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1 – 10 of over 4000As the role of senior school leaders has become more complex, the leadership of improvement, innovation and change has been distributed to middle leaders. However, middle leaders…
Abstract
As the role of senior school leaders has become more complex, the leadership of improvement, innovation and change has been distributed to middle leaders. However, middle leaders are often not prepared for the shift to strategic thinking and leading. This chapter provides an overview of what it means to think and lead strategically when leading from the middle. Then, the theory is translated into practical templates and tools that can be employed by a middle leader. The context of this chapter is leading a faculty in a secondary school; however, the ideas and examples provided are easily translated to any middle leading context.
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Thomaz Wood Jr., Marco Pasturino and Miguel P. Caldas
The purpose of this study is to show how strategic planning can play multiple roles in the context of conflict between two controlling shareholders in a new joint venture.
Abstract
Purpose
The purpose of this study is to show how strategic planning can play multiple roles in the context of conflict between two controlling shareholders in a new joint venture.
Design/methodology/approach
This study conducted a five-year qualitative case study of a large financial services joint venture co-owned by a Latin American state bank and a European financial company.
Findings
The authors found that over time, budgeting and strategic planning had intertwining use to guide strategic decisions, but unexpectedly, strategic planning eventually developed three distinct roles beyond the merely functional, as it also contributed to complex symbolic and political functions.
Originality/value
This study provides guidance on considering different roles taken by strategic planning, as a utilitarian practice, as a symbolic narrative and as a conflict-mediating routine.
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In this study, we applied the strategy-as-practice (SAP) framework to analyse strategic communication practices. SAP implies approaching strategy as something that organisational…
Abstract
Purpose
In this study, we applied the strategy-as-practice (SAP) framework to analyse strategic communication practices. SAP implies approaching strategy as something that organisational members do and is useful for understanding the tensions between emergence and formalisation and between planning and improvisation that characterise the everyday communication work of communication practitioners.
Design/methodology/approach
The paper is based on an ethnographic study of a record company and on qualitative interviews with various actors from the music industry.
Findings
Tensions exist between the emergence of inputs from active consumers that require flexibility and attempts to strategically formalise and continuously adapt plans and encourage consumers to act in anticipated ways. The findings revealed five strategic communication practices—meetings, working in the office, gathering and analysing consumer engagement and related data, collaboration and storytelling—that practitioners used to conduct strategic communication and navigate the tensions.
Originality/value
The study contributes to understanding the role of strategic communication practices in contemporary organisations and how practitioners manage the tensions within them. The study shows that an SAP approach can account for improvisation and emergence, as well as planning and formalisation. It also shows how SAP resonates with emergent and agile strategic communication frameworks.
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Nupur Pavan Bang, Andrea Calabrò and Alfredo Valentino
The complexity of succession in family firms is multifaceted and can sometimes lead to turbulence. While structured succession strategies offer a roadmap for smoother transitions…
Abstract
Purpose
The complexity of succession in family firms is multifaceted and can sometimes lead to turbulence. While structured succession strategies offer a roadmap for smoother transitions, intergenerational differences in family small and medium-sized enterprises (SMEs) can lead to varied interpretations of an effective succession blueprint. This study synergizes the strategic entrepreneurship framework with the socioemotional wealth (SEW) perspective to probe into how formalized succession planning impacts performance in family SMEs. Furthermore, it delves into the mediating role of succession satisfaction, especially in family firms characterized by pronounced SEW and helmed by CEOs from different generational cohorts.
Design/methodology/approach
Employing a comprehensive dataset from 1,833 global family businesses, this research utilizes bootstrapping regression models to discern the intertwined effects of mediator and moderator variables and their statistical significance.
Findings
The main findings suggest that succession satisfaction does matter for a good succession process and that succession plans work only in family firms with a high degree of SEW and that are led by older family CEOs (e.g. baby boomers).
Practical implications
The results offer fresh perspectives on succession processes, with a particular focus on how to improve the satisfaction of millennial family CEOs.
Originality/value
The study uniquely combines strategic entrepreneurship and SEW to offer a holistic view of succession planning, highlighting satisfaction’s mediating role and SEW’s moderating influence. Additionally, it pioneers the incorporation of generational cohorts into the succession discourse.
