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The concept of Shared Leaders (one or more leaders) leading an organization is gaining grounds both in the world of theory and practice. The aim of this article is to attempt to comprehend the process of the shared leadership at a strategic level of a firm, it can be called “Strategic Shared Leadership Process (SSLP)”.

Responses from 257 middle level managers were collected by a closed ended structured survey questionnaire. A total of ten variables were identified from literature to study SSLP. The data were analyzed using AMOS 16 for Structured Equation Modeling.

Three models emerged from the study. In the first model, significant positive relationship between Leaders' Organizational Legitimacy (LOL), Leaders' Informal Authority Base (LIAB) and Leaders' Domain Knowledge (LDK) with Leaders' Joint Accountability (LJA) and Leaders' Non‐Financial Decision making (LOFD) was found. In the second model significant negative relationship between followers' years of work experience and Leaders' Organizational Change Decision (OCD) and positive relationship between OCD and Leaders' Organizational Visioning (LOV) was found. For the third model, significant positive relationship between length of Co‐work Association (LCWA) and Leaders' Voice Equity (LVE) with Leaders' Organizational Financial Decision Making (LOFD) was present.

The three models developed in the study to understand SSLP made theoretical contribution.

Organizational Development practitioners can use the study output as the intervention inputs during establishing SSLP in their firm.

This is one of the first empirical studies on SSLP.

This article features a descriptive proposal that examines the different conceptual dimensions of knowledge (basically the epistemological, ontological, systemic and strategic dimensions) that are involved in the emerging strategic process of organizations. Included in this process are aspects of information, complexity and imagination that make up the spirals of knowledge. In this study we aim to shed light on knowledge management in strategy‐making so that the different categories of knowledge may emerge and develop their potential within an organization and interact among each other. The goal is to create sustainable competitive advantages or essential competencies that help a business to succeed. Considering a constructionist approach to knowledge – specifically, the theory of knowledge creation developed by Nonaka and Takeuchi – we conclude that the formation of the strategy is a double‐loop knowledge creating process. Finally, we outline some of the main practical implications of our position.

The main purpose of this study is to examine the relationship between knowledge sharing behaviour and the effectiveness of IS/IT strategic planning (ISSP). Furthermore, we explore the factors influencing knowledge‐sharing behaviour among stakeholders in the ISSP process.

To test the relationships between the constructs in the research model, data were collected by a questionnaire survey sent to the IS/IT executives of 805 large companies in Taiwan.

Survey results indicate that knowledge sharing behaviour influences the effectiveness of ISSP. Certain factors are also found to influence knowledge sharing behaviour among stakeholders in the ISSP process.

Future research should focus on the following areas, as motivated by limitations of the present study. First, future researchers might attempt to understand the conclusions about the knowledge sharing factors of this research through structured interviews in case studies of IS directors from ongoing or recently completed ISSP projects. Researchers might ask subjects why these factors are associated with the effectiveness of ISSP. Second, future researchers could consider more general factors that affecting knowledge sharing behaviour such as task coordination, rewards and political behaviour. Third, the subjects of this study are IS executives in Taiwan. Cultural differences may exist between Taiwan and other countries. Future research should be similarly carried out in other countries.

To achieve the consistently planning objectives, knowledge sharing is necessary to IS/IT strategic planning. Numerous organizational mechanisms exist that can enhance knowledge sharing and transfer, including IT steering committee and strategic IS/IT team. Furthermore, organizations could apply both of group interaction mechanism and knowledge management mechanism to promote the formulation of organizational learning environment and fit the organizational context during IS/IT strategic planning.

The study shows a growing amount of empirical work that has been conducted examining the relationship between ISSP and organizational context. However, there has been little empirical research that investigates the relationship between knowledge sharing behaviour among stakeholders and the effectiveness of ISSP. The results of this study will be of interest to business managers or strategic planners who are initiating or conducting information systems strategic planning exercises, ant to researchers in the field of information systems management and planning.

The purpose of this paper is to identify prerequisites for sustaining effective cross‐functional integration as well as their temporal inter‐relationships. Once this type of information is known, a “cause‐effect‐cause” model is constructed to identify constraints and improve effectiveness.

A case research approach was used to explore the relationships between various prerequisites of integration and to understand “how” or “why” their presence may influence the success of sustaining integration. The study focused on 13 companies from the US aerospace defense industry which were in the process of implementing TQM programs.

Organizations which successfully attained “sustained” integration indicated that the reward/performance system based on cross‐functional or process objectives was the major driver behind: forcing employees to understand the organization's processes; providing dedicated time for employees to reflect on process improvement; ensuring employees are rewarded for process improvements; and increasing accountability for integration. These organizations believe that the employee's understanding of the strategic processes acted in conjunction with the process improvements rewards to improve the employees' understanding that cross‐functional relations play a critical role in success.

The findings provide a valuable linkage between the organizational constraints, integration and the organizational learning literature.

Study results suggest both a construct for measuring levels of organizational integration and a cause‐effect‐cause relationship to identify prerequisite constraints.

