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1 – 10 of over 126000Strategic decision importance has rarely been investigated as a decision-specific characteristic in the strategic decision-making process (SDMP) literature taking into…
Abstract
Purpose
Strategic decision importance has rarely been investigated as a decision-specific characteristic in the strategic decision-making process (SDMP) literature taking into consideration information management while taking important strategic decisions. Here, the ability of decision importance to predict decision effectiveness as an outcome of SDMPs in higher education institutions (HEIs) is examined in the context of Bahrain.
Design/methodology/approach
A conceptual model is developed relating decision importance to decision effectiveness indirectly via the SDMP characteristics intuition, rationality and decentralization. Data from a cross-sectional questionnaire completed by leaders of HEIs and academics involved in strategic decision-making in Bahrain are used to test the model and hypotheses via correlation analysis. The paper also considers a literature review of the use of information management while taking a strategic decision.
Findings
Decision importance is shown to positively influence decision effectiveness in Bahraini HEIs mediated by rationality and by decentralization in decision-making, although negative effects of decentralization are also demonstrated. However, decision importance does not influence decision effectiveness mediated by intuition.
Research limitations/implications
Due to the small sample size, the results cannot be generalized to contexts beyond HEIs in Bahrain. Additional SDMP characteristics of significance in the context of HEIs could be future investigated, for instance, political behaviour and lateral communication, are not included in the model. Future research exploring the latter two aspects could provide deeper insight into the findings.
Practical implications
The findings of this paper could be considered by HEIs senior management and members of the governing body while strategic decision-making, which could be at different levels, including strategic planning or assessing a strategic decision in terms of effectiveness. This paper will also provide insight one the use of information while considering strategic decision-making.
Social implications
A model leading for effective strategic decision-making could be used by leaders of HEIs and regulators including licensing bodies and QA agencies to set standards for HEIs for sustainable performance and quality education in line with United Nations Sustainable Development Goals and Initiative. Strategic decision-making will have an impact on the overall performance of HEIs and serve all relevant stakeholder’s including parents, students, employers and industry.
Originality/value
Little research conducted in relation to strategic decision-making in the Gulf Cooperation Council therefore, this research will add original findings and the outcome of this study will lead to future research related to SDMP and the use of information management in the overall strategic decision-making.
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Michael T. Manion and Joseph Cherian
The paper seeks to show that the strategic types of service marketers (e.g. Prospectors, Defenders or Analyzers) match the types of success measures that they use to evaluate new…
Abstract
Purpose
The paper seeks to show that the strategic types of service marketers (e.g. Prospectors, Defenders or Analyzers) match the types of success measures that they use to evaluate new services.
Design/methodology/approach
A theory is developed to show why service marketers of different strategic types use different success measures for the evaluation of new services. Using responses from 202 financial services marketers, strategic types are shown to relate in theoretically expected ways with the importance ratings of the categorized success measures.
Findings
Notable relationships among strategic types and their success measure are identified. Prospectors, for example, attach greater importance to growth performance measures, consistent with the growth orientation of their service development programs. Defenders, on the other hand, attach more importance than Prospectors to efficiency performance measures, which relate to their programs' efficiency orientation. Analyzers, interestingly, place more emphasis on objectives‐based performance measures, including strategic fit, than Prospectors.
Research limitations/implications
The sampling frame purposely contains only US financial services firms; as such, future research may build upon this single‐industry, single‐country study.
Practical implications
Academic success literature generally disregards the strategic types of respondents in measuring the success of service development programs. Practitioners, however, seek performance measures that are consistent with their firm's business strategy. This study provides a categorization of the most important success measures as appropriate to different strategic types.
Originality/value
The service success literature has often dealt with the question of “what causes success?” and has rarely confronted, head‐on, the question of “what is success?”. This paper addresses this critical research gap.
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Chang E. Koh, Victor R. Prybutok, Sherry Ryan and Bashorat Ibragimova
The purpose of the study is to examine how information technology, strategic planning processes, and people interact in an emerging e‐government environment.
Abstract
Purpose
The purpose of the study is to examine how information technology, strategic planning processes, and people interact in an emerging e‐government environment.
Design/methodology/approach
A discriminant model was developed to test the ability to distinguish between the perceptions of high and low importance of six major e‐government functions as a function of a four‐item strategic e‐government readiness scale. An empirical study of a municipal government supported the discriminant model.
Findings
Government agencies must evaluate how strategic e‐government plans are developed, communicated, and integrated into the work environment. Without the proper understanding of the importance of e‐government initiatives, employees do not place high value on e‐government initiatives.
