contribution on “firm performance” as the manufacturing capabilities of the organisation (an inimitable capability). Thus, the practical significance of “organisational structure” is being highlighted.

Originality/value

There has been little empirical research concerning the bundle of firm-specific factors that enhance the impact of strategy on business performance. Under the context of the resource-based view (RBV) of the firm, the present study examines the impact of “organisational structure” on the “strategy-capabilities-performance” relationship, something that has not been thoroughly investigated in the strategic management literature. Also, the present study proposes an alternate measure for capturing the concept of business strategy, the so-called factor of “strategic orientation”. Finally, the study adopts a “reversed view” in the relationship between structure and strategy. More specifically, it postulates that “strategy follows structure” and not the opposite (“structure follows strategy”). Actually, the empirical data supported that (reversed) view, challenging the traditional approach of Chandler (1962) and calling for additional research on that ongoing dispute.

Article
Publication date: 26 March 2010

Bruce Clemens and Lynn Bakstran

The purpose of this paper is to investigate whether the type of theoretical lens and strategic purpose impacts the relationships among firm environmental strategy, financial…

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Abstract

Purpose

The purpose of this paper is to investigate whether the type of theoretical lens and strategic purpose impacts the relationships among firm environmental strategy, financial performance, and environmental performance.

Design/methodology/approach

This is a theoretical paper which first investigates three constructs: firm environmental strategy, environmental performance, and economic performance. Scholars have argued for different relationships among the three constructs. The paper then discusses two theoretical lenses (strategic choice and the resource‐based view) and two strategic purposes (stakeholder and shareholder) used in the literature. The paper argues that the type of theoretical lens and strategic purpose will impact the way the three constructs (firm environmental strategy, financial performance, and environmental performance) are arranged.

Findings

The paper provides a two‐by‐two matrix distinguishing between theoretical lens and strategic purpose. The paper argues that the specific choice of theoretical lens and strategic purpose helps define the way firm environmental strategy, financial performance, and environmental performance are arranged.

Originality/value

As different scholars have argued for different relationships among the three constructs, this paper provides a framework that could help justify the seemingly paradoxical relationships. The paper concludes with ideas for future research on these issues.

Details

Management Research Review, vol. 33 no. 4
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 16 November 2022

Christine Weigel and Martin R.W. Hiebl

Small- and medium-sized enterprises (SMEs) carry huge economic importance worldwide. At the same time, SMEs face specific challenges, some of which may be alleviated by employing…

Abstract

Purpose

Small- and medium-sized enterprises (SMEs) carry huge economic importance worldwide. At the same time, SMEs face specific challenges, some of which may be alleviated by employing accountants. However, research on the role and impact of accountants in SMEs has long remained fragmented and scarce. This paper aims to encourage more research on accountants in SMEs by providing the first comprehensive and systematic review of relevant research.

Design/methodology/approach

Based on systematic review methods, the authors critically examine 68 research articles dealing with accountants in SMEs.

Findings

The review identifies three dominant roles for accountants in SMEs: providers of reporting services, sources of SME owners’ self-validation and translators between capital providers and SMEs and advisors. Implicitly, many studies assume a value-enhancing effect of employing accountants in SMEs regardless of these specific roles. At the same time, available studies seldom make use of existing theoretical frameworks to more closely analyze the value-enhancing potential of human resources such as accountants. The authors, thus, propose the resource-based view as a robust theoretical framework to improve theory building in research on accountants in SMEs.

Originality/value

To the best of the authors’ knowledge, this paper is the first systematic review of accountants in SMEs. In addition, the authors develop a resource-based model on accountants in SMEs to guide future research on this topic.

Details

Journal of Accounting & Organizational Change, vol. 19 no. 5
Type: Research Article
ISSN: 1832-5912

Keywords

Article
Publication date: 26 April 2013

Andreas Hinterhuber

The fundamental problem of the resource‐based view (RBV) of the firm is its lack of predictive ability and its inability to identify, ex ante, those resources and capabilities…

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Abstract

Purpose

The fundamental problem of the resource‐based view (RBV) of the firm is its lack of predictive ability and its inability to identify, ex ante, those resources and capabilities leading to competitive advantage and superior profitability. This paper aims to propose an extension of the RBV model that incorporates the demand‐based variables of customer needs and size of addressable market segment in the definition of the resources and capabilities that enable competitive advantage and superior profitability.