This is one of the few studies that examine 13 corporations to clarify both the prerequisites for sustaining integration and their temporal inter‐relationships. Additionally, a “cause‐effect‐cause” model based on the Theory of Constraints is used to identify prerequisite constraints.

This article looks at the challenges for delivering personalisation across public services, the key for transformation of those services. Based on a recent publication, Housing Health and Care (Davis et al, 2009), it argues that the policy context, performance systems and local frameworks are now possibly better placed than ever before to deliver the integrated working that can underpin sustainable communities and allow for really personalised services.

In today's dynamic and competitive environment, innovation is a key requirement for hotels to survive, be profitable and sustain their competitive advantages. However, because the study of innovation in the hospitality industry has only developed recently, little is still known about its determining factors. Given this, this study aims to theorize and test with empirical data the effects of two key dimensions of strategic planning (i.e. participation and flexibility) on innovation.

Using a fully standardized questionnaire, data were gathered from a sample of 150 hotels in Dubai, by a professional market research firm, through face-to-face interviews. The study hypotheses are tested with partial least squares structural equation models. The study has three limitations: first, its data are cross-sectional and the analyses are post hoc; second, it uses single informants; and third, the sample was primarily from a single setting, i.e. Dubai.

The study argues that participation and flexibility in strategic planning are positively related. It also argues that flexibility is positively related to innovation and that flexibility mediates the effects of participation in strategic planning on innovation. Empirical support is found for all the examined relationships.

The study takes place in a unique setting (i.e. Dubai, United Arab Emirates) where research on organizational innovation has been rather limited to date. The findings have important implications for the stream of literature in this field and for practitioners and sustaining competitive advantages of hotels.

In a session of the Strategos Innovation Academy, participants considered how a number of core management processes – for example, strategic planning, capital budgeting, performance assessment and product and process development – inhibit innovation. Working in groups, the participants identified problems with existing practices and then suggested a number of ways to make the process less toxic to innovation. Today’s strategic‐planning processes rarely emphasize radical innovation – the new business concepts and operational models that are necessary to keep corporations at the head of the pack – either implicitly or explicitly. Another failure that participants identified is the linkage between strategy planning and the annual budgetary cycle. To improve strategic planning, participants made a number of other suggestions, many of which derive from the toxicities and failures of the existing strategic‐planning process. Companies should first ensure that their business definition and associated mission statement are broad. Narrow definitions are likely to reduce a company’s identity to its current business model, thereby impeding the possibility of renewal. Companies should also explicitly include innovation in the strategic‐planning process. A chief innovation officer – a new senior‐level appointee in the company – can help ensure that innovation remains central to the strategic‐planning process. Greater scrutiny of strategic plans can also help. For example, CEOs can reject strategic plans that do not include a substantial amount of innovation. The introduction of new metrics for innovation would help formalize this commitment to innovation. Participants also recommended that companies find ways to dissociate the strategic‐planning process from an annual schedule. Instead, the process needs to become continuous. To this end, some participants advocated renaming the process strategic evolution instead of strategic planning.

This chapter acknowledges the difficulties in the empirical study of social ventures – broadly defined as market-driven ventures that produce social change – that arise from the vast differences among social venture firms in terms of missions, goals, identities, strategies, and structures. In an effort to improve research in this area and advance the field of social entrepreneurship, the authors advocate approaching social ventures from a configurational perspective.

This chapter begins with a discussion of what social ventures are and why organizational configurations – sets of firms that are similar across key characteristics – may be an appropriate perspective to utilize. Then, two methods – cluster analysis and set-theoretic analysis – are discussed in detail as ways to approach the study of social venture configurations. Details include descriptions of the techniques, instructions for use, examples, and limitations for each.

This chapter identifies research opportunities using configurations approaches in social venture research. Substantial possibilities for multilevel and temporally based research are discussed in depth.

A configurational approach can address the incongruence and non-findings in current social venture research and offers new opportunities for future research.

The purpose of this paper is to investigate the potential role of innovativeness in determining supply chain (SC) integration and to foster the SC performance of manufacturing small and medium enterprises (SMEs). The study also proposes that the SC integration–performance relationship is contingent to the degree of environmental uncertainty (EU).

The data were collected from 321 manufacturing SMEs working in Pakistan. Respondents were owners/CEOs/managers of the firms. Considering the formative nature of indicators of SC efficiency and effectiveness, partial least square-based structural equation modeling (SEM) was used to analyze the data.

The results indicate that innovativeness positively influences the dimensions of SC integration which in turn affects SC efficiency and effectiveness. The results support the presence of moderation for the relationship between the dimensions of both SC integration and performance. The findings suggest that firms should endeavor to accomplish innovativeness and SC integration, as they jointly promote SC performance.

SMEs can use innovativeness as an important tool to increase SC integration and SC performance. For SMEs with a highly volatile and dynamic environment, managers should achieve SC integration and include external integration orientation at the strategic level in order to reap the greatest advantages from SC integration.

This study contributes to the SC literature by exploring the effect of the nascent determinant (innovativeness) of SC practices and performance to expand and deepen current understanding of the potential role of innovativeness in the SC context. Furthermore, considering EU as a moderator opens up new avenues of research to elucidate the SC integration–performance nexus in the emerging market context.