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Most prior literature on the GCC workforce nationalization has focused on a limited set of themes (e.g. nationalization challenges), initiatives (e.g. quota system) and…
Abstract
Purpose
Most prior literature on the GCC workforce nationalization has focused on a limited set of themes (e.g. nationalization challenges), initiatives (e.g. quota system) and methodology (e.g. qualitative) and none has captured the full range of content associated with its implementation phenomenon resulting in our current incomplete knowledge on it. As one of the first studies on this phenomenon, our study explores the factors influencing comprehensive implementation of workforce nationalization in Qatar. We postulate a research model based on the strategic human resource and strategic management works of literature which contain five exogenous variables under three perspectives: Qatarization, organizational and environmental.
Design/methodology/approach
The study model was tested by using structural equation modeling (SEM) to analyze data collected from 300 managers in Qatar.
Findings
The results show that four variables –formal Qatarization planning, top management commitment, Qatarization experience and stakeholder pressures – positively influence the comprehensive implementation of Qatarization efforts.
Practical implications
Successfully implementing Qatarization objectives requires a robust synergy between dedicated planning and unwavering commitment from top management. Further, to effectively navigate the challenges of nationalization, collaboration with key stakeholders becomes pivotal. Our findings offer actionable insights for public organizations aiming to optimize their Qatarization efforts, emphasizing the integral role of holistic strategies and committed leadership.
Originality/value
We introduce a novel research model rooted in both strategic human resource and strategic management theories. Diverging from traditional qualitative approaches, our quantitative methodology provides empirical depth to our findings.
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The purpose of the article was to identify the core dimensions of strategic thinking and create a measure that provides a comprehensive operationalization of the construct.
Abstract
Purpose
The purpose of the article was to identify the core dimensions of strategic thinking and create a measure that provides a comprehensive operationalization of the construct.
Design/methodology/approach
The construct validity of the measure was assessed in two studies using four samples with a total of 985 participants. The measure was created using a multi-step process that included item development and content validation, exploratory and confirmatory factor analysis, convergent and discriminant validity, criterion validity and test-retest validity.
Findings
The exploratory factor analysis (EFA) supported the existence of the three dimensions of strategic thinking (visionary, synthetic and creative thinking) as conceptually proposed. The measure was reduced to nine items. The confirmatory factor analysis (CFA) confirmed the three dimensions and revealed acceptable factor loadings and model fit. Convergent, discriminant and criterion validity were established, and the measure demonstrated acceptable test-retest reliability.
Originality/value
An individual's ability to think strategically is vital for making strategic decisions and relevant to upper echelon theory and strategic management. The definition and core dimensions of strategic thinking are unclear in the literature, creating confusion. This study added to the literature by defining the core dimensions of strategic thinking and developing the strategic thinking assessment (STA) to measure the construct.
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There are few concepts in the modern business lexicon where people feel as strongly confident in their understanding of its meaning – while there is simultaneously such profound…
Abstract
Purpose
There are few concepts in the modern business lexicon where people feel as strongly confident in their understanding of its meaning – while there is simultaneously such profound disagreement in how people actually define the term – than the concept of “strategy.” After decades of research and publications trying to correct this situation, the problem remains. It is difficult to advance the field, teach the field, or even effectively put it into practice if you cannot define what “it” is in a clear, concise, and meaningful way. This paper offers updated definitions of key strategic management concepts.
Design/methodology/approach
A large academic and practitioner literature review was added to the author’s personal experience as a Fortune 500 chief strategy officer and university professor to identify five separate concepts at the heart of current colloquial uses of the term “strategy.” These concepts were then clarified and defined with implications summarized.
Findings
The generic term “strategy” is frequently used in place of multiple other very distinct concepts. This problem of concept ambiguity can be greatly reduced by understanding and emphasizing the definitions and usage of five other, already existing, business terms – “Strategic Management,” “Strategic Planning Process,” “Strategic Plan,” “Realized Strategy,” and “Business Model.”
Originality/value
This paper identifies the negative effects of the misuse of the term strategy and offers clear, concise remedies. Resolving the definition problems is a necessary precursor to the advancement, education, and practice of the field.
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This study aims to explore the benefits of strategy as way-finding approach to strategic thinking suggested by Robert Chia for small community-based Southern NGOs. The purpose is…
Abstract
Purpose
This study aims to explore the benefits of strategy as way-finding approach to strategic thinking suggested by Robert Chia for small community-based Southern NGOs. The purpose is to find alternatives to the strategic planning (SP) approach.