Research limitations/impli‘cations
This study focuses on one group of stakeholders, employees. Future studies might consider other interested parties, like citizens, business partners, and other government organizations. Future researchers could also compare various municipalities and identify those that are successful in implementing e‐government initiatives and explore the factors that contribute to that success.
Practical implications
Government agencies must ensure that their IT plans are aligned with business strategies as they attempt to expand their e‐government services. It is also important that the content and organizational importance of the strategic plans be effectively communicated to employees.
Originality/value
This study contributes to the current body of knowledge on e‐government by facilitating understanding and measurement of e‐government models.
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The purpose of this paper is to develop a new integrated approach for the strategic logistics outsourcing process through identifying the logistics independent success factors…
Abstract
Purpose
The purpose of this paper is to develop a new integrated approach for the strategic logistics outsourcing process through identifying the logistics independent success factors (ISFs) and linking them with the firm’s strategic objectives and logistics requirements. Then, the new integrated approach will be used to compare the outsourcing processes for the upstream and downstream supply chain members. Studies of logistics outsourcing reveal the strategic importance of this process and the increasing need for new strategic approach.
Design/methodology/approach
The design is based on mixed methodology and integrated approach. The fuzzy decision-making trial and evaluation laboratory technique has contributed to the construction of interdependent relationships, development of impact-relationship maps (IRMs) and identifying ISFs. The fuzzy quality function deployment technique was used to link the strategic objectives, logistics requirements and the ISFs to evaluate and select logistics service providers (LSPs) strategically. Finally, two case studies (upstream and downstream supply chains) are used to demonstrate the new approach effectiveness and to highlight the differences/similarities between the two streams.
Findings
In addition to the new strategic logistics outsourcing approach, this study analysed the impact relationships of the LSPs’ framework factors and constructed their maps. In all, 21 ISFs have been identified: 8 logistics key performance indicators, 7 logistics services and activities and 6 logistics resources and capabilities. The two streams’ comparison relived several differences in terms of strategic objectives, logistics requirements and ISFs.
Research limitations/implications
The new approach for strategic logistics outsourcing can help firms to perform a better multi-stakeholder multi-criteria strategic outsourcing process. In addition, the upstream–downstream supply chain comparison increases our understanding how different supply chain members perform different outsourcing processes.
Originality/value
This is one of the pioneering studies that compares the supply chain upstream–downstream perspectives to highlight logistics outsourcing similarities and differences. To the best of author’s knowledge, this is one of the first logistics outsourcing studies that identifies ISFs for strategic logistics outsourcing, provides the first IRMs for the strategic logistics factors and develops a new integrated approach for strategic logistics outsourcing
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The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:
Gülçin Büyüközkan and Öykü Ilıcak
SWOT (strengths, weaknesses, opportunities, threats) analysis is a powerful approach for evaluating the strengths and weaknesses of an organization with an internal perspective…
Abstract
Purpose
SWOT (strengths, weaknesses, opportunities, threats) analysis is a powerful approach for evaluating the strengths and weaknesses of an organization with an internal perspective. The approach also takes into account the opportunities and the threats from an external point of view. These features make SWOT a commonly used approach in strategic management. The purpose of this paper is to propose an integrated SWOT analysis with multiple preference relations technique, to show the application of the proposed methodology, to prioritize the strategic factors and to present alternative strategies for ABC, a case company, which is targeting to use social media more effectively.
Design/methodology/approach
In this study, expert opinions are used to identify SWOT factors of ABC on social media. The obtained findings are evaluated and each factor is prioritized by means of the multiple preference relations technique.
Findings
The proposed evaluation model has four main groups, namely, strengths, weaknesses, opportunities, threats, under which 17 factors are identified. As a result of the evaluations, “O2: Opportunity to contact a large number of users simultaneously at affordable cost” has the highest importance level among other factors. Alternative strategies are developed based on the obtained results.
Originality/value
Decision-makers who have different backgrounds or ideas can state their preferences in different formats. Multiple preference relations technique is used to combine different assessments. SWOT analysis with multiple preference relations technique with a group decision-making perspective is proposed. This is the first time the method is used in the social media-related literature. With this study, the most appropriate social media strategic factors are selected for ABC and alternative strategies are determined based on the results.
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Vilmar Antonio Gonçalves Tondolo, Ely Laureano Paiva, Rosana da Rosa Portella Tondolo and Juliana Bonomi Santos
This paper aims to investigate how the sustainable orientation (SO) of companies and the strategic importance of components strategic importance may affect the decision to…
Abstract
Purpose
This paper aims to investigate how the sustainable orientation (SO) of companies and the strategic importance of components strategic importance may affect the decision to purchase remanufactured items.
Design/methodology/approach
This study employed a 2 × 2 full-factorial (combining between and within-subjects), scenario-based, role-playing experiment. Subjects in the study were US managers familiar with purchasing/supply chain topics. The hypotheses were tested using linear regression models.