Design/methodology/approach

The paper's approach is to use a literature review and two case studies.

Findings

In this model a company has a competitive advantage if its resources and capabilities are valuable, rare, non‐imitable, organized, and if these resources and capabilities address unmet customer needs in market segments large enough to cover organizational fixed costs.

Research limitations/implications

The proposed extension of the RBV is based on current literature and two qualitative case studies. Future longitudinal studies should establish causal links between current resources and capabilities meeting the proposed criteria and future performance.

Practical implications

The model appears to be able to guide decisions about investment in resources and capabilities to further develop existing competitive advantages and to build new ones. The benefit of this model lies in its ability to identify, ex ante, those resources and capabilities leading to competitive advantage and superior firm profitability.

Social implications

An improved ability to predict future firm performance based on more rigorous tests of current resources and capabilities improves the resource allocation process in firms and thus benefits society.

Originality/value

The benefit of this model lies in its ability to identify, ex ante, those resources and capabilities leading to competitive advantage and superior firm profitability.

Article
Publication date: 16 October 2007

Ruth Alas and Wei Sun

In recent years, resource‐based theory has emerged as one of the most promising theoretical frameworks in the field of management. In this paper, the authors aim to explore the…

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Abstract

Purpose

In recent years, resource‐based theory has emerged as one of the most promising theoretical frameworks in the field of management. In this paper, the authors aim to explore the application of a resource‐based view when implementing organizational change in Chinese organizations. The problems associated with change are explored from the perspective of human resources (HR).

Design/methodology/approach

Structured interviews were conducted with top or middle managers in 160 companies in several large cities in the northern part of China: Beijing, Tianjin, Jinan and Zibo.

Findings

From the perspective of HR, the main problems faced when implementing change in Chinese organizations include the following: bureaucratic regulations and strict orders remain the core features of the process of implementing changes in Chinese companies. Meanwhile, the intrinsic values and emotions of employees were neglected and coercion and manipulation was frequently used as a strategy to overcome resistance to change. Moreover, Chinese managers are found to lack the skill to involve employees in the change process.

Originality/value

The study provides some insights into the human side of the change management process in China. Based on the research results the authors have identified the main problems associated with HR and recommend that the human resource management function facilitate the success of organizational changes.

Details

Chinese Management Studies, vol. 1 no. 4
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 21 September 2010

Michael Lewis, Alistair Brandon‐Jones, Nigel Slack and Mickey Howard

The paper seeks to analyze the evolution of competitive advantage using both “classic” and “extended” resource‐based theory (RBT). The aim is to examine the different ways in…

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Abstract

Purpose

The paper seeks to analyze the evolution of competitive advantage using both “classic” and “extended” resource‐based theory (RBT). The aim is to examine the different ways in which “classic” and “extended” resource‐based advantage develops and how they might combine to create long‐term advantage.

Design/methodology/approach

A single case study method is used to examine the process by which competitive advantage has accumulated over a 50‐year period at Food Services Group Inc., a highly successful food service company based on the West Coast of the USA with an annual growth rate currently running at 10 percent.

Findings

Preliminary conclusions suggest support for the sequential, iterative, and slow‐cycle development model associated with proprietary bounded resources and, the strategic resource‐rigidity paradox. The work also highlights preliminary evidence for a faster cycle development process possible with inter‐firm resources associated with extended resource‐based theory (ERBT) and, long‐run sustainable advantage requiring synchronization and integration of both bounded and relational resources.

Originality/value

This is the first rich empirical study of the way competitive advantage evolves using both RBT and ERBT. The research provides insights into how organizations can combine both classic and extended resources in seeking to establish competitive advantage. It illustrates how unbounded external resources, such as the role of suppliers engaged in new product development, can create an initial advantage for firms who then build on this by investing in bounded resources such as specific skills within their organization.

Details

International Journal of Operations & Production Management, vol. 30 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 12 October 2015

Mona Rashidirad, Ebrahim Soltani, Hamid Salimian and Yingying Liao

– This paper aims to investigate the applicability of Grant’s framework in the current changing and dynamic environment.

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Abstract

Purpose

This paper aims to investigate the applicability of Grant’s framework in the current changing and dynamic environment.