Design/methodology/approach
The study adopts the perspective of phronesis (Flyvbjerg, 2006) using the case study of a 45-year-old NGO based in India and working for community development. The data has been collected for over more than 20 years. Qualitative analysis of the data has been done by focusing on the activities that were performed in keeping with the requirements of phronetic research.
Findings
The study finds that through way-finding approach to strategic thinking, a Southern NGO is able to manage and reduce its resource dependence while maintaining organizational autonomy and pursuing its vision. The approach avoids the pathologies produced through SP in such organisations.
Research limitations/implications
This study adds to empirical contexts in which strategy as way-finding may be practiced. This study explicitly shows how this may be very useful to smaller community-based Southern NGOs. This study also adds to the research on strategy as practice by showing its relevance in the NGO sector.
Practical implications
This study shows alternatives to NGOs that are reluctant to engage in SP. This study also shows how NGOs can benefit from the way-finding approach to strategic thinking to improve their community connect, autonomy and impact.
Social implications
This study provides alternatives to resisting the power asymmetry of the global North-South development agenda.
Originality/value
This study demonstrates the usefulness of the way-finding approach to strategy in the context of smaller Third-World NGOs and provides alternatives to SP.
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Richard Wilson, Elizabeth A. Cudney and Robert J. Marley
The purpose of this research is to provide an introduction into Hoshin Kanri and how it has been used with other methodologies and frameworks. Additionally, factors that impact…
Abstract
Purpose
The purpose of this research is to provide an introduction into Hoshin Kanri and how it has been used with other methodologies and frameworks. Additionally, factors that impact successful Hoshin Kanri implementation and future research opportunities are explored.
Design/methodology/approach
A systematic literature review was conducted to determine the methodologies and frameworks that have previously been explored and identify factors that lead to successful Hoshin Kanri implementation as it relates in the Western world.
Findings
Even though Hoshin Kanri has been used to a limited extent for decades in the West, there is still relatively little published research on the topic. In the period reviewed most published research was performed in the UK or USA. In addition, most years had less than two publications (the exception being five in 2020).
Research limitations/implications
This literature review was primarily focused on the manufacturing sector, publications from 1990–2021, and available in English.
Practical implications
Current practitioners may use the research in this review to improve their current Hoshin Kanri practices using the techniques mentioned as a means of continuous improvement or to build a new framework for their own needs.
Originality/value
This paper makes an important contribution to the study of Hoshin Kanri as it provides: (1) an updated literature review regarding the study and application of Hoshin Kanri, (2) a qualitative analysis of alternative methodologies and frameworks to traditional Hoshin Kanri and (3) success factors when considering implementation of Hoshin Kanri within an organization and researchers with potential ideas for future research.
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Waqar Ahmed, Arsalan Najmi and Sohail Majeed
This paper aims to provide a framework regarding Information Technology (IT) Flexibility in Supply Chain and its relationship with the benefits we could see from Enterprise…
Abstract
Purpose
This paper aims to provide a framework regarding Information Technology (IT) Flexibility in Supply Chain and its relationship with the benefits we could see from Enterprise Resource Planning (ERP) systems. Furthermore, this research explores the moderating effect of Process Integration Capability in the relationship between IT flexibility and ERP benefits.
Design/methodology/approach
This research model will help organizations get additional benefits from their ERP systems that incurred huge costs, time and multiple resources at their implementation. The technique used for analyzing data is structural equation modeling (SEM), and data is collected from 107 respondents through a questionnaire from Business and IT Professionals.
Findings
The study findings reveal a positive and significant relationship between IT flexibility and ERP systems benefits; moreover, results also confirmed that the organization's process integration capability significantly increased the benefits of ERP systems. The findings also highlight empirical evidence about the significance of the top-to-bottom approach investing in IT flexibility and the bottom-to-top approach during the implementation of IT systems for successful implementations.
Practical implications
This study has various implications for practitioners that help them successfully implement and long-term viability of their IT infrastructure.
Originality/value
This study's findings will help IT managers and strategists make effective decisions for creating IT flexibility in alignment with the strategic goals to realize the desired results expected from ERP systems and implementations of new IT systems.
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