Findings
The findings suggest that before becoming aware of any social benefits, a company's SO directly affects purchasing decisions, especially when the component is strategic. Perceptional aspects also play a significant role.
Research limitations/implications
This study may help managers develop strategies for adopting the use of remanufactured components. New studies can benefit from the findings by focusing on how awareness of social benefits may increase the likelihood of using remanufactured components.
Originality/value
The findings suggest that before becoming aware of any social benefits, a company's SO directly affects purchasing decisions, especially when the component is strategic. Perceptional aspects also play a significant role.
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The purpose of this paper is to provide a conclusion to the theme issue question “Is talent management a strategic priority in the hospitality sector?”
Abstract
Purpose
The purpose of this paper is to provide a conclusion to the theme issue question “Is talent management a strategic priority in the hospitality sector?”
Design/methodology/approach
The issues and debates relevant to the strategic question are summarised. Significant themes that have arisen across a number of papers are presented. This provides a clear indication of current issues in strategic talent management which are of relevance to hospitality practitioners and academics.
Findings
Five recurring themes are identified as being particularly relevant to hospitality organisations when considering a strategic approach to talent management. These are: the role of line mangers in employee development and well-being, talent management being used as a lever for culture change, the importance of contextualising approaches to talent management, the need for new and innovative ways of working to achieve a strategic approach to talent management and barriers for the development of a strategic approach caused by economic and day-to-day operational pressures.
Practical implications
The paper suggests a number of practical actions which could be taken to develop a more strategic approach to talent management.
Originality/value
The paper illustrates that hospitality operators understand the importance of a strategic approach to talent management and are using a range of talent management processes to drive business success but that new solutions to long-standing challenges are required.
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There is currently limited knowledge of the strategic organizational routines such as strategic planning and benchmarking of universities in the Western Balkans (WB). Thus the…
Abstract
Purpose
There is currently limited knowledge of the strategic organizational routines such as strategic planning and benchmarking of universities in the Western Balkans (WB). Thus the purpose of this paper is to map perceptions and concerns of institutional leadership about these routines within the public and private universities in the region.
Design/methodology/approach
An online survey targeting all public and private universities in the WB was sent to the rector's and president's office. The survey data were analyzed with descriptive statistical methods, calculating frequencies, and means.
Findings
Data revealed that the majority of both public and private universities have implemented strategic planning. Analysis of strategic planning between private and public universities indicated that averages scores were slightly higher in the private rather than the public universities. Strengths, weaknesses, opportunities, and threats analysis was among the statements that received higher scores (perceptions about implementation) from both types of universities. The relatively low scores from both types of institutions concerning perceived implementation and importance of benchmarking might imply that WB universities achieve their goals in a less competitive environment.
Originality/value
The significance of the paper lies in the fact that no existing studies have investigated strategic planning and benchmarking in the WB universities. To be able to build a potential baseline for further research, including the possibility for more comparative research both within and beyond the region, the selection of routines was taken from the US Malcolm Baldrige National Quality Award for Performance Excellence in Education. This study contributes to the body of research for literature about strategic organizational routines and strategy-as-practice.
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Carmen Aranda and Javier Arellano
The paper aims to explore how managers change their strategic view so that they come with a better understanding of the strategy. It uses two proxies for such understanding…
Abstract
Purpose
The paper aims to explore how managers change their strategic view so that they come with a better understanding of the strategy. It uses two proxies for such understanding: balance in beliefs (taken from performance measurement system literature) and consensus on strategic priorities (taken from strategic literature).
Design/methodology/approach
A longitudinal study is conducted in a financial institution during a strategic change communicated through a tailor‐made balanced scorecard (BSC). The changes are measured in the degree of understanding experienced by a set of 45 middle managers in each of the two phases in which the BSC implementation has been divided. The paper tests to what extent as the BSC implementation progresses there is a balancing in users' beliefs, an increase in consensus and alignment of managers' priorities; and finally, whether or not those proxies of managers' understanding are interchangeable.
Findings
Results show that the implementation of this BSC brought about a change in managers' beliefs by increasing the importance given to measures located in the lower BSC perspectives (called balancing effect), as well as an increase in the degree of consensus on strategic priorities. However, in the paper more balance in managers' beliefs were not necessarily associated with a higher degree of consensus and alignment. The two proxies are not interchangeable and the balancing effect was found to be ineffective and insufficient in providing an explanation for the consensus formation process.
Originality/value
The paper provides empirical evidence on how middle managers change their mental models and improve their understanding of the strategy. The paper helps in aligning performance measurement systems literature and strategic literature.
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