Design/methodology/approach

In this paper, a critical review of Grant’s paper was conducted to identify the limitations and weaknesses of the framework, which prevent its effective application in the current digital age.

Findings

As a result, this paper presented a modified framework and four propositions to consider dynamic capabilities in the new turbulent environment and extend the relationships between a firm’s resources, capabilities, dynamic capabilities, competitive advantage and competitive strategy. Findings tied to this initiative will provide important contributions to research.

Originality/value

Rooted in resource-based view (RBV), the proposed framework puts forward a valid theoretical foundation on how to create a competitive advantage from a firm’s internal factors, including strategic resources, capabilities and dynamic capabilities. Furthermore, it contributes to RBV literature by considering dynamic capabilities, as the firms’ most crucial factors in the current dynamic digital market.

Article
Publication date: 13 July 2020

Madhavi Latha Nandi, Santosh Nandi, Hiram Moya and Hale Kaynak

Using the resource-based theoretical view of the firm, this paper aims to explore how firms’ efforts to integrate blockchain technology (BCT) into their supply chain systems and…

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Abstract

Purpose

Using the resource-based theoretical view of the firm, this paper aims to explore how firms’ efforts to integrate blockchain technology (BCT) into their supply chain systems and activities enable certain supply chain capabilities and, consequently, improve their supply chain performance.

Design/methodology/approach

Using an abductive research approach, a qualitative content analysis was conducted on 126 cases of firms attempting to implement a blockchain technology-enabled supply chain system (BCTeSCS). These firms spanning across multiple industries were identified using the Nexis Uni database.

Findings

Findings reveal that present BCTeSCS efforts are more-oriented toward improving operational-level capabilities (information sharing and coordination capabilities) than strategic-level capabilities (integration and collaboration capabilities). These operational and strategic-level capabilities alongside BCTeSCS deliver several supply chains performance outcomes such as quality compliance and improvement, process improvement, flexibility, reduced cost and reduced process time. However, outcomes may vary by industry type based on their uncertainties.

Research limitations/implications

Given the nascent state of BCT, accessibility to primary data about ongoing BCTeSCS efforts is limited. The presented framework is based on 126 cases of secondary information. Within this constraint, the paper finds scope to future empirical research by proposing a resource-based framework of BCTeSCS and related propositions.

Practical implications

The results and discussion of this study serve as useful guidance for practitioners involved in BCTeSCS integrations.

Social implications

The paper creates a BCTeSCS scenario for stakeholders to assume its potential socio-economic and socio-environmental pressures.

Originality/value

This paper is one of the initial attempts to examine BCTeSCS efforts across multiple industries, and thus, promises a broad future research scope.

Details

Supply Chain Management: An International Journal, vol. 25 no. 6
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 1 September 2023

Jacob Agyemang, John Azure, Danson Kimani and Thankom Arun

The paper examines financial resilience responses/capacities of governments from Liberia, Sierra Leone and Ghana in relation to COVID-19. It highlights the governments’ fiscal…

Abstract

Purpose

The paper examines financial resilience responses/capacities of governments from Liberia, Sierra Leone and Ghana in relation to COVID-19. It highlights the governments’ fiscal, budgetary and actions as either anticipatory or coping mechanisms towards the pandemic.

Design/methodology/approach

Multiple case studies and secondary data were used, including official government documentation/records, expert views, policy publications by supranational organisations and international financial institutions and media reports. Textual analysis was conducted to evaluate the case countries’ resilience.

Findings

The paper highlights how governmental budgetary initiatives, including repurposing the manufacturing sector, can sustain businesses, aid social interventions and reduce vulnerability during health crises. In addition, the paper highlights that external borrowing continues to be indispensable in the financial and budgetary initiatives of the case countries. The paper finds that lessons learnt from the Ebola Virus Disease (EVD) in West Africa within the last decade have shaped the anticipatory resilience capacities of the case countries against COVID-19.

Originality/value

The paper uses the notion of resilience, the dimensions of the resilience framework and the resource-based view (RBV) theory to unearth resilience patterns. This sort of combined approach is new to financial resilience studies.

Details

Journal of Public Budgeting, Accounting & Financial Management, vol. 35 no. 3
Type: Research Article
ISSN: 1096-3367

Keywords

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